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HomeMy WebLinkAbout5. Village Manager's Report 01/17/2012Mount 1 1 "i Mount Prospect Public Works Department 9. TREE CM USA INTEROFFICE MEMORANDUM TO: VILLAGE MANAGER MICHAEL E. JANONIS FROM: FORESTRY /GROUNDS SUPERINTENDENT DATE: JANUARY 11, 2012 SUBJECT: BID RESULTS - TREE REMOVALS ($155,000) BACKGROUND Sealed bids for parkway tree removals in 2012 were opened on January 3, 2012. This contract requires removal of dead, dying, diseased, EAB infested or structurally unsound parkway trees to ground level. As in the past, we also sought prices for emergency tree work in the event of a major storm. Finally, we included a provision which will allow us to extend the contract for a second and third year at the same bid prices, if both the contractor and Village agree. BID RESULTS Fourteen invitational bids were mailed and a notice was published in a local newspaper. Eight bids and three "No -Bid" letters were received. Bidders were asked to submit a price per inch for removal of trees in each of five different size classes. In order to draw comparisons between various bids, we asked bidders to use our estimated quantities to calculate an extended cost. Bid results for removal of an estimated 6,765 diameter inches plus an estimated 30 hours of emergency work, were as follows: Total Bid Price including Removals and Emerg Work Dawson's Tree Service $137,087.50 (bid non - responsive - see discussion below) Homer Tree Care, Inc. $140,227.57 Trees R Us $151,481.00 Powell Tree Care, Inc. $175,825.60 Landscape Concepts Mgmt. $200,924.25 B. Haney and Sons, Inc. $231,627.75 R.W. Hendricksen, Co. $237,480.00 (bid non - responsive - see discussion below) Winkler's Tree and Land., Inc $258,881.15 Kramer Tree Specialists, Inc. No bid letter Steve Piper and Sons, Inc. No bid letter Nels J. Johnson and Sons, Inc. No bid letter DISCUSSION I recommend rejection of the apparent low bid by Dawson's Tree Service. The specifications required all bidders to submit a bid bond or cashier's check in the amount of 10% of their bid. Dawson's submitted a corporate check instead, and the amount of the check was approximately $1,900.00 less than 10% of their bid. Dawson's also submitted only three of the four required municipal references. A check of the three references that were submitted showed that none were for contracts anywhere near the size of ours (they ranged in size from $10,500.00 to $50,000.00.) Finally, Dawson's equipment list shows far less available equipment than the next lowest bidder, Homer Tree Care, Inc. Dawson's listed only 2 aerial bucks, 2 Page 2 of 2 Bid Results — Tree Removals ($155,000) January 11, 2012 chippers and one grapple truck. In my opinion, Dawson's would not have enough equipment to effectively respond in the event that a severe storm struck during the height of the EAB / DED removal season, as happened during 2011. I also recommend rejection of the bid received by R.W. Hendricksen Co. as being non - responsive. They submitted over a page of deviations from the bid specifications. R.W. Hendricksen requested deviations were so extensive that effectively the bid they submitted was for an entirely different contract than the one the other contractors were bidding on. The resultant lowest qualified bidder, Homer Tree Care, Inc., has performed admirably for us in the past on our Parkway Removal Contract (20 10 and 2011). They also played a key role in our rapid response to the June 21, 2011 and July 11, 2011 windstorms thi s past summer. Although they began 2011 with an $86,400.00 tree removal contract, during the course of the year Homer willingly accepted multiple contract additions when additional funds were appropriated for storm and EAB removals. All told, Homer successfully completed roughly $203,000.00 worth of contractual tree removals in 2011, in addition to their emergency storm damage work. We found them to be extremely efficient, responsive, and safety conscious, and we received no complaints about their work. Additionally, they saved our taxpayers dollars by voluntarily providing us with a free log disposal site for logs generated by our crews. Even if we escape any serious storms in 2012, we expect that we will likely need to remove about 900 -1100 parkway trees this year. This is based on our usual average of about 400 -500 tree removals per year, as well as an estimated 500 -600 EAB- infested ash trees. (EAB removals are predicted based on results reported by local municipalities that have been battling EAB for four or five years.) Unfortunately, funds budgeted for contractual tree removals in 2012 will only allow Homer to remove approximately 350 -400 trees, depending on tree diameters. Our in -house crew typically can only remove about 100 trees per year due to other work needs. Since removal of dead /dying trees cannot be ignored for public safety reasons, it is highly likely that additional tree removal funds will be needed this year. BID RECOMMENDATION I recommend award of a possible three -year contract to the lowest qualified bidder, Homer Tree Care, Inc., in an amount not to exceed $155,000.00. There are sufficient funds for this proposed contract in the current budget. If year one is successful, and a contract extension is agreed to by the Village and the contractor, years two and three will be in whatever amount is appropriated in the subsequent budgets. Sandy Clark I concur: ; Sean P. Dorsey Director of Public Works Mount Prospect Public Works Department INTEROFFICE MEMORANDUM �M?/ TO: VILLAGE MANAGER MICHAEL E. JANONIS FROM: WATER & SEWER SUPERINTENDENT DATE: JANUARY 10, 2012 SUBJ: BID RESULTS FOR WATER METERS (NOT TO EXCEED $59,216) Background The Village of Mount Prospect operates a water distribution system that includes over 11,000 metered accounts, pumps an average of 3.5 million gallons of water per day, and generates annual revenues exceeding $10 million. Water meters are an important part of the fiscal viability of this enterprise. They are, in essence, the cash registers that support the entire operation. In order to assure accuracy, it is necessary to periodically repair or replace water meters. It has been our experience that it is cheaper and more efficient to replace smaller meters, such as the 5/8" and 1" meters installed in most homes, rather than have them tested and repaired. This reality can be explained by the fact that it is considerably more labor- intensive to test these meters, and make any commensurate repairs, than it is to simply replace the meter. Also, since replacement is much faster than testing, the process is less disruptive to customers. Presently, the Village replaces residential water meters on 15 -year cycle. Typically, 700 to 800 meters are replaced each year. This schedule is consistent with guidelines promulgated by the American Water Works Association (AWWA). AWWA recommends repair or replacement of small, cold -water meters every 15 years. Staff prepared bid documents for the quantity of meters that are planned for replacement in 2012 plus a nominal meter reserve for new installations and emergency water meter changes. These documents also required vendors to provide pricing on 750- 5/8" and 75 - 1" cold water meters, along with associated parts. In addition, the specifications also required vendors to provide an absolute digital encoder (ADE) register head reading in gallons with cabling to allow for the meter's future incorporation into an automated meter reading (AMR) system. Furthermore, vendors were instructed to provide pricing valid for a minimum of one hundred and eight (180) days or for a longer period that the vendor could stipulate. Bid Results Bid documents were requested by five (5) firms and a bid notice was published in a local paper. Bids were received on January 9, 2012, opened and read aloud as required. No vendors declined to bid. The following five (5) firms submitted bids: Page 2 of 2 Bid Results for Water Meters (Not to exceed $59,216.00) January 10, 2012 BIDDER PRICE Badger Meter, Brown Deer, Wisconsin $ 59,216.00 HBK Meter Services, Palatine, Illinois $ 59,876.75 Water Products Inc, Aurora, Illinois $ 64,053.25 Datamatic, Plano, Texas $ 65,009.25 Mid American Water, Wauconda, Illinois Non - responsive ($ 75,218.00 ) Discussion All bids were checked to ensure that the supplier was providing the needed and necessary equipment in accordance with the specifications. One bidder, Mid American Water, failed to submit either a bid bond or cashier's check and thus is considered non - responsive to the bid specifications. All bidders stipulated that they would honor their unit prices for a period of one hundred - eighty (180) days. The lowest responsible bidder, Badger Meter of Brown Deer, Wisconsin has been the Village's water meter supplier in previous years and is considered a reliable, responsive vendor. In fact, the Village of Mount Prospect is one of Badger Meter's oldest customers with procurement records dating to the 1920s. Staff is confident that Badger Meter can adequately fulfill this proposed contract. Recommendation I recommend that the Village Board accept the bid for the purchase for cold -water meters and accessory components as submitted by Badger Meter Company of Brown Deer, Wisconsin in an amount not to exceed $59,216.00. Sufficient funds for this proposed procurement exist in the current budget. Matt Overeem, Superintendent Wan P. Dorsey Director of Public Works cc: Director of Public Works Sean P. Dorsey bid file H: \Water \projects\2012 \meters \BID RECOMMENDATION water meters.doc Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM e TO: VILLAGE MANAGER FROM: PUBLIC INFORMATION OFFICER DATE: JANUARY 11, 2012 SUBJECT: PROPOSAL FOR 2012 DOWNTOWN BLOCK PARTY MANAGEMENT SERVICES BACKGROUND r Mount Prospect has become synonymous with great community events and the public has come to expect a high quality product. The Downtown Block Party has been a signature summer event in Mount Prospect since its inception in 1999. From the beginning, the coordination of the event has been a close partnership between the Village and the Mount Prospect Chamber of Commerce. Each year, the event has grown and evolved, and the organizing committee has constantly looked at ways it can be improved. DISCUSSION With the turnout the Block Party experienced in 2011, it was determined that the event had potential to grow in attendance numbers. By working with a talent booking agent, Mount Prospect hosted bands that had drawing power, brought their own fan base, and added an excitement to the party that had not been experienced before. This led staff to explore the benefits of hiring an event management company that would bring experience, marketing capabilities, and economies of scale to the table in order to improve and grow the event. Over the past year, staff has been in discussion with Ravenswood Event Services to look at ways they can help us to lower our costs associated with the event and maximize the event's potential. • Experience Ravenswood has extensive experience in event and festival management, the closest example to Mount Prospect being Palatine's Street Fest, which was how staff learned about them. The Village of Palatine initially contracted with Ravenswood primarily for their talent booking services and each year expanded Ravenswood's involvement. Ravenswood is essentially managing all aspects of Palatine's Street Fest event. 2012 Block Party Event Management Services January 11, 2012 Page 2 In addition to the Palatine Street Fest, Ravenswood is involved in many events throughout the city and suburbs including the Winter Wonderfest at Navy Pier, the Taste of Oak Brook, the Chicago Marathon, the Chicago Air and Water Show, Taste of River North and more. Staff has communicated the values of the event and the community to Ravenswood. They understand that this event has a "hometown" feel to it, and that the Village and Chamber have every intention of maintaining its community feel. They understand and appreciate the fact that, although they will be managing the event, Village and Chamber staff will still be very involved in the planning and execution of the event with supervisory and decision making capacities. They also understand that over the years, the planning committee has done everything possible to keep the event and all the activities within it "free" and will continue to do so. Marketing A significant part of the Ravenswood proposal relates to marketing: social media campaign, website and branding. The Village has witnessed the power of social media by the growth in publicity for its other events, but has not realized the tool's full potential. This social media campaign would strategize the placement and frequency of messages about the event. Ravenswood would create a website dedicated to the event. Information about the event is crucial not only to event attendees but to people interested in sponsoring or performing at the event. The design and maintenance of the website (including an event logo) are included in the proposal. Sponsorships are a huge factor in the event, and one of the most needed areas of assistance that Ravenswood will provide is in attracting event sponsors. In addition to working with past Block Party sponsors, they have contacts with regional and national sponsorship opportunities that the committee has not had connection to in the past. • Economies of Scale Ravenswood receives special pricing from many vendors (tent, porta- potties, etc.) due to the volume of events they manage and that pricing will be passed on to the Village. They collect bids for all aspects of equipment and rentals to ensure the best pricing. Another savings as a result of working with Ravenswood is in labor hours. By using labor services provided by Ravenswood, we will realize a significant savings by reducing Public Works overtime costs. 2012 Block Party Event Management Services January 11, 2012 Page 3 • Addition of Friday Night Staff is also proposing changing the 2012 event by adding a Friday night. The Friday night activities would be limited to entertainment and food, and would not include the Business Expo and Children's Activities that take place along Busse Ave. to the east and Emerson Street to the south. There are minimal costs associated with adding the day in terms of rentals (tent, stage, etc.) and since the set up will occur during normal working hours during the day on Friday, even less Public Works overtime charges will be incurred. RECOMMENDATION Entering into a relationship with Ravenswood is best considered over a long term basis. Much of the initial work this year will be used in subsequent years in marketing and sponsor outreach. A brand will be built for the event, and it will grow into one of the premier events in the suburban Chicago region. While we may not realize a large bump in sponsorships the first year, we will maximize the return for existing sponsors, and create additional new sponsorship opportunities. Over time the event will become established and relationships will be built with sponsors. Staff requests approval to enter into an agreement with Ravenswood Event Services for management of the Downtown Block Party in an amount not to exceed $20,000. Fees would include Event Management Fee, Operations and Clean -up Labor Services, Sponsorship and Marketing Services, Social Media Campaign and Event Branding. It is expected that these costs would be covered through increased sponsorship amounts, as well as cost savings in rentals and labor. In addition to the fees, Ravenswood earns 18% commission on Direct Sponsorship sales and 5% on Client Generated or Collaborative Sponsorship Sales. Proposed Fees Event Management ............ ............................... $6,000 Social Media Campaign ..... ............................... $4,000 Graphic Design/Web Site ... ............................... $3,000 Labor.................................. ............................... $4,920 TOTAL (estimate) ............ ............................... $17,920 Maura El Metennani Public Information Officer Village of Mount Prospect Community Development Department MEMORANDUM TO: MICHAEL E. JANONIS, VILLAGE MANAGER FROM: DIRECTOR OF COMMUNITY DEVELOPMENT DATE: JANUARY 11, 2012 SUBJECT: REQUEST FOR FACADE REBATE REIMBURSEMENT — CRAVE RESTAURANT The Village has established the Fagade Rebate Program in the downtown Tax Increment Financing District that offers matching grants to businesses that make improvements to storefronts in the downtown district. The maximum Village contribution is $10,000 per storefront. The owner, Rafael Dickson, has leased the former Tuccio's /Panzano's location at 106 W. NW Highway to establish his Crave Pizza Restaurant. He is looking for reimbursement for costs associated with installing new wall signage and to enclose the porte corchere for year round outdoor dining. The total project costs are estimated at $14,000. Crave Pizza is seeking reimbursement for $7,000 of eligible expenses related to this project. The Village currently has sufficient funds budgeted in account # 022.40.90.00.0.710.636.007 (page 276 of the Budget) for the 2012 budget year. Please forward this memorandum and attachments to the Village Board for their review and consideration at their January 17th meeting. Staff will be at that meeting to answer any questions related to this matter. William J1 Cooney Jr. i e re f b U S i /' ) v 1 n? , ,4 - L Alress. PE ADDIPONALL. NFORMA'TION. ibuilcling ci TV: On 1 F i , 1 i 1 a ,J c-i I S PRICE 7 o 7 /wAl L 5 'L C -- Zj ', T A L L IN 11 () hN MIT PROCESSING SUBTOTAL. TAX jlu� 1.0 �rfr W OW is W DEUNERY/9+PRNG L A'J C E o .)UDI BY (DUOTA CONTACT INFORMAT T I fs N 2923 N Milwaukee Ave Suite 904 Chicago. ®L 6MIS H4 2 0 .: p _ 3 0 S SA N�S� 773-4099-8219-773-7S4-971S Fax Number- 312 — 546 -7677 Bill To: Invoice # 250 Rafael Manjares / Crave Pizza Invoice Date 11/2/2011 106 W Northwest Highway Mount Prospect, IL - 60056 Description Date Amount Stucco Reparation And Paint ( Including Materials) 11/2/2011 $1,600.00 TOTAL $1,600.00 S A VL//? �l /111` ��. �•� X. a•. .•. Gabr el's Awnings 2622 W. Nelson, Chicago, IL 60618 Name Address Phone FSTII��iA.TE ❑ SALES ORDER Date // — ) f fL P.O. No. Job Site Approximate Installation Date �e Cloth l yl h) Border Recover (f) Complete Backlit (X ) Sew -on Letters ( <) .-1 f Framewo A r Va 0U. I k I Lettering: , -f W J . llf)/ Y7 IS Style i Size i ` f i Color ! u rah rz I � deAr All material is guaranteed to be as specified. All work to be completed in a workmanlike manner according to standard practices. Any alteration or deviation from above specifications involving extra cost will be executed only upon written orders. and will become an extra charge over and above the estimate. Ali agreements contingent upon strikes, accidents or delays beyond our control. Owner to carry fire, tomado and other necessary insurance. Our workers are fully covered by Workman's Compensation Insurance. We will remove the sign if this project is not paid in full. ACCEPTANCE OF PROPOSAL: The above prices, specifications and condificn are satislactory and are hereby accepted. You are authorized to do the work as specifieG. Payment will be made as outlined. Date of Acceptance: AUTHORIZED SIGNATURE WHITE COPY— Office YELLOW COPY — Customer PRICE SALES TAY. @8.75% TOTAL PRICE DEPOSIT I -) ���___ C.O.D. BALANC f BALANCE DUE DATE: APPLICATION Name Tcicphone (day) A N , --, RGA 5 �+� A S M Cm $ r Corporation Teleplionc (evening) Engineer's Name & Address (if applicable) I Telephone (day) fax October 2007 H \FLAK' \Economic beveiopmet+S \incen6vc6•facnde pgm -Class 6 1Ze`aalutions \facade program \2007FacndeForm4 \ bescfApplicationTIF,dbr 0.s �tKA AtAS ack"fuwE(L, LL Street Address Fax 4Q A v g City Statc Zip Code Mobile o Gte AVr,Qw c 1 Architeces Name & Addmss Telephone (day) fax to l A Contracto?s Name & Address Telephone (day) fax Engineer's Name & Address (if applicable) I Telephone (day) fax October 2007 H \FLAK' \Economic beveiopmet+S \incen6vc6•facnde pgm -Class 6 1Ze`aalutions \facade program \2007FacndeForm4 \ bescfApplicationTIF,dbr Landscape Architect`s Name &A dchss (irapplicoble) Telephone (day) fnc i� �w y „ a a �o r.. v 0 CA rn Type of Request (Check all that apply) /Interior Interior Renovation Summary of Requested Action Common Addresses) (Street Number, Street) ) o r. w N 0 V 4 LAr t - j- Tax I.D. Number or County Assigned pin Number(s) 0 q 1 7, - ) 0 1 - 0 '2- 0 cs o ca Legal Description (see the plat or survey for the properly) 5 /a"rTA c.W O 46 � .Set2t l7 ,Tt October 2007 H: \PLAN \Economic Dcvcloprne ++t \Tncenhves- facade pgm•Ci -s b Resolutions \flChdr proZ;rnm \2007FacadeForme \DeecApplica tinn',7F.doc APPLICANT AFFIDAVIT I have read and understand the terms of the Pa�ade Improvement Program and Interior Build - out Program and agree that all work performed in conjunction with the aforementioned programs must comply with all, other Village regulations. Additionally, I understand and will comply with all armual sales tax reporting requirements. October 2007 H; \PLAN \Economic Development \incentives- facade pgm -C1aSS 6 R001utions\ facade progrnm \2oo7FacttdeForms\ DmApplication7lF -doc ATTOkNEYS' TITLE GUARAN TY FUND, 1NC, I,FLGA1, I)ESCRIPTION I�c� ;al l�escripticln: LOT 3 IN CLOCK POWER PLACE RI;SU{3DIVISION, 13FING A 1i13SUi'.3i)IVISION IN THE WI'ST 112 01� THE NORTI-IWI;S - I 114 OF SECTION 12, TOWNSHIP 41 NORTH, RANC;E 11, EAST OF THE THIRD PRINCIPAL MERIDIAN, ACCORDING TO TI - I r PLAT T) II R EOF RECORDED AS DOCUMEN 9. 1581$$7 AND CERTIFICA'I I OF CORRECTION RECORfJ1;D AS DOCUMENT 947377"8, IN COOK. COUNTY, IIAANOIS (EXCEPTING THEREl"RON4 Tl [AT PART OF LOT 3 CONVEYED 1'O "i'I-I I= I'1 01'LC OF THE STATE OF ILLINOIS, DEPARTMCNT OF' RANSPOIiTATION BY TRUSTIES DEED RECORDED MARCH 8, 1996 AS DOCUMI - NT 96177025 DESCRIBED AS 1'OLLOWS: BEGINNING AT'ri-IC SOUTI•IWGS CORNER 01' SAID LOT 3 (THE WEST LINE OF 1.01" 1 IN SAID CLOCK TOWER PLACC RESUBDIVISION HAVING AN ASSUM17D BEARING 01' NORTI 00 DEGREES, 00 MINUTE, 00 SECONDS EAST FOR THI Lr DESCRIPTION); THENCE SOUTHEASTERLY Al.O�G THE SOUTHERLY LINE OF SAID LOT 3, BEING A CURVED I,1NE CONVEX SOUTHWESTERLY AND HAVING A RADIUS OF 955.45 FECT, AN ARC DISTANCE OF 185.45 FEET TO A POINT Cl' COMPOUND CURVATURE' IN THE SOUTHERLY LINE OF SAID LOT 3 (THE CHO OF SAID ARC BE AR S SOUTH 69 DEGREES, 24 MINUTES, 25 SECONDS EAST, 165.65 FEET TO THE WI LINT; OF SAH) LOT 3; Ti 1ENCT-. SOUTH 26 DEGREES, 09 MINUTES, 13 SECONDS WEST ALONG TI -lE wF-_S`rERi.Y LINE OF SAID LOT 3 TO TI E POINT Or SEGINNING), IN COOK COUNTY, ILLINOIS. ` STATE OF ILLINOIS REAL ESTATE '-" - TRANSFER TAX Permanent Intlax Number: w SEP.13.07 01000.00 Property {D: OS -12 -101 -023 � 17Y_AI. EBTATC Tnmw EA T Att F P3 26652 11F:PARTMCNT OF TiErf,NiJE I J G O [7 J G Property Address: " 100- 1 10 W. Northwest Hi!,Iaway ML. Prospect, IL 60056 STATE OF ILLINOIS REAL ESTATE Ln TRANSFER TAX w Lu H N - SEP.13.01 4 0043500 0 f1EA1. EBTA.Tf. TFMN$f M TAY REAL ESTwTE p ��6$� TXYAFff*L'Nl Or iEri ?Nl1F. � COOK COUNTY o REAL ESTATE COOK COUNTY co REAL ESTATE TRANSActiott w% REALESTATE TRANSACTION TAX Ln TRAN$ ER TAX X en � TRANSFER TAX '4 SEP.11.07 0 ~ �'�' r x SEP.13.0 0 �'► a s,so = �= �oio5oa o v # P32fs65 REVENUESTA P FP326665 REVENUE STAMP Pizza 5 Inc. DBA: gave Pizza 106 W. Northwest Hwy Mt. Prospect IL 60056 8475023614 rafaet .manjarres.dickson@agmail.com Executive Summary Having three years of experience in the restaurant management industry, I pride myself with r�mni W a tight ship. I want to make sure that Mp le are working in a clean environment. I want to ensure that patrons will be in a relaxed and friendly atmosphere. I have hired on a chef with over 20 years of experience who will be a huge asset to my organization. I will also have a mentor by my side that also has over 8 years of running restaurants. This combo will allow the restaurant to flourish. As Crave Pizza, we will provide good food at reasonable prices and have the chance to enjoy a beer with friends. We would love to host company events for the nearby corporations and offer lunch specials to local businesses. With time we will sponsor local school sports and teams. This will allow for the Crave Pizza to get out into the public and make us a valued member of the community. We plan to concentrate on delivery and plan for that to be 80 of our business. Delivery will be prime in Mt. Prospect. With a great mix of young families and busy adults who don't have time to cook Crave Pizza has the location and ease of access for easy carryout and or course delivery. The only direct competitor will be Jake's Pizza and pub. They have quality ingredients but use cheap crust. Crave Pizza will have the freshest ingredients with top of the line crust. We also have a secret blend of spices that will be put in every pizza into the cheese. This specific blend is a family recipe. I believe that Crave Pizza will become a new hometown favorite of Mt. Prospect. Business Description and Vision The purpose of the restaurant is to provide people with a great atmosphere to enjoy a sit down meal and hang out with their family and friends. We serve comfort food such as pizza, burgers and great steak sandwiches. The idea is quite simple. We want to provide a family friendly place to hang out and enjoy a fulfilling meal. Having three years of managing Kayla's Restaurant it provided the principal owner with the experience needed to handle an operation of this size. Kayla's required the owner to manage 20 people, including 4 chefs, waiting and bar staff. The idea for a family friendly restaurant came about while working at Kayla's. Kayla's being a gourmet food it didn't cater to the average family household as explained in further in the plan Crave Pizza wants to cater to the average American household that is composed of a father and mother and two kids. The kids will have a place to enjoy great comfort food and to have quality time with their parents. The parents are able to have a mean with great value and get the opportunity to spend time with their kids and not in front of a kitchen stove. The main chef has over 20 years of experience in busy kitchen and is able to prepare pizza's and other favorites such as wings and signature sandwiches. Rafael Manjarres - will be the sole president of Pizza 5 Inc. Rafael will handle the day to day activities that need to be done in order for the restaurant to run smoothly. The Vision of Crave Pizza is to become a hometown name with comfort foods that people of all ages can enjoy. We will be delivery centered and provide space to enjoy our great food on site with the opportunity to have a beer while you wait. Definition of the Market Mt. Prospect offers a wide verity of competition. The Main competitors in the market reflect Jake's Pizza and Pub as well Carta Napoli Pizzeria & Ristorante. Pizza Hut is not a competitor because they are a corporate brand with very low quality food therefore they are not in the ball park. Jake's pizza has moderate prices but again falls short with the quality of food served. Canta Napoli is a gourmet style Italian restaurant that has similar foods but at high prices. Mt. Prospect doesn't have a low priced prime quality food pizza place and that's what Crave Pizza will accomplish. Description of Services Please see attached Menu and flyers. Photos say a 1000 words and the menu outlines our products perfectly. Organization and Management Crave Pizza will be incorporated under Pizza 5 Inc. Rafael Manjarres will be the President of the company and will be the driving force behind the success of Crave Pizza. Marketing and Sales Strategy We will start by doing a mass mailing of our coupons to the Mt. Prospect and surrounding suburbs. This will create awareness and allow for an inflow of customers for the special deals presented. We will also utilize social media for events and coupons. Social media is the future of marketing and we will use friends and family to market the business through Facebook, Linke ft and Google. We will also utilize the web with services such as GrubHub and Restaurant.com to have coupons for our restaurant as well as Open Table that will allow customers to make orders through the web. Financial Management We will have an accountant do all of our finances and please refer to the attached spreadsheets to vie-* projected finances. Objective and Particulars 2156 Rugien Rd, Apt . a / Glenview, IL 60026 5 years of experience as a sales Rep for Rawcer Latino, coupled with 2 years as a medical Interpret and 1 year Medical Sales, give me the sldtisto malae an immediate Impact, for you. AithOugh rry customer service and car munjcatim da ace currently being u tilized wither the Healt Induslryr, I eagerto tr�lae on a more challen �g position whom my sales a ienoe adds vahte I e _ -- the • My skills in sales marketing and account management allow me to exceed sales quotas on a consistent basis through persistent efforts and an aggressive, goal-driven attitude. • In my current position I am regularly assigned the toughest sales challenges and exceed expectations. • My ability to restructure and increase dollar volumes within sakes territories has contributed to bottom -line results for my employer. Profile superior customer service in person and by phone. Able to establish ral p A define and solve problems. Htghly Vsku ble. Prospected warm leads by means of phone contact. over 40 cab per day In two languages. ~and lead effective maftdng o h dagies for target entities. e p rienced making effiective preserrtatiorrs to key decision makers. e ellent computer s13119. Natural into in WhnokW, fan9ar with network up keeping and wiring. Able to masternewteohrrology rapidly. Type9Dwpm. + W*, able to create long-term relationships we custorers; krm much of derfiele by name Experience Sales and Marketing Manager, Parkway Drugs, Chicago 2008 - Present "Outstanding performance in meeting client reeds while remaining positive and helpful." Educate doctors on new product benft , sell complex medical poducts, adhere to strict accretion stanolards, Qualfy patients, and submit insurance darns for PaYrrat Identify top prospecK dip mating &Aegy and execute. Responsible for rrrarlaeting /sales promotions and matirlcls. Increase ordne presence by means of advertising bough Pay per dick advertising. Monitor sales goals and productivity. Arnend deviations. Maintain accounts with doctor's of toes, nursery homes, rehab centers and assisted living con mikes Kaylas Restaurant 2007 Kaylas was an upscale gourmet restaurant serving classic Italian cuisine with new age flavor. Managing staff and day to day operations of the restaurant by udlbft spreadsheets and time Was to make sure smooth operation of the restaurant. Was in charge of ordering supplies, staples and food for the restaurant. lt was my responsibility to get the restaurant opened on time as well as dosing operations. Driven to succeed our sales increased due to these duties and we were able to have more satisfied arstomers through the door. Medical and Legal Interpreter Specialist, Cultural Dynamics & MetaPhrasis Language and Cultural Solutions, Chicago 2007 -2008 On call interpreter acrd ftmiator for lake County and Cook Wunty court systems. On call Medical rftpreter and translator for various medical groups and hospltals in the Chicago land area. Direct Sales and Customer Support Representative, Ranker Latino, Highland Park 20042008 . Sold Mental health Courses for suspects with Dtfl convictions. Handle new merry sales and customer orteniatiots mdudetlg b rrtarlaetirrg, nego6afiorrs mid dosing in Spanish and English. Maintained accountswith probation officers, attorneys and other covet officials. Customer Ser toe Rep. Gathered leads from court system into sales solli are. Supply Manager and Purdmser, Ardecon - Ltd., U.SJMexico 2002 - 2004 Managed supply of materials for =W project baked overseas. IBtsure delivery of products and collateral to MWoan Market. Manage eq demand, including Inventory and forms. Ensure clearance across bode. Education 0aldon College — Business Management T nrnnhnnn , .- ,- -., -.. Cur ;/ -- -. ..- . _ . - ... , . - ..