1.0 Introduction The St. Louis Development Corporation (SLDC) is a private not-for-profit corporation (501C4) which serves as the economic development agency for the City of St. Louis, Missouri. It is the umbrella organization for a number of Boards and Commissions, including the City of St. Louis Port Authority, whose responsibilities focus on City development. Currently SLDC is seeking an economic development Consultant to help the City maximize job creation and investment in its North Riverfront industrial corridor. Specifically, the Consultant will address growth opportunities for both the North Riverfront Business Corridor (NRBC), which extends from just north of downtown to Maline Creek, about 5 miles upriver, and the Municipal River Terminal (MRT), located within the NRBC boundary on the west bank of the Mississippi about 1.5 miles north of downtown (see Exhibit 1, locater map). After conducting market feasibility and land-use studies as well as infrastructure assessments for the NRBC and the MRT, the Consultant will develop, where appropriate, an implementation plan and marketing strategy to:  promote a vibrant NRBC by attracting new businesses while retaining and growing existing ones;  expand the MRT’s role in regional, national, and global shipping;  determine if the MRT and the Mississippi River can be catalysts for development in the NRBC;  generate new City and regional jobs;  attract private investment to the City;  provide new tax base and increase other revenue streams to the City. 1.1 North Riverfront Business Corridor Spread across approximately 3,000 acres, the North Riverfront Business Corridor (NRBC) includes the Municipal River Terminal as well as industrial, commercial, warehouse/distribution, and other enterprises (see Exhibit 2, NRBC aerial photo). Major users include Procter & Gamble, Interstate Bakeries, Covidien (formerly Mallinckrodt Chemical), Norfolk/Southern Intermodal Yard, Dial Corporation, Performance Food Group, Wunderlich Fibre Box, Duke Manufacturing, St. Louis Produce Market (the region’s wholesale produce market), Green Street Properties, Con-way Freight, and Affton Trucking. The NRBC supports approximately 10,000 jobs.

SLDC desires to build on the recent successes and ongoing investment in the NRBC which includes significant reinvestment by major industrial anchors and renewed interest in the area by private developers. In 2003, an SLDC planning consultant wrote a North Riverfront Business Corridor Master Plan for the southern two-thirds of the NRBC. For the current project, the Consultant will examine all 3000 acres, focusing on about 900 acres of underperforming land scattered throughout the NRBC with the goal of reestablishing the NRBC as a premier location for commerce and industry in the region. The following capital improvement projects will facilitate development in the NRBC (see Exhibit 3, NRBC capital improvements map):  Adelaide Street bridge rehabilitation, $7.4M, to be completed August, 2010 (Missouri Dept. of Transportation [MODOT] project);  Carrie Avenue Improvements, $2.8M, construction begins fall of 2010, to be completed by August 2011 (SLDC project);  Cass Avenue/I-70 access ramps to new Mississippi River Bridge, $57M, construction started in May, 2010 (MODOT, see Exhibit 4, Bridge access);  new Mississippi River Bridge; total $670M project to be completed in December, 2013 (IDOT and MODOT, see Exhibit 5, Bridge);  Hall Street upgrade, $11M, funding applied for. 1.2 Municipal River Terminal As defined by the Army Corps of Engineers, the Port of Metropolitan St. Louis (PMSL) comprises port facilities on both the Missouri and Illinois sides of a 70-mile stretch of the Mississippi River. It is America’s second largest inland port by trip-ton miles, third by tonnage, is the northern most lock- and ice-free port on the Mississippi, and handles 33M tons of bulk freight annually. It includes all of the City’s riverfront. The City of St. Louis has over 19 miles of shoreline. Along this frontage, on City-owned land, the St. Louis Port Authority has 49 lease arrangements with various users, including the operator of the 27-acre Municipal River Terminal (MRT), the only public, general purpose docks on the Missouri side of the PMSL. Approximately 2.2M tons of bulk freight cross the MRT annually, about half its two-dock capacity (see Exhibit 6, MRT aerial photo). Major throughput includes salt, grain, chemicals, project steel, coal, and scrap metals The Consultant will look at ways to modernize and expand the MRT (see Exhibit 7, MRT docks aerial photo), where SLDC is pursuing the following capital improvement projects:  South Dock Rebuild, $20M, now out for bid, to be completed late 2012;  Palm Street sewer/outflow replacement, $7.1M, in design, construction tentatively scheduled for 2014 (Metropolitan Sewer District project; Palm Street runs parallel to Branch Street, one block to the south);  North Dock Upgrade, $6M, funding applied for;  Middle Dock Construction, $23M, funding applied for;  Yard Improvements, $5M, funding applied for;  Branch Street Improvements (engineering only), $260K, funding applied for.

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1.3 Regional Transportation Infrastructure St. Louis has significant regional assets (see Exhibit 8, assets):  six Class One railroads (BNSF, CN, CSX, Kansas City Southern, Norfolk/Southern, Union Pacific) and four short lines;  seven Interstate Highways (I-44, I-55, I-64, I-70, I-170, I-255, I-270);  six intermodal facilities (BNSF International, CSX International, Norfolk Southern International, Tri-City Regional Port District, Triple Crown Services, Union Pacific Intermodal);  five civilian airports, including Lambert-St. Louis International Airport in St. Louis County, MO, and, near Belleville, IL, MidAmerica Airport and Scott Air Force Base;  key location on America’s Inland Waterway system of ports and associated facilities (see Exhibit 9, Inland Waterway). The metropolitan area also benefits from its central location, within a day’s drive of one third of the US population. Drawing upon these bi-state advantages, the Consultant will look at ways to:  identify value-added growth, i.e., manufacturing, processing, warehouse and distribution, 3rd party logistics, and other businesses that could develop from NRBC and MRT growth;  position St. Louis to relieve train and truck congestion in Chicago;  get long-haul trucks off roads and onto the region’s rails and river;  attract new businesses that depend wholly or in part upon Inland Waterway facilities;  promote “green” and other growth industries seeking river and rail transport and a central location;  improve supply-chain logistics for existing NRBC businesses;  identify opportunities where businesses would find value in the NRBC because of the existence of transportation infrastructure, manufacturing, and distribution assets.,  draw raw materials and other goods from Latin America and the widened Panama Canal to MRT and NRBC businesses;  meet possible US Dept. of Defense (DOD) transport needs. Consultant will also evaluate potential for containerized shipping at the Port of Metropolitan St. Louis. Consultant will examine intermodal options across the area in general, with an emphasis on what role the MRT and the NRBC could play. Potential concepts may depend upon tracts of land elsewhere in the City and/or across the bi-state region. A major intermodal hub in St. Louis will connect the region to global commerce. It will also create jobs and investment in the City and region and enable some of that trade to stay here, supporting local and regional companies. 1.4 Deliverables The Consultant will provide the following deliverables:  market feasibility and economic impact studies;  identification of opportunity sites for economic development in the NRBC and along the 19-mile St. Louis shoreline;  assessment of existing and needed infrastructure;  assessment of “green” improvements to enhance recreation while reducing environmental pollution, road and rail congestion, and flooding;

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coordination of regional stakeholder input; implementation plan to develop identified markets for private investment and job creation, including specific sector opportunities; marketing plan for identified markets, including design of marketing materials; environmental and economic impact metrics for SLDC’s use in pursuit of funding.

2.0 Project Approach SLDC will review Statements of Qualifications (see Section 5) received to select at least two respondents for an interview. Out of this group SLDC will select one with which to negotiate a contract for the services described in Section 3 below. Consultant will have twelve months to complete the project. Consultant will have a dedicated SLDC computer work station with ArcMap (Version 9.3) and access to the City's GIS database. Inaugural, stakeholder, and progress meetings will be held at SLDC; Consultant shall prepare and issue (via email) meeting minutes.

3.0 General Scope Consultant must demonstrate a thorough understanding of: Economic redevelopment, including but not limited to,  market feasibility analysis, logistics and origin/destination research, front-haul/back-haul research, economic impact studies;  air freight initiatives and opportunities at Lambert International and MidAmerica Airports;  grant/funding opportunities and policy goals of federal, state, and local governments;  real estate development financing tools;  planning across a two-state area, often working with regional planning/development entities and Port Authorities (see Appendix A for regional entities);  labor issues, unions, high-tech logistics jobs;  US economic challenges and opportunities in a global marketplace. Land usage analysis, including but not limited to:  manufacturing, industrial, warehouse/distribution needs and opportunities in older, fragmented urban settings;  riparian soil and flood-plain characteristics;  ground contamination in urban industrial areas;  “green” initiatives based on pollution-reducing technologies, wetlands and other natural resource policies, recreation, flood mitigation strategies, and reducing interstate burden. Inland river ports, including but not limited to:  navigation and flooding issues;  optimal port operations, intermodal opportunities;

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review and permitting processes by appropriate governmental agencies; leases, container fees, and other potential revenue streams; intelligent freight management and transportation, other advanced shipping technologies.

Infrastructure, including but not limited to:  design in fragmented, environmentally compromised urban areas;  financing and incentives;  land assemblage strategies;  latest technologies that promote greener and more cost-effective designs. Implementation and marketing plans, including but not limited to:  creation and evaluation of potential economic development strategies;  budgeting and scheduling;  working with clients to produce actionable plans.

3.1 Specific Scope Consultant must be able to start immediately on the Port/North Riverfront Land-use Study, which includes the Tasks outlined below. Consultant may sequence Tasks A through D below as it thinks best; total time of project will be 12 months. Project closeout shall take place September, 2011 (see Section 4 below for detailed schedule). Task A, Existing Document Study (see Appendix B for data links) Consultant should familiarize itself with:  Missouri River Freight Corridor Assessment and Development Plan (MODOT, ongoing, to be completed 2011);  Jefferson County Ports, Phase II Build-out Analysis (Jefferson County Port Authority [JCPA], ongoing, to be completed by 2011);  NRBC parcel survey (SLDC, ongoing, to be completed 2010);  Port Facility Survey (Tri-City Port and SLDC, ongoing, to be completed 2010);  Regional Cluster Analysis (Regional Chamber and Growth Association, ongoing, to be completed 2010);  Competitive Market Analysis for NAICS Sector 42/Wholesale Trade (Ameren [regional utility company], ongoing, to be completed 2010);  Panama Canal Expansion Impact Study (US Dept. of Transportation Maritime Administration [MARAD], ongoing, to be completed 2010);  Transportation Improvement Plan 2011-2014 (East West Gateway Council of Governments [EWGCG], 2010);  Jefferson County Ports, Phase I Feasibility Analysis (JCPA, 2010);  US Army Corps river and freight data for the Port of Metropolitan St. Louis  America’s Ports and Intermodal Transportation System (MARAD, 2009);  St. Louis Riverfront Reconnaissance Report (Corps, 2004)  North Riverfront Business Corridor Master Plan (SLDC, 2003);  Confluence Greenway Project (Great Rivers Greenway, 2002);  Study of the Port of Metropolitan St. Louis (EWGCG, 1977).

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Task B, Market Feasibility and Economic Impact Studies The Consultant will propose ways to attract new commerce to both the MRT and the NRBC with possible applications across the greater metropolitan area. In the NRBC, studies shall address:  growth for existing commercial, industrial, and warehouse/distribution businesses;  environmental opportunities (flood mitigation, repurposing contaminated land, recreational trail enhancement);  development potential for Hall Street, currently fronted by close to 80 acres of vacant for-sale-or-lease abandoned trucking facilities along with nearby vacant railroad-owned land. At the MRT, studies shall address:  opportunities for expansion of bulk and/or liquid commodity shipping by enlarging existing market share and/or by developing new markets;  potential for containerized freight throughput;  investigate structure of next operator’s lease (existing operator’s lease will expire in March, 2012; it had a 23-year term plus option for two 1-year renewals);  proposed 5-year business plan. Looking at the NRBC and the MRT together, studies shall address:  supply-chain, containerization, and/or intermodal trade;  opportunities for new value-added manufacturing, processing, and other businesses in the NRBC;  potential role of the MRT and other river facilities in development of the NRBC;  possible DOD uses. Deliverables:  market feasibility and economic impact studies;  database of potentially developable sites on vacant and underutilized land in the NRBC and on St. Louis riverbank parcels (SLDC has begun collecting data, which will be available to Consultant; extent of Consultant’s responsibility to be defined during contract negotiation);  economic analysis of existing St. Louis Port Authority lease structures with lessees, including MRT operator, and for facilities within MRT that operator subleases (operator’s lease includes maintenance arrangements, which will also be analyzed);  coordination of stakeholder input (Consultant will schedule up to two stakeholder meetings at its discretion for Tasks A, B, and C; Consultant may also use survey/interview results and/or purchased data, at its discretion; stakeholder meetings shall be run by Consultant; SLDC has begun recruiting interested parties; extent of Consultant’s responsibility to be defined during contract negotiation). Task C, Infrastructure Analyses Consultant will assess existing City and regional infrastructure and propose improvements and configurations needed to support growth identified in Task B.

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In the NRBC, Consultant shall address:  train and truck circulation, gateways and chokepoints, existing anchors’ expansion needs;  environmental concerns (flood-mitigation, brownfield reclamation, pollution reduction, recreational improvements);  zoning, permitting, and land-acquisition options;  Hall Street needs (transverse access, flood mitigation, drag-racing reduction, improved signalization, etc.);  development challenge of structurally stable versus alluvial soil (in this area, bedrock can lie as much as 70’ below grade). At the MRT, for both bulk and potential container operations, Consultant shall address:  fleeting, dock, yard, and off-site storage management;  vehicle/train access and gateways, railroad spurs;  utilities, drainage, and flood-mitigation needs;  automated quay and other crane needs;  advantages of a 2,000 LF dock (created by building a Middle Dock between existing North and South Docks). At both the NRBC and the MRT and across the region, studies shall address:  new freight operations for the MRT and the NRBC, separately and in tandem;  new supply-chain and/or value-added businesses to the NRBC along with regional connectivity;  mag-lev or other possible intelligent freight transportation technologies;  regional needs of supply-chain, containerization, and/or intermodal trade flowing through St. Louis. Deliverables:  coordination of stakeholder input (see Task B deliverables);  potential developable land for value-added business sites of 10 acres or more, small business sites of 2-5 acres, larger (25 acres or more) sites for developers, both in the NRBC and, as needed, elsewhere in the City, and new shipping facilities;  conceptual plans for an improved and more efficient layout of the MRT;  identification of “green” improvements;  drawing of existing and proposed rail and vehicular circulation, centered in the City and extending as needed into the metropolitan area;  RR track ownership/parent company data to be added to in-house GIS file.

Task D, Strategies and Implementation Plan Consultant will prepare suite of potential strategies based on information assembled during Tasks A, B, and C. Strategies shall incorporate 10-year goals, bearing in mind that the next MRT operator lease may run for 25 years. Consultant shall rate each strategy for:  City and area-wide job creation;  potential to attract private investment to the City;  increased City income streams;  infrastructure funding needs.

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Consultant will assist SLDC in prioritizing allocation of Study dollars toward implementing strategies identified; short and long-term implementation plans may be required. Deliverables  no later than midway through month 11, provide SLDC with report of proposed strategies via email, including charts and maps as needed of feasible markets, economic impact data, and infrastructure patterns; report should be printable to an 8.5”x11” format;  no later than the end of month 11, meet with SLDC to discuss possible implementation plan(s); allow first half of month 12 for revisions;  midway through month 12, meet with SLDC to select final implementation plan(s) and discuss possible marketing activities;  coordination of stakeholder input (Consultant will schedule a final stakeholder meeting at its discretion);  performance metrics, for SLDC use in pursuit of funding, similar to those required for 2009 USDOT TIGER I infrastructure grants and 2010 MARAD Marine Highway grants (Federal Register/Vol. 74., No. 115, June 17, 2009, and Federal Register/Vol. 75, No. 72, April 15, 2010, respectively);  brochure showing implementation plan and its economic benefits, along with a schedule and budget; include maps, charts, and other graphics to illustrate the plan’s intent and proposed infrastructure improvements.

Task E, Marketing Plan Consultant shall devise an innovative, cutting-edge marketing plan to help SLDC enact the implementation plan. Marketing plan shall include a “big-picture” concept along with appropriate publishing, lobbying, public-relations, and other activities. Deliverables  marketing plan brochure, including schedule and budget;  design of proposed rebranding materials;  final meeting: discuss proposed marketing plan, leave time to revise as needed.

4.0 Budget and Schedule Contract between SLDC and its Consultant will have a price negotiated according to the fee matrix described below in Section 5.1, Paragraph E. Total project cost shall not exceed $800,000. This figure is provided here to assist preparation of the RFQ responses; budgets are not to be included in RFQ responses. 80% of the project’s funding comes from the US Department of Commerce Economic Development Administration (EDA). Project shall follow timeline below. Consultant and SLDC shall also communicate as frequently as needed by phone and email. July 9-August 19, 2010 (six weeks)  RFQ out for response

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August 20-September 2, 2010 (two weeks)  selection committee reviews responses to RFQ September 3, 2010  selection committee contacts at least two respondents for interviews  respondents will have two weeks to prepare for interview September 21-23, 2010 (three days)  interviews and final selection  selection based on qualifications enumerated in Section 5.1 September 24-September 30, 2010 (one week)  contract negotiation  Notice to Proceed issued October, 2010 through September, 2011 (twelve months)  inaugural meeting within one week of Notice-to-Proceed, to be arranged by SLDC;  one SLDC progress meeting for Tasks A, B, and C  up to 2 stakeholder meetings for Tasks A, B, and C  MODOT freight stakeholder meeting in April, 2011, to be attended by Consultant; will be held in Jefferson City, MO  one final stakeholder meeting during Tasks D and E  two SLDC review meetings for Task D  one SLDC review meeting for Task E September 30, 2011  EDA will close out project

5.0 Responses All responses must include one (1) original of the Statement of Qualifications, with original signatures, and twelve (12) copies, each submitted in bound 8.5”x11” format, and one electronic copy in a PDF format. The deadline for submittal of Qualifications is 4:00PM local time, Thursday, August 19, 2010. Responses should be addressed to: Mr. Rodney Crim, Executive Director St. Louis Development Corporation 1015 Locust Street, Suite 1200 St. Louis, MO 63101 Please limit your information to the outline provided below and up to one separate brochure; respondents are encouraged to keep submittals concise and limit content to no more than fifteen (15) pages.

5.1 Statement of Qualifications Please provide the following information in sequence: A. narrative Provide two-page narrative that:  explains your interest, particular abilities and qualifications related to this project;

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describes your overall understanding of the RFQ, along with a proposed methodology and schedule to complete the project; if desired, respondents may propose an overall understanding of the project that departs from that expressed in this RFQ;  confirms that you are ready, willing, and able to start the Study within one week of Notice to Proceed. background Verify your understanding of Section 3.0 items and summarize your expertise with respect to Section 3.1 above. organization Regarding services to be provided, describe firm or team organization as follows:  If Consultant is one firm, who will direct the project and who will manage what components?  If Consultant combines several entities, what firm will lead, what will be the responsibilities of the other companies, which individual will lead the group, and who will manage each member entity’s efforts?  If Consultant combines several entities, confirm ability to work effectively as a team.  Provide resumes of individuals named above, office location(s), and, if applicable, previous collaboration experience of current team members. experience Describe work performed on projects like the one proposed in Section 3.1 during the past three years; for each project, include project name, location, date, scope of work, project deliverables, client contact information, and success in meeting DBE requirements. fee structure Provide fee information in a matrix of tasks and personnel assigned to them (show individuals’ billable rates; hours will be finalized during contract negotiations); include proposed reimbursable items. mayoral executive order State how you will comply with the Mayor’s Executive Order #28 (see Section 7.0 below).

6.0 Project Manager for SLDC Otis Williams, Deputy Director St. Louis Development Corp. Phone: (314) 259-3464

7.0 M/W/DBE Participation The selected Consultant shall comply with the Mayor’s Executive Order No. 28 and any superseding Executive Orders relating to utilization of minority and women businesses (MBE’s/WBE’s). Executive Order No.28 requires contractors and consultants to seek, through good-faith efforts, the involvement of MBE’s and WBE’s with a goal of participation of least 25% and 5%, respectively, for the project. For additional information, please visit

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8.0 Living Wage Compliance The selected Consultant may be required to comply with “Chapter 3.99 Living Wages” of the Revised Code of the City of St. Louis (Ordinance No. 65597). Please refer to or

9.0 Unauthorized Alien Employees The selected Consultant shall, pursuant to the provisions of Sections 285.525 through 285.555 of the revised Statutes of Missouri, 2000, as amended, by sworn Affidavit and provision of documentation, affirm its enrollment and participation in a federal work authorization program with respect to the employees working in connection with this Contract, Agreement or Grant. Consultant shall sign an Affidavit affirming that it does not knowingly employ any person who is an unauthorized alien in connection with this Contract, Agreement or Grant pursuant to the above-stated Statutes.

10.0 Selection Process and Criteria Responses will be reviewed by a selection committee composed of representatives of SLDC staff and from the Offices of the Mayor, Comptroller, and President of the Board of Aldermen. The committee shall determine which, if any, respondents are qualified and shall evaluate the submitted Statements of Qualifications. The committee shall choose the successful respondent for interview, and then negotiate a contract from the most qualified respondent. If SLDC Project Manager determines that it is not possible to successfully negotiate a contract with a respondent, he shall discontinue negotiations and attempt to negotiate a contract with the highest-ranked remaining respondent. This process shall continue until negotiation of a contract is successful, all qualified respondents have been exhausted, or SLDC voids this RFQ. The responses will be evaluated and the Consultant selected based on the criteria below; the Committee may add other selection criteria during the selection process.  the Consultant’s approach, plan of work, and overall RFQ understanding;  qualifications and experience in providing the requested services as exemplified by past projects and client contacts;  ability and commitment of Consultant to complete work within required time frames;  experience and qualifications of individuals assigned to projects;  degree to which respondent addresses Mayor’s Executive Order #28. Except as noted in Section 11.0 below, respondents and representatives of respondents are prohibited from contacting any SLDC Board or staff member, and any Selection Committee member involved in the process. Violation of the foregoing prohibition may result in the respondent involved being excluded from further participation in the RFQ process.

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11.0 Questions Regarding This RFQ All questions must be submitted in writing via e-mail to SLDC Project Manager (see Part 6.0). Questions must be received no later than 4:00PM, Thursday, August 12, 2010, in order for SLDC to issue a timely response if it so chooses. SLDC shall not be obligated to respond to any question. All questions and SLDC responses will be posted online under “Port/North Riverfront Land-use Study RFQ” at

12.0 General Conditions for Submission of Qualifications SLDC reserves the right to reject any or all qualifications for any reason, in its sole and unfettered discretion; to void this RFQ and the review process and/or terminate negotiations at any time; to revise any conditions and stipulations contained herein, as convenient or necessary; to further negotiate financial and other arrangements; to establish further criteria for selection; to ask respondents to submit additional information with respect to any aspect of respondent’s submission whatsoever; to waive any informalities and/or irregularities in the submission of qualifications and in the RFQ process; and to negotiate with respondents as to any aspect of respondent’s proposal whatsoever.

13.0 Appendix A Regional planning and development entities:  Ameren Services Mike Kearney, Manager, Economic Development  East West Gateway Council of Governments (EWGCG) Maggie Hales, interim Executive Director  Empowerment Zone Tara Buckner, Executive Director, St. Louis Region  Great Rivers Greenway (GRG) Todd Antoine, Deputy Director for Planning  Jefferson County, MO, Port Authority Sam Rauls, Executive Director  Metropolitan Sewer District Dan Hornick, Civil Engineer  Port Working Group, Port of Metropolitan St. Louis Otis Williams or Susan Taylor, SLDC  Missouri Dept. of Transportation (MODOT) Ernie Perry, Administrator of Freight Development  Regional Chamber and Growth Association (RCGA) Susan Stauder, Vice President, Infrastructure and Public Policy  St. Louis River Industry Club Terry Moore, AEP River Operations, Director of Business Development  Tri-City, IL, Port Authority

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Dennis Wilmsmeyer, Executive Director US Army Corps of Engineers (Corps) Joe Kellett, Deputy District Engineer for Planning, Programs, and Project Management US Dept. of Transportation Maritime Administration (MARAD) Bob Goodwin, Mid-Continent Office World Trade Center Cheryl Marty, Deputy Director

14.0 Appendix B Data websites and links:

America’s Ports and Intermodal Transportation System:’s%20Ports%20and%20Intermodal%20Trans portation%20System%20(Jan%2009).pdf Competitive Market Analysis for NAICS Sector 42/Wholesale Trade: complete, being uploaded to Confluence Greenway Project: Jefferson County Ports, Phase I Feasibility Analysis: y%20Study.pdf Jefferson County Ports, Phase II Build-out Analysis: underway, see Jefferson County website, Missouri River Freight Corridor Assessment and Development Plan: underway, for RFP see North Riverfront Business Corridor Master Plan: full document will be available to selected Consultant; Executive Summary can be found at NRBC parcel survey: underway in-house, data will be available to Consultant Panama Canal Expansion Impact Study: underway, see MARAD website, Port Facility Survey: underway in-house, data will be available to Consultant Regional Cluster Analysis: underway, see RCGA website,

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St. Louis Riverfront Reconnaissance Report: Study of the Port of Metropolitan St. Louis: copies can be read at EWGCG office, located at One Memorial Drive, Suite 1600, St. Louis, MO, 63102, 314/421-4220. Transportation Improvement Plan 2011-2014:

15.0 Attachments Exhibit 1, locater map Exhibit 2, NRBC aerial photo (looking north: MRT on lower right, Produce Row in center, I-70 on left, Tri-/City Port on upper right) Exhibit 3, NRBC capital improvements map (looking north) Exhibit 4, Bridge access Exhibit 5, Bridge Exhibit 6, MRT aerial photo Exhibit 7, MRT docks aerial photo Exhibit 8, assets Exhibit 9, Inland Waterway

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