Site Selection of the Community College Initiative Multiple Site

Site Selection of the Community College Initiative Multiple Site Options-Phase I-IA (Downtown Sites and Assets) NOTICE OF REQUEST FOR INFORMATION/PROPOSALS FOR PURPOSES OF PUBLIC PARTNERING-COMMUNITY COLLEGE INITIATIVE

Section 1.0 Purpose:

The City of Alexandria (“Alexandria” or the “City”) seeks a collaborative effort to create a robust workforce. To that end, Louisiana State University of Alexandria (“LSUA”), the Chamber of Commerce, the Rapides Foundation (and other foundations), Greater Alexandria Economic Development Authority (“GAEDA”), Central Louisiana Economic Development Alliance (“CLEDA”), our healthcare partners, the Central Louisiana Business Incubator (“CLBI”), and private and public sectors have been working toward a measurable, significant increase in the capacities needed for a trained and able workforce—the underpinning for all real, sustainable economic development.

Alexandria has resources to aid in offering and expanding current training and educational opportunities to citizens and stakeholders throughout Central Louisiana and the State, while simultaneously reinvigorating its downtown and promoting partnerships through its SPARC and other capital programming.

In this process, community and education stakeholders should deliberate carefully (and fully) the long-term implications to all education assets (particularly LSUA) in the community that the location and establishment of the comprehensive Louisiana Community and Technical Colleges System (“LCTCS”) campus and its programming (together, the “Community College Initiative”) will mean for our region. The formal construction project name of Act 2013, No. 360 is the Central Louisiana Technical Community College, Alexandria Campus, Rapides Parish Workforce Industrial Training Campus.

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Section 1.1 Introduction to the Process:

Until a different process is established by other stakeholders, the Alexandria administration will engage LCTCS, LSUA, GAEDA, CLBI, CLEDA, the Chamber, and other relevant stakeholders to determine the best collaborative model for physical space sharing and co- programming opportunities.1 At this time, Alexandria shall continue to: (i) conduct due diligence through city planning, public works, and the Mayor’s Office of Economic Development; (ii) facilitate access to and resources regarding multiple sites and additional planning professionals (including continued engagement of independent site specialists tasked with objective vetting of the location(s) of the Community College Initiative, the additional Allied Health Initiative (“AHI”)2 and a 2+2 co-programming model known internally as “Alexandria—Where Education Connects”3; (iii) provide transportation assets; and (iv) upon final selection of the site of the Community College Initiative, provide assistance as outlined herein and including the local match required by Act 2013, No. 360 as well as the additional resources and assistance to the needs of Louisiana State University of Alexandria.

1 CLEDA, the Chamber, and GAEDA are considered important linkages to several Alexandria collaborations: the CLBI, LCTCS, and other capacities they might add for sharing space and managing aspects of the business demand side of the “front door” approach sought by the overall Community College Initiative—as well as the “one-stop” shop concept embraced here. This RFI seeks responses from all of these potential partners, as well as ACCION—which has been providing microloan capacity with CLBI and which in conjunction with CLBI activity might offer more business training services in an improved model.

2 Alexandria’s Downtown Alexandria Now! seeks to reinvigorate downtown businesses and promote partnerships through SPARC and capital programming to benefit healthcare and education in the region— truly making our city and region the place where education connects. The Rapides Foundation, the Rapides Regional Medical Center, and/or their affiliates or holding companies (“Rapides”) share responsibility with LSUA for certain properties in downtown Alexandria—namely, the A.C. Buchanan Allied Health Education Building. In addition, LSUA’s administration and the State of Louisiana (“State”) have interests in collaboration for an allied health partnership and building to be established as a state-of-the-art teaching and training facility in proximity to Rapides’ hospital and Christus St. Frances Cabrini Hospital in downtown Alexandria. Alexandria and these stakeholders intended to engage in a new development strategy to redevelop relevant assets, called the Allied Health Initiative (“AHI”). Cost estimates regarding repair of the deconditioned building are so high feasibility of the project is questionable; however, the Community College Initiative offers new opportunities in conjunction with Downtown Alexandria Now! to make important connections for central Louisiana education and workforce training. Rapides and the State could be protected from, or at least mitigate substantially, sunk investment in the current building.

3 The Downtown Alexandria Now! initiative is the larger set of activities geared to Alexandria downtown resurgence, including the Downtown Hotels Initiative (“DHI”), Third Street AUMP, the Community College Initiative, and—hopefully—the AHI and 2+2 co-programming with support by CLEDA and the CLBI. See Figure 1 for a representation of these programs interacting and powered in part by the City’s SPARC initiative. The entire set of activity here is referred to as “the Project.”

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Section 1.2 Executive Summary of City Involvement:

The SPARC initiative is designed to aid a Project of this type.

• Alexandria embarked on the largest redevelopment project in its history, a $96M infrastructure enhancement project called SPARC. Millions of dollars have been allocated to the Cultural Restoration Area (“CRA”) that encompasses Downtown and immediately adjacent neighborhoods.

• Specifically, Alexandria determined that special attention to the microeconomies of several local areas (basically comprising S.P.A.R.C.-CRA-1 and including Alexandria’s convention and hotel microeconomy in the downtown) is necessary because dysfunctional uses were having a compromising effect on the overall Alexandria economy.

o Convention and visitor data support this statement. o The NCHEMS report essentially supports this Project site area. o Alexandria has engaged professionals to provide empirical evidence of such general findings and determine the capacity and feasibility of multiple methods to address these problems. Other stakeholders engaged experts, who ultimately produced the Beyond High School and NCHEMS reports. LSUA has provided evidence of its ability to partner and lead in co-programming regarding allied health and a host of other activities. o Alexandria concluded a high level of attention was necessary to overcome these problems and is vital to the best interest of the region, and thus a matter of public policy by Resolution of Alexandria City Council in February though April of 2009, Resolution Nos. 8561-2009, 8562-2009, and 8594-2009; and then in support of the Community College Initiative by enacting Alexandria City Council Ordinance, No. 48-2013, on April 2, 2013, and as further provided by Alexandria City Council Resolution, No. 9227-2013, adopted in regular session on September 17, 2013; and then by No. 9247-2013.

• Alexandria authorized use of the cooperative economic development activities and powers prescribed and conferred by its home rule charter and state law, finding that the initial proposals of SPARC are for a definitive public purpose for which public money may be expended.

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• The SPARC initiatives allow the City to address economic distress, to: (i) employ effective, innovative steps in the planning, promotion, and financing of local economic development; (ii) benefit the City and its citizens by providing economic stimulus and improving city and other properties; and (iii) allow entry into intergovernmental and cooperative endeavor agreements with public and private entities, including other political subdivisions, the State, the United States and its agencies and with other public or private associations, corporations and individuals.

Alexandria will provide incentives to aid in the development of the Project, potentially in addition to local match sponsorship.

• Alexandria will provide a set of incentives to the Project depending upon the actions and commitments of the LCTCS and LSUA.

• These incentives may exceed Alexandria’s provision of the private or local match.

• These incentives may be in place of the private match, if legal impediments exist to providing that match.

Alexandria policy-makers should promote policies for Central Louisiana to move from an industrial to a knowledge-based economy; enable education providers to retrain and retain the proper tools to do so; allow the process to be driven by the participants and not be government dominated—start to finish; and build awareness and organize demand for workforce basic skill development.

• We know our need to establish a demand-driven delivery system with programs and providers addressing the needs of employers. We think there should probably be, in addition to a rich partnership and collaborative effort, a centralized driver to promote continuous innovation in program design and delivery.

We should consider state support (with federal aid) for limited adult education dollars needs to be more focused on the incumbent labor force.

• With regard to our workforce development needs and despite discussion about importing workforce by certain development entities, common assumptions generally hold incumbency support more desirable.

• Current funding to underwrite grants to employers to defray some of the cost of basic skill remediation should be increased. New adult workforce literacy funding is necessary, but to spur successful workforce and economic outcomes, it must be directed in a “demand-side approach” through employers and workers rather than through provider agencies. Specifically, this recommendation is for the continued development of legislative programming offering substantial tax credits for employers and workers investing in basic skill programs.

• Creation of a public-private partnership to provide consistent leadership, strong management and rigorous accountability: this would lead to implementation of this demand-side program. Such an institution does not necessarily need to be established by state legislation; it could be organized as a non-profit corporation under existing law, as proposed in Figure 1 and Section 1.3.

Update 2014: Beyond High School considered these goals. CLEDA has now further refined the community audit for our region and can serve as the public-private partner driving policy in this area.

Alexandria requires feasibility assessments to determine the most viable site consistent with Alexandria goals while meeting LCTCS and LSUA needs.

• Feasibility is the key to unlock Alexandria partnering to ensure the long-term stability and viability of the Project and Community College Initiative.

• Feasibility aids the City in determining the Project as a potential development partner for other planning and capacity increases in the downtown area.

Ultimately, the feasibility determinations would answer seven (7) questioned areas:

1) Alternative Model Needed. If you believe the model outlined in the RFI is deficient, please identify why and propose alternative models to achieve the goals outlined therein, or state why those goals are not responsive to regional need and how the City might better target its assistance.

2) LSUA Allied Health. What are the primary logistical and site needs of LSUA’s allied health support infrastructure?

a. Explain building needs and square footage, space requirements, classroom sizes, parking, special requirements.

3) LSUA, other. What are the secondary logistical and site needs of LSUA? a. Explain needs regarding safety, visibility, accessibility, etc. b. Explain the needs for 2+2 programming. c. Explain any other co-programming needs. d. Explain building needs and square footage, space requirements, classroom sizes, parking, special requirements for all listed and future expansion needs as discussed or contemplated 3/26/14. i. Allied Health ii. Business programming iii. Culinary Arts iv. And any other program.

4) What are Project completion dates for Allied Health and other 2+2 possibilities? What are the phases of completion? What are the additional phases of the Project beyond the RFI’s scope – to determine long-term needs and site logistics?

5) Return on City Investment (Chamber, CLBI, GAEDA, CLEDA). How can you help the Project serve, and be assimilated into, a larger regional and city plan to use multiple assets in combination optimizing existing master and comprehensive city and regional planning? Will you review these plans and commitments in conjunction with your decision, such as:

a. Will you support transit augmentation to create a regional transit system? How so?

b. Can the Project be leveraged with other intergovernmental needs, such as the “Civil Rights Park” gateway project? c. What is your view of how the Project stabilizes and helps other educational stakeholders? d. Will you consider how the development goals of the City can be integrated into and achieved in conjunction with questions 2 through 5 by stakeholder dialogue before concluding the process, such as:

i. What, if any, housing needs exist for the Project – in any phase? ii. What are the professional-service needs and how and by whom will those decisions be determined? iii. What are the needs beyond Allied Health, 2+2, and other co- programming? 1. Financial needs 2. Space needs as stated in 2 and 3, and 3. Any other plans LSUA wishes to discuss with regard to downtown presence and partnering? 4. Any plans with regard to CLEDA, the Chamber, GAEDA, CLBI, or partners (e.g., ACCION)?

(Be thoughtful and creative; while there is no guarantee of resources, the wish here is to solicit as many ideas to be vetted as practicable.)

6) Is your interest in the Project sufficiently budgeted for operations and maintenance purposes given its scale? If not, why not? If not, how will additional funds be provided? What about O/M funds to match capital funds expended by the City? a. Will you solicit assistance from the business community? b. Are there grants available? c. What are your specific O/M requirements gaps? d. If the City funding is $2.28M for LCTCS and $3.00M for other stakeholders in capital dollars; what are you additional capital costs to co-locate?

7) Compared with every feasible alternative, how may the City partner to determine:

a. Timely Completion - The feasibility of completing the project according to the proposed project schedule.

b. Feasibility of Cost Estimates - A determination of whether the costs are hard costs or estimates from dashboard assessment? If hard, where is support data? May the City have this data?

c. How have you ascertained any economic impacts? Who performed them? Is this study requested of the City of Alexandria? Will you consider such information prior to its conclusion and site selection if the City provides authoritative data?

d. Have you determined any special public services needed, such as fiber optic capability?

e. How will you objectively assess and grade proposals? Are there any areas other than these to address in the proposal:

• square feet needs for educational buildings • modular growth or expandability quotient of the site • parking availability adjacent or proximate to site • public service efficiencies • sufficient acreage for construction with access and visibility relative to major thoroughfares and interstate • location consistent with population to be served • transit system availability • utility tie in and incentives availability • varying proximity to ancillary student services and amenities • proximity to hotel and convention space • proximity to performing arts facilities • proximity to governmental services complex

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Section 1.3 Overview of the Proposed Model:

Alexandria has conducted stakeholder interviews, formulated policy, reviewed treatises and white papers, and carefully considered the needs of multiple partners in the region with regard to the stated Purpose in Section 1.0 and the NCHEMS analysis. Alexandria offers this scenario for partnering and governance, along with the site proposal, as a best practice for the region following interviews with LCTCS personnel, LSUA personnel, and other economic development and workforce entities. It cannot be gainsaid the collaboration between the two systems offers both the best opportunity for success in addressing education needs in our region as well as the potential for a pilot program to better models all across our state. This RFI encourages criticism of the Proposed Model, modification, and/or implementation in the absence of support a different model provides a better regional solution.

Alexandria desires to conduct feasibility determinations for the viability of its downtown site for the location of the Community College Initiative Project and further partner components constituting a larger Education Connection Plan. The aims of the Project from the City’s perspective include:

In addition (and as shown by Figure 1), Alexandria seeks to partner with key stakeholders.

• Louisiana State University of Alexandria (LSUA) – central stakeholder/partner with LCTCS and co-programmer of the overall Alexandria—Where Education Connects initiative. LSUA, as shown in Figure 1, would partner with LCTCS, through the CLTCC, to augment the area incubator, accelerator, business, workforce, and continuing education training, as well as 2+2 programming. LSUA would locate its Allied Health Initiative (AHI) at the downtown site, moving that endeavor from its current configuration. Thus, the configuration would house the 2+2 portal and co-

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programming, allied health, and remedial capacity until such time as LCTCS bridges that activity.

• Central Louisiana Business Incubator (CLBI) – this stakeholder would locate some or all of its current operation to the site for the purpose of streamlining business incubation and acceleration activity. The CLBI would partner with both education systems for food service and culinary arts training as well as hospitality and culinary science overall. Downtown restaurants and hotels would be able to partner in this endeavor. The CLBI would offer assistance to both systems for professional education and continuing education training.

• Central Louisiana Economic Development Alliance (CLEDA), Chamber of Commerce, and Greater Alexandria Economic Development Authority (GAEDA) – these development partners would provide “front door” services and, in the case of CLEDA, co-management of business incubation/acceleration services (such as BAS). The partners would share operations and maintenance and potentially manage a business center. These entities would provide guidance for a proposed governing/advisory board (13 members) over the entire initiative—made up of two LCTCS appointees, two LSUA appointees, an Alexandria appointee, a Pineville appointee, a Parish appointee, a small townships appointee, a business > 100 appointee, a business < 50 appointee, a GAEDA appointee, Chamber appointee, and CLEDA appointee. The proposed board, potentially, would be organized and managed through an executive director recommended to be—at least initially—the CEO of CLEDA.

• Other partners might include ACCION and plenty of private sector employers and stakeholders to create the demand-driven model for workforce and four-year education success for the region.

• The initial capital outlay would be powered by the City’s SPARC initiative, subject to real feasibility determinations.

Alexandria presents discussion points to optimize Alexandria and our region’s development potential through workforce readiness—the key measuring stick in ensuring a sustainable future for economic growth. The proposal here represents the most sustainable choice in meeting the declared goals of the community college system and the needs of the students and our four-year schools. Quite simply, if the existing data, best practices, and objective findings are the benchmarks for this critical community decision, choosing a collaborative model is the best choice.

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Figure 1. Diagram of the Alexandria Region Education Connection Model

Alexandria appropriated the sum required by amendments to La.R.S. 17:3394.3 and 39:1367, relative to a “private” match of state funds of 12% of $19,000,000, or $2,280,000, as shown in its latest capital budget proposal for the Community College Initiative. As a result, and in anticipation, of the Project, Alexandria has begun funding additional support by replenishing the (former) Allied Health line item. This line item previously was zeroed (de-feased); however, by adding $500,000 to Line Item 051103 (R.I.V.E.R. Initiative), to be enacted by Alexandria City Council Budget Ordinance (effective May 1, 2014), Alexandria has begun replenishment and funding of the Project’s newly proposed components.

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Increased innovation and collaboration are paramount on a programmatic basis between LSUA and the CLTCC, if the community is to realize the highest and best return on its economic and educational investments. Co-programming and collaboration are essential ingredients in our regional educational gumbo. Our community must choose to have the full panoply of educational opportunities for our citizens—to choose two-year and four-year opportunities. We choose to have top-notch two-year and four-year opportunities.

There are several aspects of the Project requiring immediate attention and consideration by the City Council; and there are several matters requiring address by the Louisiana Community and Technical Colleges System and the Louisiana State University System:

A. Property Determinations i. Final Site selection ii. Final Site selection should be objectively driven in accord with Alexandria, LCTCS and LSUA goals considered in conjunction with community objectives and needs (including the CLBI, CLEDA, GAEDA, DHI, GAEDA, the Chamber and AHI) iii. Final Site selection should involve professional feasibility assessments

B. The Logistics i. Final Site selection requires immediate professional services a. City personnel cannot conduct such services b. LCTCS and LSUA systems personnel may be able to conduct such services, while with certainty the two systems and City personnel can direct such services c. Real estate participants should not drive the process

ii. Several properties of high and medium values to the Project exist in the downtown—all should continue to be vetted singularly and in combination4

C. Experts i. Expertise requires architectural and engineering pre-assessment work ii. Expertise requires site selection/campus design assessment5

4 Having made this assessment, Alexandria has identified a best-use model it wishes to have reviewed until a fatal flaw is found or the site is accepted. See footnotes 2-3.

5 Any site footprint must be able to accommodate the needs identified herein and by responsive material from stakeholders.

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iii. Expertise requires resources and information regarding central components and necessary development nodes6 iv. Expertise requires program management and contract monitoring

D. Primary goals i. Declaration of the location of the LCTCS campus ii. Clear determination of the City’s Return on Investment iii. Clear timeline of siting and construction activity iv. Determination of advance planning and construction v. Re-assessment of “no harm” to community partners and stakeholders vi. Execution of Memoranda of Understanding vii. Execution of a Cooperative Endeavor and Development Agreement

E. Secondary goals i. Ancillary site development ii. Ancillary economic development activity iii. Other gateway and common space siting

A proper determination of feasibility would include considerations of: transportation usages and logistics; public safety concerns related to transit and parking at the sites; parking deficiencies at the sites; coordination-with-other-assets considerations to optimize uses and planning with public assets, green space and private sector community partners and initiatives; participation by other stakeholders in the decision-making process, and devising a long-term use and marketing strategy consistent with Alexandria goals for the corridor and city/regional goals recognizing the LCTCS and LSUA primacy in the processes. Alexandria values are optimized with a properly vetted and feasible plan of action in a best-practice model. Prior to Alexandria contributing value, feasibility and other determinations should be made.7

6 The Downtown Alexandria Now! initiative’s business community stakeholders—including retailers, future retailers, point-of-sale (food and beverage), and DHI participants should be included at some level of discussion. Anecdotal information suggests area church redevelopment, banks, and other businesses should be engaged for the best fit with the Project.

7 As outlined, to meet Alexandria’s requirements for a cooperative endeavor, deliverables of a commensurate nature (proportionality for Alexandria’s value in exchange for future and actual values created by the location of the Project) must be defined and evaluated. The City ensures (i) the expenditure or transfer of public funds or property, or the pledge, donation, or aid of public or private endeavor by public funds is based on a legal obligation (e.g., a valid statute, ordinance, charter or contract); (ii) the expenditure is also for a public purpose; and (iii) the expenditure creates a public benefit proportionate to its cost (i.e., the amount expended by the City is met with a comparable return or real and substantial obligation to create a future return).” “Deliverables” or returns on investment are necessary.

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In order to do so, this Request for Information (“RFI”) is issued to stakeholders.8 At the same time and only if needed, a Request for Proposals (“RFP”) is issued to the Project stakeholders for response to the RFP, with those responses then to be provided with an Alexandria SWOT analysis and City incentive proposal.

Section 2.0 Letters of Intent:

The City asks that LSUA, CLEDA, CLBI, the Chamber, and GAEDA indicate their willingness to partner, on or before April 18, 2014,9 by responding to the seven (7) feasibility questions (See Attachments A & B). Upon receipt of the questions/responses and an indication of intent, Alexandria commits to the following courses of action to accommodate stakeholders and protect the public’s interest:

• Alexandria will dedicate a team of individuals to address stakeholder needs in expedited fashion. The City has appointed professional “point persons” for development and operations familiar with all issues.

• Alexandria will reasonably support, and provide staff support to, requests for transportation, parking, corridor planning, and other logistical services.

• Alexandria will conduct a feasibility study of the general site(s) and support the conclusion(s) of that feasibility study to aid in, and to the extent feasible, co-develop or otherwise support the site(s) as it (they) relate(s) to the larger overall plan for the Project and completion of the Community College Initiative.

If any stakeholder elects not to submit a Letter of Intent, Alexandria will address whatever process is initiated by the LCTCS or stakeholders to facilitate Act 360 goals for the region.

Alexandria requests that if a site and site plan can be determined from the completion of this Phase I and Phase I-A RFI process, obviating the need for the second RFP process, then that decision should be made public on or before May 22, 2014, by 4:30 p.m., C.S.T.

8 The decision of the LCTCS and LSUA to locate a site (or sites) within the downtown area is assumed by this process. Alexandria is willing to craft and financially support such a process to ensure viability of the Project and other related assets, with minimal risk to the LCTCS and LSUA as long as Alexandria goals are met.

9 This determination would mean the partners and Alexandria would enter into an exclusive exhaustion analysis of the multiple downtown sites, with the aim of selecting one or more of those sites for location of the Project and completion of the Community College Initiative.

The flowchart and descriptions that follow show the processes dynamically.

Process 1

The process outlined by this RFI/RFP is a two-stage response to the issues On April 18, 2014, LSUA and involved with siting the Project. stakeholders certify intent in accord with Attachments A and B of the RFI/RFP. This commits Process 1: The Request for Information to a downtown partnership and (“RFI”) process is an interaction the vetting process, while between the City of Alexandria and the preserving the second stage of vetting if needed. Feasibility education partners to LCTCS and occurs throughout this stage. Alexandria to determine physical and May 22, other needs by responding to feasibility 2014 questions. It is possible this process Triggers will identify the preferred site(s) and next arrangements for the Community process College Initiative. in that event, the second process is unneeded.

Process 2 Process 2: The Request for Proposals (“RFP”) is a process whereby stakeholders will present their vision From May 23 through May 30, 2014, Alexandria of the physical needs as determined by and stakeholders—not having concluded the the RFI Process. The RFP process may process after feasibility determinations in the help determine the most feasible site, previous process—co-formulate the specific aiding in re-vetting the strengths, narrative requirements outlined in Sections 4.0- 5.0 for responses from the site stakeholders. weaknesses, opportunities and threats posed by each site determined in While this process may not occur, parties will be Process 1. worked with throughout Process 1 to ensure feasibility and objective determinations. A final date for the narrative response will be provided. During the RFI period, parties will determine the specific responses required for the RFP narrative. In this RFI/RFP, however, the second stage is generally outlined to aid the parties in their determinations and provide a glimpse of what a narrative may require. Sections 4, 5, & 6 of this document apply to both RFI and RFP in the absence of direction to the contrary.

REQUEST FOR PROPOSALS Site Selection of the Community College Initiative Multiple Site Options-Phase I-IA (Downtown Sites and Assets)

REQUEST FOR PROPOSALS FOR PURPOSES OF PUBLIC PARTNERING COMMUNITY COLLEGE INITIATIVE

The City asks the potential site stakeholders (not LCTCS and LSUA) for a response to the RFP contained in the sections that follow by submitting a Letter of Intent during the period of May 23 – May 30, 2014, by 4:30 p.m., C.S.T., on May 30, 2014.10 (See Attachment C.)

Thereafter, the RFP respondents shall be given the RFP narrative questions for full response as provided by Alexandria and LCTCS for final determinations as to the feasibility of one or more or none of the sites considered in this process.

Section 3.0 Evidence of Private Value Participation:

The stakeholders shall be required to provide to Alexandria written intent to provide part of the private match or other donative or less-than-fair-market value for participation in the Project for evaluation purposes, on or before May 30, 2014, by 4:30 p.m., C.S.T.

Section 4.0 Narrative (Responses Due “to be determined” and commencing June, 2014):

An original and four (4) copies of narrative proposals shall be submitted to Albin Provosty, Office of the Mayor, on a date to be determined but likely to be prior to the end of June 2014. To aid in your preparation, the general parameters of the RFP are provided herein.

The respondent will be encouraged to include as much material as is necessary; quality content is more important than form. However, at a minimum, the response shall include:

1. Title Page: Listing the names and addresses of respondent contributors, names of any firms, and all relevant contact information, with the title stated as: “Plan of Action for Community College Initiative Assets.”

2. Letter of Transmittal (Intent): Identifying the RFP, stating your understanding of the scope of the response and commitment to certain aspects of that response, providing the name(s) and address(es) of the person(s) authorized to represent your agency, and your willingness and ability to provide financial value toward the Act 360 Private Match. (Due May 30, 2014.)(Attachment C.)

10 This determination means the stakeholders would respond to the RFP in order that the City conduct analysis to be turned over to the LCTCS and LSUA for final determinations, with the aim of selecting one or more of the sites for location of the Project and completion of the Community College Initiative.

3. Full Narrative: Detailing your site’s special attributes; any feasibility determinations; a current appraisal “as is” of all proposed property; the availability of transit system uses; any comprehensive and master plan sketches; any other transportation usages and logistics; any public safety concerns related to transit and parking at your sites; any parking deficiencies at your sites; the ability to maximize use of other assets to optimize uses and planning with public assets, green space and private sector community partners and initiatives; responses to questions posed by Alexandria in order to consider a public- private partnership and cooperative endeavor and development agreement (“CEDA”), and responses to any future incorporated Term Sheet(s) as more fully set forth herein and as instructed in the process. The “needs” as expressed by the LCTCS include at minimum: “a highly visible location that is easily accessible via public transportation and personal vehicle; a location that allows the college to expand into contiguous or nearby areas; a location that provides an environment conducive to student learning and activities; a collaborative partnership that allows the college to maximize the $19MM dedicated for the new facilities.” LCTCS appears to desire the Town Talk properties in either of the other sites “as an industry-based partnership focused on manufacturing.” (Due approximately end of June 2014.)

Section 5.0 Narrative Requirements: You will be asked to address specific details in your full narrative. In order to prepare for any future RFP request, a narrative would require the following likely components:

5.1 Special Attributes of your site: parking, green space, public safety, visibility, proximity to population served, and visibility of site from vantage infrastructure.

5.2 Feasibility, generally: Feasibility is defined as being required to: analyze objectives, requirements, and system concepts of a proposed project, system, or facility use, including the project justification, schedule, and end products. If there are comparators or other alternatives, these should be vetted against the proposed project as part of whether it is feasible. The objectives of the system, project, or facility use or plan are defined based on the needed functions sought by the feasibility determiners, in many cases public or private business entities attempting to decide whether to do a certain project. Included in these system objectives are functional and performance objectives and any assumptions and constraints. When the system objectives have been identified, the various alternatives for satisfying those objectives are determined. For each alternative, the costs in time and resources are estimated. A determination is then made as to the most feasible development alternative.

It is most simply the study of the viability of an idea.

5.3 Feasibility, infrastructure readiness:

Several sites preliminarily have been determined feasible in terms of infrastructure service, or able to be made feasible at varying costs. One site preliminarily is superior.

5.4 Feasibility, logistically:

Several sites may be logistically feasible; however, the sites offer varying degrees of quantifiable and qualifiable values relative to parking, public safety, access, ancillary amenities, urban renewal planning, and contiguous or near-contiguous development. (Provided by graphics in attachment A.)

(See Attachment A, Sections 5.3-5.6 for additional information.)

Section 6.0 Communications:

6.1 Communication should occur through established lines of contact since this is a desired process by the legislative and executive branch of city government.

6.2 The City desires to make the process transparent. Thus, while it acknowledges the right of any citizen to come before its elected bodies, individual communication should not include “lobbying,” influence peddling, or contacts of or with the Alexandria City Council without first responding to this Request for Information/Proposals; thereafter, the City Council shall direct how to conduct further discussions.

6.3 All communications11 shall commence by telephoned, mailed, and electronically submitted contact to:

Albin Provosty Office of the Mayor 915 Third Street Alexandria, Louisiana 71301 (318) 449-5025 [email protected]

11 At some point between the Letter of Intent and final submission, Alexandria will be available for questions and assistance with responses. This period shall be the primary, though not exclusive, means for ensuring compliance with the process and ensuring a Narrative is complete.

6.4 Addenda, Rejection and Cancellation. Alexandria reserves the right to revise any RFI/RFP, MOU, or Term Sheet by issuing an addendum at any time. Issuance of a letter of intent to negotiate or Term Sheet in no way constitutes a commitment to award a contract at any time even after the completion of the process. Alexandria reserves the right to accept or reject, in whole or part, and/or cancel this announcement if it is determined to be in Alexandria’s best interest. Alexandria also reserves the right, at its sole discretion, to waive administrative formalities contained in any future RFP, RFI, or RFQ.

6.5 Preparation Costs. Alexandria shall not be responsible for costs associated with preparing a response or for any other costs, including attorney fees associated with any challenge (administrative, judicial or otherwise). By submitting a response, Term Sheet, or engaging in this Request for Information/Proposals, the respondent, LCTCS, LSUA, the Chamber, CLBI, GAEDA, CLEDA or any other stakeholders (e.g., ACCION), and their agents, consultants, and staff, agree to be bound in this respect and waive all claims to such costs and fees.

6.6 Confidentiality. The content of all responses is a public record. Please Note: Louisiana has a very broad public records law.

6.6.1 If you are expecting confidentiality, please call the City Attorney before forwarding information for an advisory opinion.

6.6.2 This office will be liberal in its interpretation in favor of disclosure.12

12 Most written communications to or from the City of Alexandria or its officials are public records available to the public and media upon request. Your e-mail address, submitted materials, and communications may therefore be subject to public disclosure. Please consider this in your messages to the City and in your submissions. While some e-mails, documents, or materials may contain confidential and privileged material (e.g., ongoing litigation, proprietary plans of a business entity seeking to locate in Alexandria, or security measures of a municipality), and are therefore for the sole use of the intended recipients, the submission for purposes of this initiative by you in all likelihood is purely public. Accordingly, use professional discretion and assume any information you forward is public. The City will respect proprietary information disclosing methods or plans clearly marked as such when in compliance with La.R.S. 44:1 et seq. If, however, the information becomes material to a decision, it may force its inclusion in the public domain. Please be aware the safest approach is to submit directly and with the understanding your submittal is public.

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Section 7.0 Universal Terms of Engagement:

7.1 A final draft of any MOU or Term Sheet, outlining terms for all Cooperative Endeavors needed to accomplish agreed-upon goals, will be a requirement before approaching the City Council, with certain minimum conditions and terms, as more fully set forth herein and as contained in any referenced or utilized Term Sheets.

7.2 Alexandria (or stakeholders, if applicable) shall be able to deliver or guarantee full control and use of the facilities involved to project partners without legal, or with commercially acceptable, impediments.

7.3 A proposer should have an implementation plan, including proposed funding mechanisms and federal and state matches, credits, and grants available.

7.4 The applicants shall research all potential industry constraints or issues that could affect the project’s feasibility, timing, and impact to the community—including the current economic climate and state budgetary constraints.

7.5 The City’s larger goal through the development of this catalytic Project is to provide a positive economic impact resulting in income to the City, contribute to the urban fabric of the City, add quality jobs to the Alexandria region’s workforce, increase tax revenues, provide opportunities for minority- and women-owned business enterprises (M/WBE) to participate in the Project development and operation, and contribute to the City’s long-term economic growth.

7.6 Those aspects to be vetted by the Selection and Feasibility Committee, formed with relevant stakeholders to conduct feasibility and select a site, including adherence to the parameters in Attachment A. Attachment A may be modified from time to time.

1) Attachment A a. NCHEMS Study b. SPARC Description c. Relevant Community Snapshot

2) Attachment B a. Alexandria/LSUA Term Sheet Template (provided with Alexandria Response to Attachment B) b. Alexandria CLBI Response (provided with Alexandria Response to Attachment B) c. Blank Attachment B-RFI for Stakeholder Use

3) Attachment C

Site Selection of the Community College Initiative Multiple Site Options-Phase I-IA (Downtown Sites and Assets) NOTICE OF REQUEST FOR INFORMATION FOR PURPOSES OF PUBLIC PARTNERING-COMMUNITY COLLEGE INITIATIVE

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"#$%&'!() *+,,%-#.$!/0--'&.1! Rapides (PUM A 700) Residents - Place of Work, 2009 U.S. Census Bureau, 2009 American Community Survey (ACS) Public Use Microdata Sample (PUMS) File.

Place of Work Workers Percent Rapides (PUMA 700) 50,841 91.2 Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUMA 600) 1,281 2.3 Out-of-State 1,140 2.0 Urban Lafayette (PUMA 1000) 759 1.4 Vernon, Beauregard, Allen, Jefferson Davis, Cameron (PUMA 800) 726 1.3 Ouachita (PUMA 400) 339 0.6 Caddo (PUMA's 101, 102) 173 0.3 St. Mary, St. Martin (PUMA 2300) 162 0.3 Evangeline, St. Landry (PUMA 1200) 131 0.2 Claiborne, Lincoln, Bienville, Red River, De Soto, Sabine, Natchitoches (PUMA 300) 91 0.2 East Baton Rouge, West Baton Rouge - Rural (PUMA's 1401, 1402) 69 0.1 Vermilion, Iberia (PUMA 2500) 20 0.04 Total 55,732 100.0

Rapides (PUM A 700) Workers - Place of Residence, 2009 U.S. Census Bureau, 2009 American Community Survey (ACS) Public Use Microdata Sample (PUMS) File.

Place of Residence Workers Percent Rapides (PUMA 700) 50,841 79.0 Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUMA 600) 8,212 12.8 Out-of-State 1,269 2.0 Evangeline, St. Landry (PUMA 1200) 1,161 1.8 Claiborne, Lincoln, Bienville, Red River, De Soto, Sabine, Natchitoches (PUMA 300) 1,003 1.6 Urban Lafayette (PUMA 1000) 492 0.8 Vernon, Beauregard, Allen, Jefferson Davis, Cameron (PUMA 800) 411 0.6 Union, Morehouse, West Carroll, East Carroll, Richland, Madison, Tensas, Franklin, Caldwell, Jackson (PUMA 500) 318 0.5 East Baton Rouge, West Baton Rouge - Urban (PUMA's 1501, 1502) 230 0.4 Calcasieu (PUMA 900) 177 0.3 Northern Jefferson (PUMA's 1901, 1902, 1903, 1904) 105 0.2 Bossier, Webster (PUMA 200) 78 0.1 East Baton Rouge, West Baton Rouge - Rural (PUMA's 1401, 1402) 75 0.1 Total 64,372 100.0 !

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Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUM A 600) Residents - Place of Work, 2009 U.S. Census Bureau, 2009 American Community Survey (ACS) Public Use Microdata Sample (PUMS) File.

Place of Work Workers Percent Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUMA 600) 27,854 63.3 Rapides (PUMA 700) 8,212 18.7 Out-of-State 1,953 4.4 Claiborne, Lincoln, Bienville, Red River, De Soto, Sabine, Natchitoches (PUMA 300) 1,702 3.9 Union, Morehouse, West Carroll, East Carroll, Richland, Madison, Tensas, Franklin, Caldwell, Jackson (PUMA 500) 909 2.1 East Baton Rouge, West Baton Rouge - Urban (PUMA's 1501, 1502) 483 1.1 Evangeline, St. Landry (PUMA 1200) 438 1.0 Terrebonne (PUMA 2200) 386 0.9 Vernon, Beauregard, Allen, Jefferson Davis, Cameron (PUMA 800) 354 0.8 Urban Lafayette (PUMA 1000) 276 0.6 Urban Orleans (PUMA's 1803, 1804) 257 0.6 Iberville, Pointe Coupee, West Feliciana, East Feliciana, St. Helena (PUMA 1300) 232 0.5 St. Tammany, Washington (PUMA's 2001, 2002) 200 0.5 Bossier, Webster (PUMA 200) 158 0.4 Calcasieu (PUMA 900) 125 0.3 Acadia, Rural Lafayette (PUMA 1100) 118 0.3 Ouachita (PUMA 400) 108 0.2 St. James, St. John the Baptist, St. Charles (PUMA 2400) 103 0.2 Northern Jefferson (PUMA's 1901, 1902, 1903, 1904) 77 0.2 Ascension, Livingston (PUMA 1600) 48 0.1 Vermilion, Iberia (PUMA 2500) 27 0.1 Total 44,020 100.0

Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUM A 600) Workers - Place of Residence, 2009 U.S. Census Bureau, 2009 American Community Survey (ACS) Public Use Microdata Sample (PUMS) File.

Place of Residence Workers Percent Winn, Grant, Lasalle, Catahoula, Concordia, Avoyelles (PUMA 600) 27,854 83.1 Union, Morehouse, West Carroll, East Carroll, Richland, Madison, Tensas, Franklin, Caldwell, Jackson (PUMA 500) 1,541 4.6 Rapides (PUMA 700) 1,281 3.8 Out-of-State 1,271 3.8 Iberville, Pointe Coupee, West Feliciana, East Feliciana, St. Helena (PUMA 1300) 683 2.0 Claiborne, Lincoln, Bienville, Red River, De Soto, Sabine, Natchitoches (PUMA 300) 512 1.5 Evangeline, St. Landry (PUMA 1200) 189 0.6 Urban Lafayette (PUMA 1000) 89 0.3 Vernon, Beauregard, Allen, Jefferson Davis, Cameron (PUMA 800) 86 0.3 Total 33,506 100.0 !

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"#$%&'!() *+'&,$'!*--%,.!"#&/012#3'!4-5'&$&,5%,0'!6-&7..3'-0/!89!#-/0#0%0#7-:! !"%..10#3'!,-5!;,&012#3':!<==>1=?! Avoyelles Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.S.U. at Alexandria 57 35.6 University of Louisiana at Lafayette 18 11.0 Northwestern State University 15 9.3 L.S.U. and A&M College 14 8.9 L.S.U. at Eunice 8 5.2 L.T.C. - Avoyelles 7 4.3 Louisiana Tech University 6 3.7 University of Louisiana at Monroe 5 3.1 L.T.C. - Alexandria 4 2.5 Southern University and A&M College 4 2.3 L.T.C. - T.H. Harris 4 2.3 Grambling State University 3 2.1 Bossier Parish Community College 3 1.9 South Louisiana Community College 3 1.7 Baton Rouge Community College 2 1.2 Southeastern Louisiana University 2 1.0 Elaine P. Nunez Community College 2 1.0 McNeese State University 1 0.8 L.S.U. in Shreveport 1 0.4 Nicholls State University 0 0.2 University of New Orleans 0 0.2 Southern University in New Orleans 0 0.2 Southern University in Shreveport 0 0.2 Delgado Community College 0 0.2 L.T.C. - Jumonville 0 0.2 L.T.C. - Lafayette 0 0.2 L.T.C. - Oakdale 0 0.2 Total 161 100.0 !

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Catahoula Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent University of Louisiana at Monroe 14 30.5 Northwestern State University 10 21.3 L.T.C. - Shelby Jackson 5 11.3 Louisiana Tech University 4 7.8 Southern University and A&M College 3 7.1 L.S.U. at Alexandria 3 5.7 L.S.U. and A&M College 3 5.7 Grambling State University 2 3.5 L.T.C. - Northeast 1 2.1 University of Louisiana at Lafayette 1 1.4 Louisiana Delta Community College 1 1.4 McNeese State University 0 0.7 L.T.C. - Alexandria 0 0.7 L.E. Fletcher Technical Community College 0 0.7 Total 47 100.0 ! Concordia Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent University of Louisiana at Monroe 24 22.7 L.T.C. - Shelby Jackson 17 15.6 Grambling State University 13 12.1 Louisiana Tech University 11 10.6 L.S.U. and A&M College 9 8.1 Southern University and A&M College 9 8.1 Northwestern State University 8 7.2 Bossier Parish Community College 3 2.5 Louisiana Delta Community College 3 2.5 University of Louisiana at Lafayette 2 2.2 L.S.U. at Alexandria 2 1.9 L.S.U. in Shreveport 2 1.9 Baton Rouge Community College 1 1.2 McNeese State University 1 0.9 Southeastern Louisiana University 1 0.9 Delgado Community College 1 0.6 L.S.U. at Eunice 0 0.3 University of New Orleans 0 0.3 Southern University in New Orleans 0 0.3 Total 107 100.0 !

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Grant Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent Northwestern State University 27 32.8 L.S.U. at Alexandria 15 18.0 University of Louisiana at Monroe 10 11.9 Louisiana Tech University 8 9.4 L.S.U. and A&M College 5 5.7 L.T.C. - Alexandria 4 4.5 Bossier Parish Community College 3 4.1 L.S.U. at Eunice 3 3.3 University of Louisiana at Lafayette 2 2.0 L.T.C. - Huey P. Long 2 2.0 Grambling State University 1 1.2 L.T.C. - Lafayette 1 0.8 McNeese State University 0 0.4 Nicholls State University 0 0.4 Southeastern Louisiana University 0 0.4 L.S.U. in Shreveport 0 0.4 Southern University and A&M College 0 0.4 Southern University in Shreveport 0 0.4 Baton Rouge Community College 0 0.4 Louisiana Delta Community College 0 0.4 L.T.C. - Natchitoches 0 0.4 Sowela Technical Community College 0 0.4 Total 81 100.0 ! La Salle Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent Northwestern State University 24 35.4 University of Louisiana at Monroe 15 21.8 Louisiana Tech University 5 7.8 L.S.U. at Alexandria 5 6.8 L.S.U. and A&M College 4 5.3 Bossier Parish Community College 4 5.3 L.T.C. - Huey P. Long 4 5.3 University of Louisiana at Lafayette 2 3.4 L.T.C. - Alexandria 2 2.4 Grambling State University 1 1.9 Southeastern Louisiana University 1 1.0 Louisiana Delta Community College 1 1.0 McNeese State University 0 0.5 L.S.U. at Eunice 0 0.5 Delgado Community College 0 0.5 South Louisiana Community College 0 0.5 L.T.C. - Lafayette 0 0.5 Total 69 100.0 !

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Rapides Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.S.U. at Alexandria 167 22.4 Northwestern State University 104 13.9 Louisiana Tech University 89 11.9 L.S.U. and A&M College 75 10.0 University of Louisiana at Monroe 61 8.1 L.T.C. - Alexandria 57 7.6 University of Louisiana at Lafayette 53 7.2 L.S.U. at Eunice 29 3.9 Southern University and A&M College 26 3.5 Bossier Parish Community College 20 2.7 Grambling State University 18 2.4 McNeese State University 10 1.3 Southeastern Louisiana University 7 1.0 University of New Orleans 5 0.7 Baton Rouge Community College 5 0.7 South Louisiana Community College 5 0.7 L.T.C. - Oakdale 4 0.6 Nicholls State University 4 0.5 Southern University in Shreveport 2 0.2 L.S.U. in Shreveport 1 0.2 Louisiana Delta Community College 1 0.2 L.T.C. - Lafayette 1 0.1 L.T.C. - Natchitoches 1 0.1 L.T.C. - Avoyelles 0 0.04 L.T.C. - Delta Ouachita 0 0.04 L.T.C. - Shelby Jackson 0 0.04 L.T.C. - Teche Area 0 0.04 Total 746 100.0 !

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Vernon Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent Northwestern State University 102 45.1 McNeese State University 28 12.3 L.T.C. - Lamar Salter 20 9.0 University of Louisiana at Lafayette 14 6.1 University of Louisiana at Monroe 12 5.3 L.S.U. and A&M College 11 5.0 Louisiana Tech University 10 4.3 L.S.U. at Alexandria 6 2.7 Bossier Parish Community College 4 1.9 Grambling State University 4 1.6 L.T.C. - Oakdale 4 1.6 L.S.U. in Shreveport 2 1.0 L.S.U. at Eunice 2 0.7 Southern University and A&M College 1 0.6 Baton Rouge Community College 1 0.6 Nicholls State University 1 0.4 South Louisiana Community College 1 0.4 L.T.C. - Natchitoches 1 0.4 Southeastern Louisiana University 1 0.3 L.T.C. - Alexandria 1 0.3 Louisiana Delta Community College 0 0.1 Sowela Technical Community College 0 0.1 Total 226 100.0 ! Winn Parish Residents Average Annual Full-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent Northwestern State University 32 38.0 Louisiana Tech University 17 20.8 L.T.C. - Huey P. Long 8 9.6 University of Louisiana at Monroe 8 9.2 Grambling State University 6 7.6 Bossier Parish Community College 5 5.6 L.S.U. and A&M College 2 2.0 L.T.C. - Natchitoches 2 2.0 L.S.U. at Alexandria 1 1.2 Southern University and A&M College 1 1.2 University of Louisiana at Lafayette 1 0.8 Southeastern Louisiana University 0 0.4 L.S.U. at Eunice 0 0.4 Southern University in Shreveport 0 0.4 Louisiana Delta Community College 0 0.4 L.T.C. - Northwest 0 0.4 Total 83 100.0 !

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Avoyelles Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Avoyelles 24 33.6 L.T.C. - Young Memorial 14 20.4 L.S.U. at Alexandria 13 18.5 L.T.C. - Alexandria 6 8.5 L.S.U. at Eunice 3 4.3 South Louisiana Community College 2 3.3 L.T.C. - Oakdale 2 2.8 University of Louisiana at Lafayette 1 1.9 L.T.C. - Jumonville 1 1.4 Southern University in Shreveport 1 0.9 Baton Rouge Community College 1 0.9 Elaine P. Nunez Community College 1 0.9 University of Louisiana at Monroe 0 0.5 L.T.C. - Baton Rouge 0 0.5 L.T.C. - Huey P. Long 0 0.5 L.T.C. - Lafayette 0 0.5 L.T.C. - T.H. Harris 0 0.5 Total 70 100.0 ! ! Catahoula Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Shelby Jackson 4 25.0 L.T.C. - Young Memorial 3 20.5 Northwestern State University 3 18.2 L.T.C. - Huey P. Long 2 13.6 L.T.C. - Alexandria 1 4.5 L.T.C. - Baton Rouge 1 4.5 Nicholls State University 0 2.3 L.S.U. at Eunice 0 2.3 Bossier Parish Community College 0 2.3 Louisiana Delta Community College 0 2.3 L.E. Fletcher Technical Community College 0 2.3 L.T.C. - Northeast 0 2.3 Total 15 100.0 !

! "#$%!&'! (#)*+,#-!.%,)%/!0+/!1*$2%/!3456#)*+,!7#,#$%8%,)!9:;)%8;! !

Concordia Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Shelby Jackson 18 63.9 L.T.C. - Young Memorial 4 14.5 Northwestern State University 1 4.8 L.E. Fletcher Technical Community College 1 3.6 L.T.C. - Oakdale 1 3.6 Baton Rouge Community College 1 2.4 L.S.U. at Alexandria 0 1.2 Bossier Parish Community College 0 1.2 Louisiana Delta Community College 0 1.2 L.T.C. - Baton Rouge 0 1.2 L.T.C. - Mansfield 0 1.2 L.T.C. - Northeast 0 1.2 Total 28 100.0 ! ! Grant Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Alexandria 6 26.6 L.S.U. at Alexandria 5 25.0 L.T.C. - Young Memorial 4 17.2 L.S.U. at Eunice 2 9.4 Northwestern State University 1 6.3 South Louisiana Community College 1 6.3 L.T.C. - Huey P. Long 1 3.1 L.E. Fletcher Technical Community College 1 3.1 Baton Rouge Community College 0 1.6 Bossier Parish Community College 0 1.6 Total 21 100.0 !

! "#$%!&'! (#)*+,#-!.%,)%/!0+/!1*$2%/!3456#)*+,!7#,#$%8%,)!9:;)%8;! !

La Salle Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Huey P. Long 8 34.8 L.T.C. - Young Memorial 6 27.5 Northwestern State University 3 11.6 L.S.U. at Alexandria 3 11.6 L.T.C. - Alexandria 1 4.3 L.S.U. at Eunice 1 2.9 Bossier Parish Community College 0 1.4 Delgado Community College 0 1.4 L.E. Fletcher Technical Community College 0 1.4 L.T.C. - Lamar Salter 0 1.4 L.T.C. - Shelby Jackson 0 1.4 Total 23 100.0 ! ! Rapides Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Alexandria 58 33.3 L.S.U. at Alexandria 54 30.8 L.T.C. - Young Memorial 20 11.5 L.S.U. at Eunice 15 8.6 South Louisiana Community College 9 5.4 Northwestern State University 6 3.6 L.E. Fletcher Technical Community College 2 1.1 L.T.C. - Oakdale 2 1.1 University of Louisiana at Lafayette 2 1.0 L.T.C. - Mansfield 1 0.8 Bossier Parish Community College 1 0.6 Baton Rouge Community College 1 0.4 Louisiana Delta Community College 1 0.4 L.T.C. - Lamar Salter 1 0.4 Grambling State University 0 0.2 McNeese State University 0 0.2 University of Louisiana at Monroe 0 0.2 L.T.C. - Lafayette 0 0.2 L.T.C. - Shelby Jackson 0 0.2 Sowela Technical Community College 0 0.2 Total 174 100.0 !

! "#$%!&'! (#)*+,#-!.%,)%/!0+/!1*$2%/!3456#)*+,!7#,#$%8%,)!9:;)%8;! !

Vernon Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Lamar Salter 24 46.5 Northwestern State University 16 30.3 L.T.C. - Young Memorial 6 11.0 South Louisiana Community College 1 2.6 L.T.C. - Oakdale 1 2.6 Bossier Parish Community College 1 1.3 L.T.C. - Alexandria 1 1.3 Grambling State University 0 0.6 McNeese State University 0 0.6 Nicholls State University 0 0.6 L.S.U. at Alexandria 0 0.6 L.S.U. at Eunice 0 0.6 L.T.C. - Natchitoches 0 0.6 L.T.C. - Sabine Valley 0 0.6 Total 52 100.0 ! ! Winn Parish Residents Average Annual Part-Time First-Time Undergraduate Enrollment by Institution, 2006-08 Source: Louisiana Board of Regents. Note: Figures may not add to total due to rounding.

Institution Number Percent L.T.C. - Huey P. Long 9 49.1 Bossier Parish Community College 2 12.7 Northwestern State University 2 9.1 L.T.C. - Alexandria 2 9.1 L.S.U. at Alexandria 1 5.5 L.T.C. - Young Memorial 1 5.5 South Louisiana Community College 0 1.8 Louisiana Delta Community College 0 1.8 L.T.C. - Delta Ouachita 0 1.8 L.T.C. - Natchitoches 0 1.8 L.T.C. - Ruston 0 1.8 Total 18 100.0 !

! "#$%!&'! (#)*+,#-!.%,)%/!0+/!1*$2%/!3456#)*+,!7#,#$%8%,)!9:;)%8;! SPARC

On September 10, 2008, the City of FOCUS: Alexandria bonded $40M and assigned an Capitalize on nearly two decades of additional $16M in capital funds to create adopted but unimplemented master and the largest redevelopment project in City strategic planning, without the need for history, known as S.P.A.R.C. (or Special new or additional taxes. Planned Activity Redevelopment Corridors). GOALS: Encourage and augment private-sector In order to quickly and most effectively development, enhance quality of life, and accomplish the goals of SPARC, the City stabilize adjacent and contiguous has designated three distinct areas, known neighborhoods. as Cultural Restoration Areas (CRAs), in need of investment, stabilization, and enhancement.

15 SPARC

The Basics: For Developers: • $96+ Million infrastructure reinvestment program • New developments in SPARC CRAs may qualify for the targeting three distinct Cultural Restoration Areas. construction of streets, parking, drainage, and any • The largest reinvestment project in the history of the other portion of the development that is typically City of Alexandria. donated back to the City. • A full-scale effort at creating in-fill developments in • Planning, design, and feasibility costs. In order to quickly and most effectively accomplish the goals of Alexandria’s urban core. • 5 to 10 year property tax abatements, when applicable. SPARC, the City has designated three distinct areas, known as • 90% of SPARC will result in permanent and publicly- • New market tax credits, when applicable. Cultural Restoration Areas (CRAs), in need of investment, stabilization, and enhancement. owned infrastructure with the remaining 10% allocated • State and Federal Historic Tax Credits, when for soft incentives. applicable. • Includes roadway construction and expansion, • Hands-on assistance from City personnel and City streetscaping, housing developments and large-scale planning and Engineering. investments in parks and recreation assets. • Aimed at “future-proofing” the City. For Residents: • New fire stations, improved recreation facilities and community centers. • Streetscaping that includes enhanced lighting, sidewalks, and landscaping. • New housing opportunities. • New retail opportunities. • Massive investments around the City Park complex, Masonic Drive, Bolton Avenue, MacArthur Drive.

16 SPARC

The SPARC (Special Planned Activity Redevelopment Corridors) Initiative is a City of Alexandria effort to invest $96 million in infrastructure improvements and the revitalization of Alexandria’s most underserved neighborhoods. The plan concentrates its work in three specific “Cultural Restoration Areas” (CRAs) throughout the City. These areas are: • CRA-1 (the downtown, riverfront, and Lower Third), • CRA-2 (North MacArthur Drive and Bolton Avenue), and • CRA-3 (Masonic Street and Lee Street).

The initiative’s goals are to: • “Leverage financial value with the immediate influx of substantial public spending” • “Create the opportunity for rehabilitation tax credits and/or New Market Tax Credits…as they relate to preserving community character, affordable housing, central business districts, and Main Street economic development activity” • “Alleviate urban flight (and blight)” • “Provide potential for mixed-use” • “Promote diverse ownership and partnering” • “Preserve not displace, separate, or marginalize our city and its neighborhoods and people”

17 !"##$%&'() *%+,

A PORTRAIT OF ALEXANDRIA, LOUISIANA Created by the Mayor’s Oﬃce of Economic Development Welcome:

Alexandria is the heart of this wonderful Alexandria is also a great place to do business with rail, water, air state and the hub of activity for Central and ground transportation readily available; we are a true Louisiana. Here, we enjoy the warmth and intermodal giant in the area. Procter & Gamble, Union Tank Car, community of small town life with all the and many other industries have chosen the Alexandria benefits of big city living. If you haven't Metropolitan Area as their home because of its good schools, visited our city, please let me extend a central location, friendly atmosphere and business-friendly Mayor Jacques M. Roy personal invitation. attitude.

Alexandria is situated on the banks of the Red River. Our city offers plenty of If you want a great place to raise a family, then come home to amenities including boating, skiing, fishing, camping, hunting and other Alexandria. Central Louisiana is one of the most affordable places outdoor recreational activities. We also boast an acclaimed zoo, world-class to live in the United States. Enjoy fresh air, good schools, friendly golf courses, historic homes, Kistachie National Forest, great shopping and people, a relaxed atmosphere with a growing economy and a city entertainment. that cares about its citizens.

If you are looking for a great place that feels like home while you visit our Alexandria's waiting for you. What are you waiting for? state, Alexandria is the place to be. As we like to say, "You can see Louisiana from here." Our city is within two hours of Shreveport and Baton Rouge, a Sincerely, little over three hours from New Orleans, and less than an hour from historic Mayor Jacques M. Roy Natchitoches along the Cane River. A visit to historic Natchez, Miss., just across the great Mississippi River, is only 90 minutes away as well. 5) During the previous five years, we have experienced massive new Who Are We? investments in health care, totaling over $150 million. Four years 15 Reasons Why Alexandria ago, Rapides Regional Medical Center opened a $50 million expansion on its campus. Three years ago, St. Frances Cabrini works: Hospital opened a $75 million expansion on its campus, and tow years, Central Louisiana Surgical Hospital opened an all-new $20+ million facility. There have been numerous other ancillary 1)Alexandria is the only metropolitan statistical area within a 110-mile radius; the closest other markets are investments from support services companies. Alexandria has Lafayette and Shreveport. asserted itself as the regional leader in health care, and independent analysis suggests that this trend will likely continue. 2) Alexandria’s location provides all four modes of commercial Both major hospitals, Cabrini and Rapides, have adopted master navigation. Providing four-lane travel to all four corners of the plans that call for additional expansions and investments. state and a nine foot channel on the RedRiver from Shreveport to the Mississippi River. 6) Seven years ago, Alexandria opened an $88 million, state-of-the- art airport terminal facility, which currently offers daily flight 3) The City of Alexandria owns and operates all of our service to Houston, Dallas, and Atlanta. The new Alexandria essential services such as water, electrical, etc. International Airport has been routinely praised as one of the most beautiful regional airport facilities in the country. Currently, the 4) All leading indicators suggest that the City has grown in airport has recently expanded one of its existing runways from population since the 2010 Census. According to the 2010 9,000 feet to 12,000 feet, which makes it the longest runway in the Census, the Alexandria MSA has a population of more than State of Louisiana. This allows the airport to service the largest 153,000 people. Importantly, due to Alexandria's location, it commercial and military aircraft in the world. It will also actually services a population of nearly 400,000 people. That complement the major expansions at Fort Polk Army Base, located is, our retail and service industry sectors, our hospitals, and our in nearby Leesville, Louisiana. The military utilizes Alexandria's airport serve a market area that is actually eight times larger airport to conduct direct missions from Central Louisiana to bases than the City itself. as far away as Spain and Germany. The runway is not only important for the military; it's also critical for trade.

1 7) The Alexandria Airpark, also known as England Airpark created by private-sector like BestBuy, the Courtyard by Marriott, (formerly England Air Force Base), is a free trade zone (FTZ), Sutherlands Global, Hastings Bookstore, ChikFil'A, and several which allows the operating authority, known as the England other companies who also opened new businesses in Alexandria Authority, to offer additional incentives for foreign trade during 2010. partners. 14) National Geographic Traveler named Alexandria one of the top 8) The Cenla region's unemployment rate continues to be over ten wilderness towns in the country. two points below the nation's unemployment rate. 15) Recently, Forbes ranked Alexandria No. 3 as one of the best 9) Last year, Alexandria was recognized by Business Insider places to retire. website as being one of the 20 Best Cities for Finding a Job based on its low unemployment rates.

10) Alexandria made huge strides on the Milken Institute's Best Small Cities ranking, jumping more than 40 spots.

11) Among small cities, Alexandria placed seventh for one-year job growth and 10th for one-year wage and salary growth.

12) CNN Money's “Best Places to Launch” reported that small business in Alexandria grew 5.0 percent from 2004 to 2007, exceeding the 4.1 percent small business growth rate in small metros nationally.

13) Economic development in Cenla has already resulted in the creation 310 new direct jobs, 269 new indirect jobs and $49 million in new capital investment. That is in addition to helping retain hundreds of existing jobs through infrastructure improvements, and it does not include the hundreds of jobs

2 City Context/Existing Conditions: Geography + Climate

The City of Alexandria lies at the heart of the Louisiana and is the seat of Rapides Parish. The city’s northeast border is shaped by the Red River, which runs northwest to southeast. The city has grown from this natural border in a piecemeal fashion through annexation and now covers an area of approximately 27 square miles.

The city is situated in a wooded and relatively flat landscape near the geographic center of Louisiana. Several small bayous wind through the city, including Bayou Rapides, Bayou Roberts, Bayou Phillip, Hynson Bayou, Chatlin Lake. These bayou’s can be seen on the map to the right.

Alexandria climate is hot and humid in the summer and mild in the winter, though historic lows have reached 4˚F. While not traditionally located in the direct path of hurricanes, Alexandria is still vulnerable: in 2005, the city was hit by Hurricane Rita.

3 Demographic + Economic Profile:

The City of Alexandria is unique in its demography and economy when juxtaposed to that of the city’s metropolitan region, the state of Louisiana, and the United States. The Alexandria Metropolitan Statistical Area, referred to as Alexandria MSA in this report, is comprised of the Rapides Parish and Grant Parish to the north. It had a population of 153,922 at the time of the 2010 US Census. The data in this report is based on data from the 2010 US Census, while at the same time the City of Alexandria had a total population of 47,723 residents. and the American Community Survey, unless otherwise noted.

5 Demographic Profile: Gender + Age

Alexandria’s current population is 47,994. Nationally, the distribution between males and females is slightly skewed to females, and in Alexandria this dichotomy is even more pronounced. While gender ratios are even nationwide, Alexandria’s males make up only 46.9% of the population. One explanation for this inequality might be that women in Alexandria live longer than men. There is a large difference in median age between men and women in Alexandria: women have a median age of 38.2 years while men have a median male age of only 33.8. This difference is far wider than that of the nation, where the median female age is 38.5 to the male 35.8.

Population distribution between the sexes is more even in Alexandria’s younger generations. The size of the senior population in the city (14%) is comparable to that of the metropolitan area, state, and nation (13.3%, 12.2%, and 13.1%, respectively).

Importantly, Alexandria has a slightly larger than average population of younger residents (29.4% of Alexandrians are 19 or younger, versus 28.1% in the metropolitan region, 27.7% statewide, and 26.9% nationally).

6 Demographic Profile: population

The City of Alexandria’s population has remained rather stable throughout its history. The city’s population steadily increased from 1930 to when it reached its peak in 1980. Following 1980, the population fell slightly in the subsequent decades until it picked back up in 2010.

Over the past eighty years, the populations of both of the City and the Metropolitan Statistical Area (MSA) have had the same trajectory, rising and falling at the same time, however the population of the MSA has been much more volatile than that of the City. The population decline following 1980 in the city was not as pronounced as that of the MSA, while the recovery from 2000 to 2010 in the city was also not as extreme.

Based on the decennial US Census, the city reached its population peak in 1980 (51,565), while the MSA is at its current peak (153,922).

7 Demographic Profile: Family Make-up

In many ways, the family and household characteristics of the City of Alexandria closely reflect the nature of the State and Nation. Roughly the same percentage of the population in Alexandria call themselves homeowners as do in the region, state, and nation.

However, the percentage of households that are populated by residents with spouses is fewer in Alexandria (13.3%) than the nation (18.3%) and the metropolitan area (17.3%). In addition, a high percentage of households are comprised of extended family groups: 9.1% of households in Alexandria are made of homeowners and “other relatives”. The same group makes up only 6.6% of the households in the nation and 6.9% of the households in the region.

8 Demographic Profile: Race + Ethnicity

Alexandria has a different racial make up than its metropolitan area. The City of Alexandria is predominantly Black or African American, while the surrounding region is majority White. Of the 45,583 Black or African American residents in the metropolitan area, nearly 60% of them (27,322) live in the City of Alexandria.

The Asian and Hispanic/Latino populations of the city are roughly the same size (873 and 849, respectively). The city contains over half (53.9%) of the Asian population of the metropolitan region (1,618) and only one one-fifth (19.5%) of the Hispanic/Latino population of the metropolitan region (4,349).

9 Demographic Profile: Education attainment

The educational attainment of Alexandria’s citizens is significantly different from similar measurements in the region, state, and nation.

• A greater percentage (19.7%) of Alexandria’s population has less than a high school degree when compared to the metropolitan area (18.4%), state (18.1%), and nation (14.4%). • The percentage of high school graduates in the metropolitan area (37%) and state (34.4%) are higher than that of the city (30.1%). • After high school, the education attainment of the city outpaces that of the region. There are greater percentages of residents in the city with “some college or Associate’s degree”, a Bachelor’s degree, or a Graduate or professional degree.

10 Economic Profile: Industry Profiles

In Alexandria, the employment of “educational services, health care, social assistance”, which is the largest employer nationally (23.2%), represents an even greater portion of the economy in Alexandria (36.4%). This trend continues in the metropolitan region (33%), but does not extend statewide (23.9%). Other significant employment sectors in Alexandria include: • Retail trade (13%) • Professional, scientific, mgmt, admin, and waste mgmt svcs (8.3%) • Arts, entertainment, recreation, accommodation, and food services (7.6%) • Manufacturing (7%) • Public administration (6.8%)

Though these employment numbers are comparable to that of the region, state, and nation, manufacturing is an industry that varies more significantly that the national average (10.4%).

Occupationally, only 4.8% of employed Alexandrians work in “Natural resources, construction, and maintenance occupations”, compared to the 10.7% regionally, 12.3% statewide, and 9.1% nationally. On the other hand, 25.5% of employed Alexandrians work in “Service occupations”, compared to 19.6% regionally, 18.9% statewide, and 18% nationally.

11 Economic Profile: Jobs + Employment

Employment levels in Alexandria are better than the national average. Unemployment was only 6.6% at the time of the American Community Survey estimate in 2010. Of the families that have children under 6 years old, 72.5% of them have both parents in the labor force as compared to 59.6% regionally, 66.4% statewide, and 64.6% nationally.

12 Economic Profile: Income + Poverty

Though employment in Alexandria is higher than the national average, the median household income in Alexandria is much lower than that of the region, state, and nation.

There are high levels of poverty in Alexandria: 19.7% of families live in poverty, while 15% live in poverty regionally, 14.5% statewide, and 11.3% nationally.

The disparity between average incomes for males and females is extremely inequitable. Gender disparity in income is a concern nationally (females on average make 78.6% of that which males make), and in Alexandria females on average only make 58.2% of the average male income.

13 Future Growth: modes of transit

Alexandria has a great confluence of several modes of transportation, reinforcing its role as the “heart” of Louisiana.

The City has a robust collection of major roadways that connect the urban area to the surrounding region, all areas of Louisiana and the United States: Interstate-49 connects Interstate 10 to Interstate 20; Louisiana Highway 1, which runs southeast to northwest through the state; Louisiana Highway 28 connects Alexandria to the western-most parts of the state; US Route 165 runs north-south through Louisiana and ends in Little Rock, AR; and US Route 71 starts in Krotz Springs, LA and travels through the Midwest.

There is an extensive local road network that is adequate and will see a wide-range of improvements in the near future (see: Alexandria/Pineville Metropolitan Transportation Plan 2035).

Alexandria is also host to a broad network of rail lines. None of these connections support passenger service in Alexandria, but several operate freight service. The port of Alexandria is an asset that can be used to connect the river to rail and truck freight operations.

Alexandria International Airport (AEX), formerly England Airforce Base, is four miles from downtown Alexandria and offers commercial service to Houston, Dallas, Memphis, and Atlanta.

14 Future Growth: Expansion of the City The growth of the City of Alexandria has been characterized by annexation. The City has consistently acquired land since the its adaptation to the automobile. From 1969-1979, the city annexed land and spread to the south, and from 1979-1999, the city grew along Bolton Avenue while it continued its growth to the south and west.

This decentralization was coupled with the decommissioning of England Air Force Base, which drew development away from the central business district and toward the now civilian airfield.

In 2007, Mayor Jacques Roy signed an executive order requiring the Director of Planning to “consider certain questions, in the following order, before annexation is recommended, and seek to avoid creation of ‘islands’ or piecemeal annexation”except when economic opportunities to aid in need communities demand the action and following policy findings of same by the administration.” These criteria for annexation are the enhancement or “not overload[ing] the capacity” of public safety (including utilities), planning, and aesthetics. This executive order dictates future growth in Alexandria. Further annexation will require a measured and prudent approach to ensure that Alexandria can maintain its capacity while improving its character in ways that meet the needs of residents.

15 government legislative Branch executive Branch Alexandria City Council

16 Where we’re headed

d) Nearly $3 million toward improving Bolton Avenue. Bolton Avenue is a critical 1) In 2008, the City of Alexandria launched the largest infrastructure gateway into Downtown, and in recent years, despite its former primacy development project in its history. Known as SPARC (or Special Planned Activity as Alexandria's main commercial hub, it has fallen into disrepair. Like Redevelopment Corridors), the initiative is investing nearly $100 million in the project on Lower Third Street, the Bolton Avenue project will include investments in streetscape repairs, sidewalks, parking, improving and constructing permanent, publicly-owned infrastructure; the vast pedestrian and bicycle accessibility, lighting, landscaping, street majority of these projects are occurring in inner-city Alexandria. SPARC projects furniture, and beautification. include but are not limited to: e) $5 million toward improving MacArthur Drive. This project will be overseen a) The redevelopment of the Hodges Stock Barn into a mixed-use, mixed income and designed by the famed architect Frederic Schwartz. It will primarily facility, which will include a 56-unit, moderate-income apartment focus on safety, accessibility, beautification, and economic complex and a large retail facility. Located in the historic Lower Third development. neighborhood, the project represents the largest private-sector f) $2 million in order to construct new wayfinding, directional, monument, and investment in this neighborhood in over three decades, serving as both gateway signage. This is one of SPARC's only city-wide projects. It will a catalyst and an anchor of development. replace and modernize nearly all of the directional signage in all of b) A $3.1 million streetscape enhancement project on Lower Third Street. Less Alexandria's most heavily-trafficked and important corridors. It will than a mile from the hotel/convention center complex, this streetscape construct a series of gateway monuments in key entrances along the project will dramatically enhance the built environment through Interstate and highways. targeted investments in landscaping, lighting, beautification, street g) Under SPARC, Alexandria is making extensive renovations to the majority of furniture, and pedestrian and bicycle accessibility. its park facilities and will also construct two, brand-new neighborhood c) Nearly $10 million in infrastructure improvements along the Masonic Drive parks and two new walking trails. corridor, the primary connection between Downtown Alexandria and the Alexandria Mall complex. In addition to $2 million in streetscape enhancements, which is already under construction and which has many of the same components as the Lower Third project, the Masonic Drive project also includes a state-of-the-art renovation of an historic fire station (already completed), the construction of a skatepark and beach volleyball court on the campus of Alexandria City Park, and a massive renovation of nearly 1/3rd of the Alexandria Zoo.

18 2) The City is spearheading a series of major renovations and expansions at the aggressive marketing campaign and after reaching out to dozens of film Port of Alexandria, located on the Red River. These renovations will ensure the production companies, both large and small, Alexandria is now on the map. This Port of Alexandria can effectively compete as a multi-modal facility, making it the year, Alexandria hosted its first full-length film production, which resulted in over first-and-only, one-of-its-kind, multi-modal facility in Central Louisiana. In the $1 million in direct investment in the local economy and six consecutive weeks of immediate term, the expansion and improvement of the City-owned rail spur at hotel bookings, almost entirely hosted at the Alexander Fulton. 2011 will be a the Port will allow private-sector manufacturers, such as Proctor and Gamble, banner year for film production in Alexandria. Already, the City has secured which operates a major plant in Pineville, the ability to significantly increase commitments for four major productions, representing an investment of over $7 production and distribution. Proctor and Gamble's plant manager believes this million, and the City is also in serious discussions with eight other companies, expansion can result in the creation of over 250 high-paying jobs and would allow which would result in an additional investment of approximately $28 million, all the plant to manufacture another product line. Currently, our Proctor and Gamble within 2011. Film not only provides a huge return on the City's investment; it's also plant manufactures and distributes nearly all of the Tide detergent sold west of a green, creative class industry that provides huge benefits to the local hospitality the Mississippi River. Although P&G may be the most well-known client, there are and retail sectors. Film production companies have discovered Alexandria's dozens of other businesses, representing a wide-range of sectors, who have unique appeal: So-called "virgin locations," a cooperative government, and strongly endorsed this project and suggested that, upon its completion, they will relatively quick access to all areas of the State. be at a competitive advantage, allowing them to increase efficiencies and expand their presence in our market. Construction on Phase One is expected to begin in 4) The City of Alexandria is led by a progressively-minded administration that late March or early April of 2011; funding for Phase One has already been secured. embraces innovation and best practices in municipal affairs. Under Mayor Roy's leadership, the City of Alexandria has attracted more outside funding than any 3) Four years ago, the City of Alexandria partnered with other local agencies to previous administration; before a single shovel hit the ground, its SPARC initiative create and launch Central Louisiana In Film (CLIF). Louisiana is routinely ranked as had been recognized by the Louisiana Municipal Association as a visionary plan for the third best place to film a movie or television production, only behind Los redevelopment; and the City has garnered attention and praise from some of the Angeles and New York. Film production in Louisiana is a relatively new enterprise, nation's leading urban scholars, architects, planners, and engineers. but because of the aggressive and innovative tax credits and incentives offered by the State, Louisiana has emerged as a leader in less than six years. Before the City launched CLIF, film production in Central Louisiana was practically non- existent; it was primarily confined to New Orleans and Shreveport. After an

19 Community Tour Airport Rapides regional medical center

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Rapides Regional Medical Center - Regional is licensed for 314 beds and fully • Three time winner of the Louisiana Quality accredited by The Joint Commission. Award • The only Level 4 Trauma Center in Louisiana Rapides Regional offers a wide array of • Named one of the nations “Top 100 Hospitals” services including general medicine, by Thompson-Reuters. Rapides Regional Medical Center • Operates the area’s only Certified Stroke general surgery, cardiovascular surgery, Center. bypass surgery, cardiac rehabilitation, • Only accredited Cycle III Chest Pain Center in neurology, neurosurgery, intensive care Central Louisiana and telemetry, oncology services, obstetrics and gynecology, orthopedic With continued emphasis on progressive services, physical therapy, skilled nursing care, Rapides Regional has grown to meet services, respiratory therapy, lithotripsy the continually changing needs of their and various outpatient services. The patines and the rapidly advancing medical staff includes physicians in more technology of modern healthcare. Located than 30 medical specialties. in downtown Alexandria and easily accessible from Interstate 49, Rapides

! 38 Airport

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Christus St. Francis Cabrini Hospital - A fully accredited, 255 bed health care center, employing 1,600 people including a medial of staff of over 325 physicians. CHRISTUS Cabrini offers comprehensive Christus St. Francis Cabrini Hospital inpatient and outpatient services and is accredited by the Joint Commission. In addition to the services available on the main hospital campus, Cabrini provides medical care and health education in 14 school-based health centers in five parishes and in the Cabrini Family Care Unit, a mobile clinic servicing rural areas, in Central Louisiana.

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ALEXANDRIA MALL MacArthur Dr

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Alexandria Mall - The Alexandria Mall encloses 857,674 sq. feet of leasable area. The mall is anchored by Sears, JCPenny’s, Dillard’s and Bed Bath & Beyond. The national retailers include American Eagle Outfitters, Aeropostale, Express, Victoria’s Secret and Bath & Body Works - totaling 80 plus stores. An $8 million renovation in 2006 has enhanced the shopping experience, placing Alexandria Mall as the key shopping destination for Central Louisiana.

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SOUTH TRAFFIC CIRCLE MacArthur Dr

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South Tra!c Circle - A visual confirmation that -Marriot Residence Inn Central Louisiana is truly the “Crossroads of -Cajun Landing Restaurant Louisiana.” -Office Depot -Hixon Autoplex MacArthur Drive - A major commercial -Best Western thoroughfare, MacArthur Drive is sometimes -Days Inn South Traffic Circle referred to as the “spine of Alexandria.” -Texas Roadhouse Restaurant -Marshall’s Department Store A partial list of establishments calling MacArthur -Hastings Book Store Drive home includes: -Outlaws BBQ Restaurant -Best Buy -Intech Technologies -Krogers Grocery -PetSmart -Hampton Inn and Suites -Copelands -Applebee’s Restaurant -Marshalls -Old Navy -Big Lots -Starbucks - Sutherlands MacArthur Drive -Holiday Inn Express -Baskins -Walker Automotive -Bed Bath and Beyond -Sayes Office Supplies -Hobby Lobby -Ramada Inn -Michaels -IHOP Restaurant 44 -PetSmart England Airpark

England Airpark was created after the closure of operating budget. Our site had grown to over 3,000 England Air Force Base in 1992. The community acres. requested, and the state granted, the creation of an independent political subdivision known as the As part of England’s recent Master Plan Update, an England Economic and Industrial Development economic impact analysis revealed that from 1992 District (England Authority). Entrusted with all to 2008 EEIDD connected entities: powers normally found in a municipality, the England Authority was given title to 2400 acres of Have generated over 7.3 billion in additional the former England Air Force Base. our mission is to business sales within the Cenla economy; create jobs and economic activity to replace the loss of the military function. Have contributed to producing over 1.8 billion in additional household earnings; and Since 1992, England Airpark has grown into a Support approximately 7,437 permanent and vibrant engine for the local economy. We have temporary jobs within the seven Parish region. established Alexandria International Airport (AEX) leased over 1.1 million square feet of commercial England Airpark is dedicated to developing a whole space, created approximately 2,000 direct jobs, community where one can travel, work, live and and established a self-supporting, tax free play at one location. A campus where quality of life is important to long term economic development.

47 England Airpark

For the traveler, you can access our community or Parc England Hotel or Bistro on the Bayou. Play our the world through Alexandria International Airport PGA quality Audubon Trail OakWing Golf Course. (AEX). Our commercial network accesses the hubs Within thirty minutes you can access rivers, lakes located at Houston, Dallas or Atlanta, with service and forests that have won national attention. provided by Delta, Continental and American Airlines. Our facilities are becoming known as one of England Airpark is more than an industrial Alexandria International Airport (AEX) the new strategic airports of the Gulf South. Private development, we are a community. Live in one of our and business aviators are wild about the facilities onsite residential areas with more planned for the and level of service at our Million Air FBO. future. With daycare, active retirement community and a college level education center, England Airpark Work at one of more than 50 partners at England has it all. Airpark. Our breadth ranges from heavy industrial manufacturing at the Union Tank Car facility to a well-respected precision measurement lab. We encourage business, commercial, distribution, and industrial manufacturing on our master planned site.

Whether its business or pleasure, our well rounded facility offers you the chance to stay and eat at the

! 48 FORT POLK

Located 45 miles west of Alexandria, For Polk is home to the Joint Readiness Training Center (JRTC), the 4th Brigade, 10th Mountain Division, 115th Combat Support Hospital, 1st Maneuver Enhancement Brigade, the 162nd Infantry Brigade, U.S. Army Garrison and Bayne-Jones Army Community Hospital. The installation is seeing one of its biggest construction booms ever. In the past three years, over $300 million new construction and renovation projects in support of Fort Polk have been completed. Another $600 million has been budgeted to continue to keep Fort Polk a state of the art facility.

49 Port of Alexandria

The Port is located off USI-49 at Mile 90 on the Red River. The Port of Alexandria provides immediate access to Union Pacific and KCS Railroads, Interstate 49, U.S. Highways 71, 165 and 167 and Louisiana Port of Alexandria Highways 1 and 28. Alexandria International Airport is located approximately 3 miles away.

50 EDUCATION

Louisiana State University at Alexandria - Northwestern State University - LSUA offers Central Louisiana access to affordable Northwestern State University is a four-year public baccalaureate and associate degrees in a caring university primarily situated in Natchitoches, environment that challenges students to seek Louisiana, with nursing campus in Shreveport and excellence in and bring excellence to their studies general campuses in Leesville/FortPolk and and their lives. The fall of 2010 enrollment total is Alexandria. As part of the Louisiana University 2,667 students including 328 dual enrollment high System, NSU offers more than 50 degree Louisiana State University at Alexandria school students. The average student age is 26.5 programs and was the first institution in Louisiana years and almost 73% of the students are female. to gain 100 percent accreditation of all eligible programs meeting the highest standards set by LSUA is accredited by the Commission on Colleges national accrediting agencies. of the Souther Association of Colleges and Schools. The University also maintains accreditation through the National League of Nursing Accreditation Commission (NLNAC), the Joint Commission on Radiologic Technology, the American Society of Health System Pharmacists (ASHP), and the Northwestern State University National Accrediting Agency for Clinical Laboratory Science (NAACLS).

53 EDUCATION

Louisiana College - Founded in 1906, Louisiana Central Louisiana Technical College - Alexandria College (LC) is a private, Baptist, coeducational college Campus - Alexandria Campus is a public post- of liberal arts and sciences with selected professional secondary institution located in the City of Alexandria programs. Louisiana College’s 81 acre Pineville and serves as the main campus for the Central campus features a mix of historic buildings and Louisiana Technical College. The campus offers modern athletic, performance, classroom, and living Technical Competency Areas, Certificates of Technical

Louisiana College facilities. Studies, Technical Diplomas, and Associate of Applied Science degrees in 10 program areas. Associate of LC is accredited by the Commission of Colleges of the Applied Science degrees are offered in Drafting & Southern Association of Colleges and Schools to award Design, Industrial Electronics Technology, and associate, baccalaureate, and masters degrees. Business Office Technology. Classes are offered both Separate accreditation for specific programs has been day and evening. Customized classes are available to awarded by numerous professional and academic meet local industry workforce needs. High school organizations. students are served through dual enrollment in programs such as welding, construction technology, Louisiana College has a student enrollment of 1,992 collision repair, and business. and boasts a 1:13 teacher student ratio. The college offers 70 programs of studies and offers Bachelor of Learning Center - Central Louisiana Technical College Arts, Music, Science, Science in Nursing, Social Work, General Studies, and Master of Arts in Teaching degrees.

54 Airport ALEXANDRIA CULTURAL ARTS DISTRICT

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Downtown Alexandria is home to five museums and two performance venues that enhance the quality of life in Central Louisiana. There is no other city in the State of Louisiana that can boast such a Alexandria Cultural Arts District concentration of facilities in its downtown area.

56 KRESS THEATRE HEARN STAGE Airport

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Kress Theatre Hearn Stage - The Hearn Coughlin-Saunders Performing Arts Stage is multi-use Black Box Theatre. It Center - The Coughin-Saunders can be used for meetings, special events Performing Arts Center is an $8 million, and receptions, as well as for rehearsal 615 seat theatre that opened in 2004. The space and full theatrical productions. the Performing Arts Center is a venue for Kress Theatre Hearn Stage seating in the theatre can be everyone including performing artists and interchangeable to meet a variety of needs. companies, presenters, businesses, schools, and churches.

Coughlin-Saunders Performing Arts Center

58 Airport ALEXANDRIA MUSEUM OF ART

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River Oaks Square Arts Center - This visual Alexandria Museum of Art - The Museum arts and crafts center features 2 facilities: the was founded in 1917 and includes the Historic Bolton House (1899) and the new studio annex Rapides Bank Building, circa 1898, listed on building. It’s home to over 30 resident artists the National Historic Register. The expanded with a combination of activities including museum is the centerpiece of Alexandria’s RIver Oaks Square Arts Center workshops, lectures, exhibitions, and special riverfront, situated on the entire 900 block of events. Visitors also have the opportunity to Main Street. The museum is comprised of visit with the artists while they work. exhibition spaces, curatorial and collection storage, administrative and education space and other public gathering areas. Through its exhibition program in an ever-changing array of collections on loan from around the world, its extensive permanent collection of contemporary Louisiana art and the state’s

Alexandria Museum of Art largest collection of North Louisiana Folk Art, the Alexandria Museum of Art entices visitors of diverse tastes.

! 60 Airport ARNA BONTEMPS AFRICAN AMERICAN MUSEUM

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Masonic Dr Alexandria cultural arts district

Arna Bontemps African American T.R.E.E. House Children’s Museum - Museum - The Museum is the restored T.R.E.E. House is a unique educational and childhood home of Arna Bontemps - poet, cultural resource that represents the author, anthologist, and librarian - who was community’s interest and investment in considered the leading authority of the our children and their childhood. The Arna Bon Temps African American Museum Harlem Renaissance. As the first African museum provides playful learning Museum in Louisiana, the Arna Bontempts experiences and environments where African American Museum and Cultural children (4-12 years), families, schools and Arts Center had become one of the primary community groups discover and explore cultural institutions in Rapides Parish. their world through hands-on, exhibits and programs. The mission statement succinctly summaries the Museum’s commitment to the education of young children: Planting the seeds of learning. T.R.E.E. House Children’s Museum

! 62 Airport ALEXANDRIA GENEALOGICAL LIBRARY & LOUISIANA HISTORY MUSEUM r D r Bolton Ave u h rt A

Coliseum Blvd Jackson St

Masonic Dr

MacArthur Dr

Masonic Dr Alexandria cultural arts district

Alexandria Genealogical Library & Louisiana History Museum - Housed in a National Historic Register Building, this extensive genealogical resource includes

Alexandria Genealogical Library & Louisiana colonial archives and French and Spanish History Museum records for the Louisiana territory. Also includes a historical and educational museum and Louisiana history museum. It contains 11,000+ bound reference books, microfilm and CD’s.

64 Airport

ALEXANDRIA RIVERFRONT

r CONVENTION CENTER D r Bolton Ave u h rt A

Coliseum Blvd Jackson St

Masonic Dr

MacArthur Dr

Masonic Dr Alexandria RIVERFRONT CENTER

Built on the levee of the rolling Red River in beautiful downtown Alexandria, the Alexandria Riverfront Center is the ideal meeting and convention facility. With over 35,000 square feet of usable space, the Alexandria Riverfront Center Riverfront Center offers all the amenities of big city convention centers with the convenience of being centrally located in the state.

! 66

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CLASSIFICATIONS

Business Incubator: Business incubators provide support for the successful development of companies by means of an array of support resources and services, o!ering a nurturing environment where entrepreneurs can bring their ideas to life. Incubator services o"en include one or several of the! following: • Shared o!ice space • Marketing assistance • Accounting/financial management • Access to bank loans, loan funds and guarantee programs • Help with presentation skills • Business networks and links to strategic partners • Access to angel investors, venture capital and debt financing • Comprehensive business training programs • Advisory boards and mentors • Management team identification • Technology commercialization assistance • Help with regulatory compliance !• Intellectual property management

Page 1 of 7 Incubator Info Pack 3.13.14 !DRAFT Seed Accelerators / Startup Accelerator Programs: The Seed Accelerator derives much of its characteristics from the business incubator; their services o!en include pre-seed investments (usually in exchange for equity) and the focus is on business model innovation. In contrast to an incubator, the seed accelerator views the startup period as short, and startups are o!en supported in cohort batches or ‘classes’ during a seed acceleration program. But accelerators are not considered “protected” nurturing environments, like the business incubator. They bring together entrepreneurs, mentors, and advisors and leave it to the entrepreneurs to figure out how to best take advantage of the opportunity that emerges. Being selected by a seed accelerator o!en brings notoriety to a firm, and it is a way to quickly create momentum in a startup, as long as the participants have the experience and drive necessary. O!en, participants in seed accelerator programs are experienced startup professionals who are accustomed to the process.The assets provided by the seed accelerator come in the form of mentoring, funding and a strong network e"ect, but there are few or no internal resources, such as back o"ice support functions, internal marketing! or legal advisory experts or legal. It is a sink or swim environment. Second Stage Business Accelerator: Second stage business accelerator services are very di"erent from those of both incubators and seed accelerators. A second stage business accelerator can be thought of a management consulting firm targeting established Small and Medium Enterprises (SMEs) looking to boost performance and ensure a continuous and sustainable growth path. Whether young or old, many companies sooner or later plateau in terms of revenue, and the growth bottlenecks vary greatly between organizations. One classic hold-up is the entrepreneur / founder who insists on having a finger in the pie across all decision and actions taken by the company – a !sign that the company since long has outgrown the governance structure still in place. A second stage business acceleration program typically lasts between 3-6 months and it is aimed to assess and improve the entire “business machinery” that a growing organization needs to have in place to succeed. Strategic focus, institutional strengthening, human resource training and financial strategy, are some of the dimensions that a second stage business accelerator may o"er. The business accelerator’s emphasis is on accelerated and sustainable growth, and to eliminate organizational, operational, and strategic bottlenecks that prevent the client firm from growing. In essence, a second stage accelerator bears a strong resemblance to traditional management consulting firms, but adjusted to fulfill the !needs of SME’s. ! ! ! ! !

Page 2 of 7 Incubator Info Pack 3.13.14 !DRAFT ! ! ! ! ! ! ! ! ! ! ! ! !

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

Page 3 of 7 Incubator Info Pack 3.13.14 !DRAFT

!MODELS Principles of models description are: • Purpose of a model (any good model should have a purpose with which it was created) Theoretical! background for a model • Viewpoint (“a pattern or template from which individual views by establishing the purposes and audience for a view and the techniques for its creation and analysis”): ! Incubatee, Incubator Management, Sponsor (governmental body or private investor) • Abstraction technique: black-box or external (“exposes the features of the system that are visible from an external observer and hides the internal details of the design”) white-box or internal (“shows the internal structure and displays the behavior of the system”) mixed ! (combines both approaches) • Type of model (a model could be characterized by its type): structure (shows architecture of a system) vs. process (shows dynamic performance) model of development (how to design and establish a business incubator) vs. model of operation (how to carry out operations)

Purpose of a model: • Type of a model (structure vs. process, stage-gate vs. iteration) • Abstraction technique (black-box, white-box, mixed) • Theoretical background (if available) • Resources (capital, human, land, networks) • Processes and practices (what is value chain? life cycle?) • E!iciency and e!ectiveness (outcomes? process viability?) • Linkages Entrepreneur – Business Incubator – Innovation Ecosystem •! Source (Author, literature, year) ! ! ! ! ! !

! ! !

Page 4 of 7 Incubator Info Pack 3.13.14 !DRAFT !CONCEPTS & CHARACTERIZATIONS Conceptualizations: • Incubation as a mechanism for new venture creation- a step-by-step / staged process that awards legitimacy, opens network access and heightens community support for ! entrepreneurs. • Incubation as a mechanism for resource allocation - a mechanism of awarding a stock of tangible and in-tangible resources to client firms that results in, in addition to other ! benefits, client firm growth. • Incubation as a socio-political game- a socio-political mechanism of creating an ! environment and perception of reduced risk and security within a bounded physical space. • Incubation as a co-product of incubator-incubatee dyads-a process of co-producing ! developmental assistance in independent incubator-client dyads. • Incubation as an outcome of network behavior- a system of increasing client firms’ network density.! • Incubatee selection as a predictable and controllable process- a process of selecting “weak ! but promising” firms for incubator induction.”

!There are seven fundamental characteristics of a Business Incubator: 1. Functional area, which consists of modules, with an a!ordable rent and on flexible rental terms. 2. Shared area and o!ice services, appliances and network of cooperation. 3. Synergy among residents, caused by the fact that they stay under one roof and exchange experiences. 4. Seed capital is located in the incubator or there is access to loans, guarantees and equity investments. 5. Access to information, facilitating connections and promotion. 6. Training aimed at enhancing competence and skills, consultancy. !7. Accounting, legal and technological services and marketing. ! !

Page 5 of 7 Incubator Info Pack 3.13.14 DRAFT

OPERATION

!The operation of a Business Incubator is characterized by the following elements: 1. Careful selection of entrepreneurs, who 3. Small management team provides have growth potential, as well as a flexible consultancy, training, information, access to process of entering the incubator. external sources of funding, and supports ! the synergy among residents. 2. Rental rates and fees for services are 4. Operating like a business with the prospect usually lower than those on the market and of achieving considerable sustainability. gradually increase. ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

Page 6 of 7 Incubator Info Pack 3.13.14 !DRAFT !DEVELOPMENT Business Incubator Program of Work:

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