1. ia
développement urban
économique economic
urbain development
STATEOF
THEMAIN
a look at the past, present, and future of saint-laurent
preliminary strategic planning proposal to
la societé de développement du boulevard saint-laurent
30 september 2010

2. inter/
ACTION u r b a n e c o n o m i c d e v e l o p m e n t
417 - 815 Sherbrooke Street West
Montreal, Quebec H3A 2K6
interACTION is...
Eric Anderson
Alex Carruthers
Jennie McDowell
May Pham
Jeff Robson
Document © 2010 by interACTION Group
Design & Infographics © 2010 by Jeff Robson
Typeset in Nevis Bold, Gotham Book, and Baskerville

3. interACTION
Suite 417 | 815 Sherbrooke Street West
Montreal, Quebec | H3A 2K6
mainagement@gmail.com | 514.653.6000 ia
30 September 2010
Gordon Bernstein, President of the Board of Directors
Francis Blouin, Executive Director
Société de développement du boulevard Saint-Laurent
4398 boulevard Saint-Laurent, Suite 309
Montreal, Quebec
H2W 1Z5
Dear M. Bernstein and M. Blouin:
interACTION is delighted to respond to your requirement for a solution that will revitalize boulevard Saint-Laurent by
developing a strategic vision and action plan for the long-term recovery and sustainability of this remarkable commercial
artery. The accompanying proposal provides a comprehensive response to all of the issues and desired goals outlined by the
Société de développement du boulevard Saint-Laurent (SDBSL) team during the past few weeks. From our discussions, it is
evident that while the SDBSL is well-organized with many resources, a different approach is needed to animate the boule-
vard and inform its historic importance to residents and visitors alike.
Challenges
The SDBSL is a relatively new société de développement commercial (SDC) overseeing a long-standing commercial area
that is constantly changing. The primary challenge expressed by the SDBSL is how to provide services that are useful and
recognized by a membership that has a high turnover and represents a diversity of businesses. Secondly, with such conditions
as high taxes, high rents, poor accessibility and adopted obligations from previous management, the SDBSL needs assistance
initiating programs to attract 24 hour activity and commerce.
Towards a Solution
For an SDC representing an area as diverse and changing as boulevard Saint-Laurent, the challenge of determining an
appropriate solution is often trying to uncover the root cause of several problems. interACTION will help the SDBSL to
revitalize the boulevard by drawing upon the missing element that made the area so successful in the past – the familiarity
and relationships amongst neighbours, merchants and visitors. Our novel strategy is outlined in three sections:
1. Target Market Analysis: identify and understand the target markets of merchants and owners on Saint-Laurent
– including both permanent and transitional segments – which are necessary to create and sustain an active
boulevard.
2. Incremental Interventions: determine physical interventions and policy requirements to attract and maintain this
identified clientele.
3. Implementation Strategy: create a program to demonstrate how the SDBSL can help build mutually beneficial
relationships amongst its diverse members and how stakeholders can be mobilized to influence decision-making
at the borough-level.
The team at interACTION is completely committed to revitalizing Boulevard Saint-Laurent while improving the perceived
service value of the SDBSL. Thank you for the opportunity to work with you on what we are certain will be a successful
partnership. Please do not hesitate to contact us if you have any questions regarding the materials in this proposal.
Sincerely,
interACTION Group

4. page left blank.

5. TABLE OF CONTENTS
About Us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Our Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Understanding Saint-Laurent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
A Fresh Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Time Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Project Workflow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Team Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
planning project proposal 1

6. ABOUT US
The interACTION team brings experience in Local Economy
real estate economics, demographics, urban Local small businesses and producers provide more
planning, environmental design, business relations, than just jobs. They are more responsive to their
management consulting, and technology solutions. communities, offer unique products and services,
We are able to analyze complex situations and add character to a place, and are more likely to
develop comprehensive solutions that are practical cycle their profits back into the local economy.
yet dynamic. Together we speak six different
languages, and pride ourselves in our direct two- Collaboration and Cooperation
way communication with clients, merchants and The greatest ideas are formed by tapping into
patrons alike. collective knowledge by working together with
people of various skills, knowledge and interests.
WHAT DRIVES INTERACTION?
Support Networks
Image An environment where interaction, exchange and
Communicating an image that is current and support are not only possible, but practiced on
accessible is important for any firm. interACTION a daily basis - a necessary element in successful
is sensitive to a client’s understanding of “cool”. communities in the office or on the street.
Tech Savvy Adaptability
Technology is opening doors and revealing new Maintaining an open mind, responding to the
opportunities for networking and learning every unforeseen, recognizing failure, and changing
day. Harnessing this resource is central to shaping course when required is a secret to our efficiency.
the businesses and communities of the future.
Realistic Solutions
Human Spaces Wasting time and money on pie-in-the-sky ideas
Cities are first and foremost places for people to serves neither our business nor our client’s. Action
live and interact. Streets, parks, buildings, and is in our name.
other infrastructure should be built with this goal
in mind.
Community Building MAKE THE RULES OF
Cultivating collaboration and connection between PLANNING WORK FOR YOU.
local business and residents in a network of
complimentary relationships.
2 state of the main : interaction

7. OUR PHILOSOPHY
VISIA: VISION STRENGTHENED THROUGH IMMEDIATE ACTIVATION
Through our unique approach, ViSIA, we provide
options for straightaway action with visible results
for our client. Immediate Activation projects (IAs)
form the foundation of a goal-oriented long-term
vision for the community.
The IAs often fall into these categories:
• Strategic changes to the physical environment
• Customer attraction/retention programs
• Special events for business owners
The momentum gained through the success of the
IAs is channeled into a custom ViSIA framework for
future planning, visioning, and interaction that will
facilitate the continued growth and development of
the local economy.
Potential elements of the ViSIA framework include:
• Annual satisfaction monitoring solutions
• Online community design platform
• Important causes to champion
• Opportunities within the existing political
climate
planning project proposal 3

8. UNDERSTANDING SAINT-LAURENT
Boulevard Saint-Laurent is recognized by locals and nearby competitor streets and influential development DU MONT ROYAL
visitors alike as the spine of Montreal’s expansion from projects, such as the Quartier des Spectacles south of
the Old Port over time. Today, this proud history can be Sherbrooke Street, and the undetermined future of the
read in the facades of its buildings and in the richness Hotel Dieu hospital on Saint Urbain Street.
DE L'ESPLANADE
and diversity of its inhabitants. MARIE ANNE
CHALLENGES & OPPORTUNITIES
Also known as The Main, Boulevard Saint-Laurent
DE L'HOTEL DE VILLE
embodies the city’s dynamic spirit. Extending from the The Société de developpement du Boulevard Saint-
Old Port at the south of the island to Rivière des Prairies Laurent (SDBSL) is the organization concerned with
CLARK
in the north, The Main has been vital in the development the economic stewardship of the heart of Saint-
of many of the city’s oldest neighbourhoods. It has Laurent’s commercial community, comprising more
ST URBAIN
also served as the meeting place for Montreal’s French, than 650 businesses. In improving the economic life
SAINT DOMINIQUE
English, and immigrant populations. First arriving of Saint-Laurent, the SDBSL is met with several key
SAINT-LAURENT
DULUTH
at the Old Port, immigrants to Canada found new challenges:
opportunities and new life travelling north up the
Boulevard, a legacy that can still be felt today. Influenced • The membership’s perceived value of the SDBSL NAPOLÉON
by this intersection of cultures and perspectives, The • Political relationships with the borough ST CUTHBERT
Main maintains its unique character, persisting to play • Homogenous visual identity
its role as a fundamental cultural, economic, and social • Parking
DE BULLION
force on the Island of Montreal to this day. • Vacancies
COLONIALE
• Loss of historic identity
• Competition
STUDY AREA • Taxation disincentives
CLARK
The specific segment under study on the Boulevard is a In a commercial boulevard such as Saint-Laurent,
two-kilometre section running from Sherbrooke Street prosperity starts and ends with the people. Consequently, PRINCE ARTHUR
in the south to Mont-Royal Avenue in the north. Situated interACTION’s determination of the main challenge
in the Plateau-Mont-Royal borough of Montreal, facing the Boulevard is the undefined target market of
this part of Saint-Laurent is the historic focus of the businesses. This specifically includes a large group
Montreal’s Jewish and Portuguese communities, and is of residents, commercial tenants and visitors who are
MILTON
characterized largely by commercial and entertainment currently missing from the clientele that are needed to
E
services. For a more thorough evaluation of factors breathe new life into The Main. With this in mind, the SHE
RBR
OOK
influencing the primary segment, we will also look at question remains how can the SDBSL move forward
the region within 400 meters of Saint-Laurent as well as with a unique vision and actually realize its goals?
Kilometers
0 0.1 0.2 0.3 0.4
4 state of the main : interaction

9. A FRESH APPROACH
The interACTION group comes prepared to
respond to this question with a new approach
for developing a set of economic development
and urban planning solutions. Previous work has
provided a better understanding of the challenges
faced by businesses along Saint-Laurent. We
will move beyond this body of work and provide
direction for the SDBSL.
Our approach is focused on immediate results
leading to future capacity. We provide an efficient
(yet thorough) evaluation of the current situation,
identify the greatest challenges, and produce a
plan to overcome them in a way that is within the
organizational and financial means of the client.
This will be achieved by building on existing data
and identifying the missing elements, without
the need to repeat studies or for “reinventing the
wheel.” Saving time in this way allows our team
to focus more energy on pinpointing the most
problems affecting businesses. ltimately we will
devise a comprehensive plan featuring visible,
high-impact solutions for the betterment of Saint
Laurent instead of merely providing a better
understanding of the problems.
planning project proposal 5

10. METHODOLOGY
The work plan we have laid out for developing this Tasks:
plan has a duration of roughly three months from 0.1 Visit Boulevard Saint-Laurent and
the beginning of September to mid December. neighbouring streets
This period will be sufficient for us to properly 0.2 Meet the client to discuss needs, mandate,
evaluate SDBSL’s vulnerabilities and opportunities and share resources
and recommend a fresh perspective on their 0.3 Begin collecting context and background
operations as well as some novel new directions. information from observations, informal
The following details our strategy for discovering interviews, and resources available through
an appropriate course of action for the SDBSL. the SDBSL, ConverCité, and traditional
library and internet sources
PHASE 0: SET THE STAGE 0.4 Determine study area boundaries and project
scope based on business membership in the
Timing: September 8 to 29th (3 weeks) SDBSL (Rue Sherbrooke to Avenue Mont-
Royal), influential nearby projects, initiatives,
Deliverables: Project proposal competitors, and resident populations
0.5 Develop project proposal
The initial meeting with the decision-makers of
the SDBSL is the opportunity to understand the
concerns of the client and the environment in which
they are working. Information sharing of resources
available and past experiences is encouraged. This
process helps to define interACTION’s novel value
proposition to the client.
Purpose:
• Identify underlying problems to be addressed
rather than satellite issues
• Develop a sense of the client’s position and
values
• Create an inventory of physical resources
available and past experiences
• Define expected outcomes and essential
deliverables
6 state of the main : interaction

11. PHASE 1: BUILD THE VISION Tasks:
1.1 Create draft vision based on existing resources,
Timing: September 16 to October 7 (3 weeks) articles, reports, and past studies, interviews
and market surveys
Deliverables: Vision statement 1.2 Adjust vision based on selective interviews with
the community and stakeholders, such as:
The vision of this storied boulevard must be a • Business operators who have been on the
combination of perspectives ranging from the past Boulevard longer than 15 years
to the present and looking onwards to the future. • Business operators who have been on the
It is important that interACTION consult with Boulevard less than 5 years
historic research to understand the foundation of • Long-term and recent residents
this area. Approximately 20 selective interviews and representing on-street residents and
informal conversations with key local stakeholders, adjacent neighbourhoods
neighbouring interests and the borough must • City administrator from Le Plateau
be conducted to develop a holistic vision for the Mont-Royal Borough; Directors of
area. Questions will be structured to inform our neighbouring SDCs of Avenue Mont-
understanding of the street’s current and desired Royal and Rue Saint-Denis
clientele, their challenges, and what they expect of
their SDC. .
Purpose:
• Create a vision that is shared with the
community of residents and merchants
• Ensure the vision is grounded with the
boulevard’s historic importance
• Identify the common values among the
residents and merchant community
planning project proposal 7

12. METHODOLOGY
CONTINUED
PHASE 2: IDENTIFY THE TARGET Purpose:
MARKET • Understand the relationship between the
diversity of commerce and their relative
Timing: September 27 to October 11 (2 weeks) location to one another; this will help to identify
opportunities for complementary businesses
Deliverables: Conclusion of target market study and/or amenities
• Complement existing customers by focusing on
As expressed by the SDBSL, the target market of attracting prospective clients (target residents,
the boulevard is undetermined. While studies have commercial tenants and visitors)
been conducted to determine who is currently living, • Examine the needs of the target market and
working and visiting the area, insufficient focus has what is the boulevard’s current position in
been put on who are not – the prospective clients who meeting those needs (Supply and Demand)
can help build business and enliven the area 24/7. • Understand how current and future land-
Understanding the demands and addressing the use changes in the area could influence the
common needs of these potential clients is the key to commercial mix, occupancy rate, purpose and
attracting the potential target market of Boulevard number of visitors in the area
Saint-Laurent and growing business. This is done by • Understand where to focus key strategic
conducting a land use study of the boulevard and the interventions
surrounding region within 400 meters to understand
the current product and service offering in the area. Tasks:
2.1 Conduct a land-use study to identify the spatial
Thereafter, a review of available studies, surveys and mix of businesses in the area, existing anchor
case studies will be done to compare the existing tenants and potential complementary services
clientele of the Boulevard Saint-Laurent with 2.2 Identify current residents, commercial tenants
the target market of other successful commercial and visitor clientele through site visits and by
streets. This will enable interACTION to identify using available surveys
what other market segments the boulevard could 2.3 Identify missing clientele needed to activate the
attract. Furthermore, an examination of ongoing street 24/7 by comparing with existing case
and proposed projects will be conducted, namely the studies concerning successful commercial streets
Quartier des Spectacles renovations, the proposed 2.4 Research current and proposed land-use changes
Quadrilatere Saint-Laurent project in the lower Main and major projects to determine their potential
and the eminent closing of Hotel Dieu de Montreal, influence on Boulevard Saint-Laurent
the Montreal Chest Institute and the Royal Victoria
Hospital.
8 state of the main : interaction

13. PHASE 3: CREATE THE 5-YEAR Tasks:
PLAN 3.1 Conduct SWOT analysis
3.2 Determine the unmet physical, cultural and spatial
Timing: October 11 to November 5 (3 weeks) needs of the target market
3.2.1. Summarize the supply of existing land use (e.g.
Deliverables: Key interventions of the plan housing stock, office space, parks) through site
visits, map analysis, and other available data
In order to reflect the dynamic nature of the boulevard, 3.2.2. Inventory current programs, festivals and events
a thorough analysis of the needs of the target market 3.3 Identify and design key interventions to address these
within the defined study area is required. This involves needs in a 5-year timeframe, while respecting existing
addressing the following community elements: commerce, long-term plans, projects and strategies for the area.
retail and business; cultural facilities and spaces; open 3.4 Consider potential financial feasibility
and public spaces; physical infrastructure; technology and
communications; and the transportation and circulation
network. Cost, revenues and possible sources of funding
will be considered. Inspirational case studies and examples
will be used to demonstrate their effectiveness.
Purpose:
• Synthesize the target market research in order to
complete interACTION’s understanding of the area
and leverage opportunities
• Define key interventions which can be immediately
addressed but have lasting impacts and work within
the framework of existing long-term plans
• Develop a framework for action that is realistic and
adaptable to the changing environment
• Make useful connections between data from previous
studies and the current physical environment
• Identify possible business networks and partnerships
planning project proposal 9

14. METHODOLOGY
CONTINUED
PHASE 4: MAKE IT HAPPEN: Tasks:
DEVELOP IMPLEMENTATION 4.1 Suggest a marketing and communications
STRATEGIES strategy for both the membership and
Boulevard Saint-Laurent users
Timing: November 5 to 19th (2 weeks) 4.2 Outline a financial strategy, including
identifying resources and opportunities
Deliverables: Action items to be accomplished in 4.3 Recommend a political strategy to propose
5 years planning interventions and harness the
financial support of the Borough
The implementation strategy is about organizing
resources in order to maximize the SDBSL’s
position to influence and make change. This PHASE 5: PUT IT TOGETHER:
involves creating a financial strategy, marketing SYNTHESIZE AND DELIVER
and communications strategy, political strategy as PROJECT COMPONENTS
well as an organizational strategy for the SDBSL.
These strategies will be presented as action items Timing: November 20 to December 17 (1 month)
that build from one another to develop a supporting
economic relationship amongst the membership as Deliverables: Final presentation and report
well as their relationship to the SDBSL.
The client will be invited to McGill University for
Purpose: a presentation of the project. Time will be put
• Demonstrate why and how relationships aside to provide a presentation to stakeholders
between certain merchants can be formed to of the client’s choosing if requested. A bound
meet the needs of future clients comprehensive report with all findings and strategy
• Strengthen the relationship between the recommendations will be provided in hardcopy.
SDBSL’s membership and adjacent businesses
in order to leverage mutual interests
• Increase the perceived value of the SDBSL
by demonstrating proactive and visible
improvements to members
• Prioritize actions in order to maximize
their impacts and gain support from key
stakeholders (target market, borough,
membership)
10 state of the main : interaction

15. GANTT CHART
GANTT CHART
September 2010 October 2010 November 2010 December 2010
interACTION VISION AND STRATEGY FOR SAINT- LAURENT
05/09 12/09 19/09 26/09 03/10 10/10 17/10 24/10 31/10 07/11 14/11 21/11 28/11 05/12 12/12
0.0 Set the Stage (Deliverable: Project Proposal)
0.1 Visit Saint-Laurent and neighbouring streets
0.2 Meet the client to discuss needs, mandate, share resources
0.3 Begin collecting context and background information
0.4 Determine study area boundaries and project scope
0.5 Develop project proposal
1.0 Build the Vision
1.1 Create draft vision based on existing resources
1.2 Adjust vision based on selective interviews with stakeholders
2.0 Identify the Target Market
2.1 Conduct land-use study to identify spatial mix of business
2.2 Identify current clientele (resident, commercial, visitor)
2.3 Identify missing clientele needed to activate street 24/7
2.4 Research current and proposed land-use changes and projects
3.0 Create the 5-Year Plan (Deliverable: Progress Report)
3.1 Conduct SWOT analysis
3.2 Determine physical, cultural, and spatial needs of target market
3.3 Identify and design key interventions to address needs of market
3.4 Consider potential financial feasibility
4.0 Make it Happen: Develop Implementation Strategies
4.1 Suggest a marketing and communication strategy
4.2 Outline financial strategy
4.3 Recommend political strategy
5.0 Put It Together: Synthesize and Deliver Project Components
5.1 Prepare presentation
5.2 Prepare report
5.3 Show and Tell: Presentations and Final Report
5.3.1 Presentation to McGill University and Client
5.3.2 Proposed presentation to client and stakeholders
5.3.3 Final Report published and submitted
planning project proposal 11

16. TIME BUDGET
TIME BUDGET
interACTION VISION AND STRATEGY FOR SAINT- LAURENT ERIC ANDERSON ALEX CARRUTHERS JENNIE MCDOWELL MAY PHAM JEFF ROBSON TOTAL
0.0 Set the Stage (3 weeks) [Deliverable: Project Proposal] 259.0
0.1 Visit Saint-Laurent and neighbouring streets 2.0 4.0 4.0 4.0 3.0 17.0
0.2 Meet the client to discuss needs, mandate, share resources 3.0 6.0 3.0 3.0 3.0 18.0
0.3 Begin collecting context and background information 18.0 20.0 20.0 22.0 22.0 102.0
0.4 Determine study area boundaries and project scope 2.0 1.0 1.0 -- 2.0 6.0
0.5 Develop project proposal 24.0 22.0 24.0 24.0 22.0 116.0
1.0 Build the Vision (3 weeks) 258.0
1.01.1 Create draft vision based on existing resources 30.0 20.0 25.0 20.0 25.0 120.0
1.2 Adjust vision based on selective interviews with stakeholders 20.0 34.0 25.0 34.0 25.0 138.0
2.0 Identify the Target Market (2 weeks) 205.0
2.1 Conduct a land-use study to identify spatial mix of business 5.0 5.0 5.0 5.0 5.0 25.0
2.2 Identify current clientele (resident, commercial, visitor) 18.0 9.0 9.0 12.0 9.0 57.0
2.2.1 Review and analyse existing studies 18.0 9.0 9.0 12.0 9.0 57.0
2.2.2 Review and analyse results of September surveys, if available -- -- 9.0 -- -- 9.0
2.3 Identify missing clientele needed to activate street 24/7 -- -- -- 9.0 9.0 18.0
2.3.1 Inspiration: case study research of main street best practices 9.0 9.0 -- -- -- 18.0
2.3.2 Who’s Missing? Analysis of clientele and case studies to ID target market -- -- -- -- -- --
2.4 Research current and proposed land-use changes and major projects -- -- 9.0 12.0 -- 21.0
3.0 Create the 5-Year Plan (3 weeks) [Deliverable: Progress Report] 134.0
3.1 Conduct SWOT analysis 4.0 -- 2.0 2.0 -- 8.0
3.2 Determine physical, cultural, and spatial needs of target market
3.2.1 Determine physical infrastructure needs: housing & lodging -- -- -- 18.0 -- 18.0
3.2.2 Determine temporary and permanent cultural facilities and space req. -- -- -- -- 9.0 9.0
3.2.3 Determine transportation and circulation network needs -- 18.0 18.0 -- -- 36.0
3.2.4 Determine technology and communications needs and opportunities 9.0 -- -- -- 9.0 18.0
3.2.5 Determine open space and public space needs 9.0 -- -- -- -- 9.0
3.2.6 Determine commercial, retail, and business needs 4.5 -- -- -- 4.5 9.0
3.3 Identify and design key interventions to address needs of market in 5 years
3.3.1 Design physical infrastructure interventions 9.0 -- -- 9.0 -- 18.0
3.3.2 Design cultural facilities and space interventions (if any) -- -- -- -- 9.0 9.0
12 state of the main : interaction

17. TIME BUDGET
interACTION VISION AND STRATEGY FOR SAINT- LAURENT ERIC ANDERSON ALEX CARRUTHERS JENNIE MCDOWELL MAY PHAM JEFF ROBSON TOTAL
3.0 Create the 5-Year Plan (cont’d) 153.0
3.3.3 Design transportation and circulation network interventions -- 9.0 9.0 -- -- 18.0
3.3.4 Design technology and communications interventions (if any) 9.0 -- -- -- 9.0 18.0
3.3.5 Design open space and public space interventions (if any) -- -- 9.0 -- -- 9.0
3.3.6 Design commercial, retail, and business interventions -- 9.0 -- 9.0 -- 18.0
3.4 Consider potential financial feasibility
3.4.1 Costs and revenues -- -- 18.0 -- -- 18.0
3.4.2 Potential sources of funding -- -- -- 18.0 -- 18.0
3.4.3 Identify best practice case studies and examples 18.0 18.0 -- -- 18.0 54.0
4.0 Make it Happen: Develop Implementation Strategy (2 weeks) 30.0 30.0 30.0 30.0 30.0 144.0
4.1 Deliver a marketing and communications strategy 18.0 -- -- 18.0 18.0 54.0
4.2 Outline a financial strategy -- 18.0 18.0 -- -- 36.0
4.3 Recommend a political strategy -- 18.0 18.0 -- 18.0 54.0
5.0 Put It Together: Synthesize and Deliver Project Components (1 mth.) -- 20.0 20.0 20.0 20.0 100.0
5.1 Prepare presentation 20.0 -- 20.0 -- -- 40.0
5.2 Prepare report -- 20.0 -- 20.0 20.0 60.0
5.3 Show and Tell: Synthesize and deliver project components
5.3.1 Presentation to McGill University & client
5.3.2 Proposed presentation to client and stakeholders
5.3.3 Final Report published and submitted
TOTAL 249.5 249.0 255.0 251.0 248.5 1253.0
planning project proposal 13

18. PROJECT WORKFLOW
PROJECT WORKFLOW
SECTION 0: SECTION 1: SECTION 2: SECTION 3: SECTION 4: SECTION 5:
SET THE STAGE BUILD THE VISION IDENTIFY TARGET MARKET CREATE 5-YEAR PLAN MAKE IT HAPPEN PUT IT TOGETHER
5.3.3
FINAL REPORT PUBLISHED
0.1 & SUBMITTED
VISIT ST-LAURENT AND
NEIGHBOURING STREETS 12/17
3.4b COSTS & REVENUES
09/08
3.4a FUNDING SOURCES 5.3.2
PROPOSED PRESENTATION
0.2 2.1 3.4 4.1 TO CLIENT & STAKEHOLDERS
MEET CLIENT TO DISCUSS CONDUCT LAND-USE STUDY CONSIDER POTENTIAL SUGGEST MARKETING &
NEEDS, MANDATE, SHARE... TO IDENTIFY SPATIAL MIX... FINANCIAL FEASIBILITY COMMUNICATIONS STRATEGY 11/25-12/03
09/15 1.2 09/22-09/29 10/29-11/05 11/05-11/19
ADJUST VISION BASED ON 5.3.1
SELECTIVE INTERVIEWS... PRESENTATION TO MCGILL
0.3 2.2 3.3 4.2 UNIVERSITY & CLIENT
BEGIN COLLECTING CONTEXT 09/23-10/07 IDENTIFY CURRENT IDENTIFY & DESIGN KEY OUTLINE A FINANCIAL
AND BACKGROUND INFO CLIENTELE... INTERVENTIONS... STRATEGY 11/25
09/08-09/16 1.1 09/22-09/29 10/19-11/05 11/05-11/19
CREATE DRAFT VISION BASED 5.3
ON EXISTING RESOURCES SHOW & TELL : FINAL
0.4 2.3 3.2 4.3 REPORT & PRESENTATIONS
DETERMINE STUDY 09/16-09/29 NTIFY MISSING CLIENTELE DETERMINE PHYSICAL, RECOMMEND A POLITICAL
BOUNDARIES AND SCOPE... NEEDED TO ACTIVATE 24/7 CULTURAL, SPATIAL NEEDS STRATEGY 11/25-12/16
09/16-09/21 09/28-10/07 10/11-10/21 11/05-11/19
5.2
PREPARE REPORT
0.5 2.4 3.1
DEVELOP PROJECT RESEARCH LAND-USE COMPLETE SWOT ANALYSIS
PROPOSAL CHANGES AND PROJECTS 11/26-12/16
09/16-09/29 09/27-10/11 09/09-09/11
5.1
PREPARE PRESENTATION
11/20-11/24
14 state of the main : interaction

19. TEAM PROFILES
ERIC ANDERSON
Eric has a variety of experience living and working in different cultural and economic environments. This
has instilled in him a sense of adventure and a strong ability to adapt to new and challenging situations.
He is also a strong proponent of the value of information and communication technologies as tools for
economic and social development, and has used this expertise in fields as diverse as adult literacy, non-profit
management, and business education. The interdiciplinary nature of Urban Planning has attracted Eric to
McGill University and Montreal to explore how these technologies can be used as new ways for community
engagment and democratic decision making in multicultural environments.
Not surprisingly, Eric also spends much of his spare time with technology, refurbishing old computers with
open-source software and sometimes reading science fiction novels. Eric also speaks Bambara, German,
Greek.
Professional Experience
• May 2010 – Current
Planning Intern for Quartier de l’Innovation Project, Convercité
• 2007 – 2008
Non-profit Management Consultant, Junior Achievement Mali
• 2005 – 2007
Small Business Development Volunteer, Peace Corps Mali
Education
• Master of Urban Planning Candidate, McGill University (Current)
• Bachelor of Arts in German Languages and Literature with Minor in Business Administration,
University of Oregon (2005)
planning project proposal 15

20. TEAM PROFILES
ALEX CARRUTHERS
Alex has been living, working, and studying in Montreal for nearly 10 years. His professional career
began with an aprenticeship as a handmade papermaker, a trade he practices to this day on Montreal’s
Lachine Canal. He credits this for an enduring connection to small local business. He has a degree in
Urban Planning from Concordia University, and experience in web based community organization, and
community economic development. As well as pursuing an academic interest in urban economics and
economic geography in McGill’s Masters of Urban Planning program, Alex has undertaken the position of
director of client relations @ www.madeinmontreal.org.
His experience with small business and interest in the nature of networks within local urban economies
makes Alex a natural fit with the interAction team.
Professional Experience
• May 2010 – Current
madeinmontreal.org web development, business planning, funding application
• May – August 2009
turcot.ca web development, community activation: Community University Research Alliance McGill
• Jan – May 2009
Planning intern Regroupment Economic et Social de la Sud-Ouest
• May – Aug 2008
Development business Strategy and publication of local urban manufacturing document:
everydaypeople.ca
Education
• Master of Urban Planning Candidate, McGill University (Current)
• Bachelor of Arts in Urban Planning, Concordia University (2009)
16 state of the main : interaction

21. JENNIE MCDOWELL
Jennie is originally from Mississauga, Ontario, and spent 8 years studying Ecology and employed in various
environmental and planning jobs in Guelph Ontario before undertaking a Masters of Urban Planning at
McGill University in Montreal. Jennie has worked for public, private, and non-government organizations,
in the fields of renewable energy, sustainable transportation planning, climate change policy lobbying,
and mixed-use urban planning and development. She brings the team her skills in project management,
transportation demand management, policy analysis and development, event planning and coordination.
Professional Experience
• May – August 2010
Project Manager, Third Annual Insittute for Mixed Use Planning and Development,
LiveWorkLearnPlay (Montreal, Qc)
• 2006 – 2009
Transportation Demand Management Coordinator, City of Guelph (Guelph, On)
• 2005 – 2006
Sales Representative for renewable energy and energy conservation technologies,
SelectPower/Guelph Hydro (Guelph, On)
• 2006, 2008, 2009
Policy Coordinator and Delegate; Canadian Youth Delegation/Canadian Youth Climate Coalition
to the UN Climate Change Conferences (Montreal, Canada; Bali, Indonesia; Poznan, Poland)
Education
• Master of Urban Planning Candidate, McGill University (Current)
• Bachelor of Science, Ecology, University of Guelph (2007)
planning project proposal 17

22. TEAM PROFILES
MAY PHAM
As a student planner and liveable cities advocate, May has worked on several projects across Ottawa and
Montreal aimed at stimulating the local economy and developing community networks. After several years of
experience working in corporate and government environments, she is motivated to use her communication
skills and resources to support local revitalization initiatives. From volunteering with immigrant communities
and neighbourhood development associations, May is a passionate believer of the influence and benefits of
local partnerships. Her linguistic skills in Vietnamese are also valuable in developing professional networks.
May enjoys travelling to distant and exotic countries to bring back inspiration for paintings and creative
work.
Professional Experience
• May 2010 – August 2010
Planning Intern, National Capital Commission
• February 2008 – August 2009
Distribution Sales Coordinator, Rogers Communications Inc.
• January 2007 – April 2007
Marketing Intern, TerraChoice Environmental Marketing Inc.
• May 2006 – November 2006
Junior Human Resource Analyst, Public Service Commission of Canada
• August 2005 – December 2005
Trade Support Officer, Department of Canadian Heritage
Education
• Master in Urban Planning Candidate, McGill University (Present)
• Advanced Acrylic Landscaping, Ottawa School of Art (2008)
• Bachelor of Commerce in International Management, University of Ottawa (2007)
• Masters in Marketing Certificate, Audencia Nantes Ecole de Management (2007)
18 state of the main : interaction

23. JEFF ROBSON
With academic interests and professional experience spanning a variety of disciplines, Jeff brings an
‘outsider’ perspective to interACTION. After earning a degree in European History and Geography from
the University of Calgary, Jeff employed his skills in research design and critical writing to assist organizations
as diverse as the City of Calgary Fire Department and the Institut national de la recherché scientifique in
achieving their operational goals. Armed with prior experience in community-led sustainability initiatives,
Jeff is an ardent supporter of local economic and social development efforts.
When not engrossed in planning, Jeff enjoys graphic design and typography, reading, and making noise with
his trusty guitar.
Professional Experience
• May 2010 – Current
Research Assistant, Institut national de la recherché scientifique
• May 2010 – Current
Graduate Research Assistant, Transportation Research at McGill
• May – August 2009
Junior Policy Analyst, City of Calgary Fire Department
Education
• Master of Urban Planning Candidate, McGill University (Current)
• Bachelor of Arts in European History with Minor in Geography, University of Calgary (2009)
planning project proposal 19

24. inter/
ACTION
u r b a n e c o n o m i c d e v e l o p m e n t
Final Project Proposal
published 30 September 2010