Loading...
HomeMy WebLinkAboutRESPONSE - RFP - 7092 COMMUNITY MARKETPLACE FEASIBILITY ANALYSIS (2)• N r. Brinkman Partners, LLC Founded in 2005, the mission of Brinkman Partners is to integrate team expertise in the real estate industry and thereby offer our clients innovative opportunities. Brinkman's integrated real estate approach combines the talents of experts in entitlement, pre -construction, sustainability, construction management, development management, and brokerage. This range of expertise differentiates the company from those who specializes in one or two disciplines. Brinkman has developed strong relationships with its clients and the community, reflected in our growing list of local projects. Brinkman Partners has been honored to receive such awards as `Best in Business' and one of "Northern Colorado's Fastest Growing Companies" for the past three years. Company revenue in'2005 was approximately $5 million and has grown to nearly $40 million. The diversity of our services, along with our integrated real estate experience, has provided Brinkman Partners with the opportunity to complete work on a variety of projects. The company's construction experience ranges from 500 square -foot renovation projects to small professional buildings and medical office condos to ground -up multi -story Class A office buildings with underground parking structures. Over the past 18-months, we have constructed nearly 500,000 SF of new build and tenant improvement projects for over 30 clients, with a construction value of approximately $45 million. More information about Brinkman Partners can be found at www.brinkmanpartners.com. Fee Proposal The fee for the proposed scope of services is $79,925, which includes $72,800 for professional services and $7,125 for direct expenses. The budget is attached in Appendix B. Project Schedule The proposed scope of services can be accomplished in a 5 month period, expected to be from January to May 2010. The consultant team is available to begin work immediately. Page 7 J Appendix A ' Scope of Services Fort Collins Community Marketplace Feasibility Study ' 1. Project concept analysis a. Key informant interviews. Working with the client, the consultant team will ' identify key informants whose input can provide relevant background information and who can help guide the project. These key informants might include project partners, city officials, leaders among the region's creative food economy (such as ' restaurateurs, retailers, culinary educators, and food professionals and advocates), and farmers and managers from the area's farmers' markets. b. Materials review and summary. The consultant team will review all available project documentation and reports and provide the DDA with a summary analysis (5 page maximum) that identifies strengths, weaknesses, opportunities, and threats (SWOT) to the proposed Community Marketplace. The consultant team will identify additional steps of financial feasibility, if necessary. 2. Site analysis ' a. Site suitability. The consultant team will evaluate the DDA-owned former Elks building site for its retail character traits, parking availability, space for an outdoor ' farmers' market, and delivery vehicle access, as well as for visibility, context of adjacent uses, ability to accommodate the development program, linkage to public transit, and potential to positively impact the downtown. The consultant team will ' make a determination if this site can accommodate the building program and meet the project goals. b. Site identification (optional). If the Elks building site is deemed unsatisfactory, the ' consultant team will identify and evaluate other downtown sites for availability and suitability. These sites will be within the Fort Collins CBD and accessible by foot. This analysis will consider the key success factors for public markets: visibility, accessibility by car, foot and public transportation, availability of parking, size, cost, potential to accomplish the Marketplace's sustainability goals, and opportunity to revitalize nearby properties. The consultant team will seek to identify up to three alternate sites and present the pros and cons of each. c. Site acquisition and development costs. The consultant team will estimate site acquisition and order -of -magnitude project development costs based on our experience with similar projects in other cities and local conditions. This analysis will include property acquisition, hard construction costs, and soft costs including ' professional fees, tenant allowances, project management/leasing, capital/equipment, marketing, and operating reserve. ' 3. Demand analysis a. Consumer focus groups. In order to explore consumer interest in the proposed Community Marketplace, MVI will conduct up to three focus groups with ,,�, Page 8 representative customers, including downtown residents, downtown employees, and area residents. These focus groups will explore current shopping patterns, ' understanding of the Community Marketplace concept, reaction to different public market forms, and identification of key drivers that influence their shopping decisions. MVI will work with the DDA to identify and recruit focus group ' participants. MVI will design the focus group questions, conduct the groups, review the results, and draw conclusions. b. Sales potential. MVI will determine trade areas and identify and segment potential customers for the public market. MVI will then utilize its proprietary capture rate methodology for determining potential sales in a public market environment, using ' estimates for annual food and beverage expenditures in the market's trade areas. This methodology has been refined over many years and has proven to be quite accurate in projecting sales potential. i c. Competitive analysis. The MVI team will research existing and proposed grocery and fresh food options within the downtown and nearby neighborhoods, assessing the range of products, quality of the shopping experience, quantity and quality of local ' foods, access and parking, etc. 4. Tenant mix ' a. Vendor interviews. MVI will work with the planning team to identify potential vendors for the Community Marketplace. MVI will conduct in -person or telephone interviews with 10-15 potential vendors to explore their interest in the proposed ' market, their ideas or concerns about the market, and how they would like to participate. b. Farmer focus groups. Farmer focus groups will explore the interest among regional farmers and food producers to participate in the Community Marketplace by presenting the various ways that farmers can play a role in the project. These ways might include: full time vendor, seasonal or day stall vendor, outdoor farmers' ' market participant, supplier to market vendors; interest will also be explored in the role of the Community Marketplace to encourage agri-tourism. MVI will work with the planning team to identify and recruit a range of farmers and food producers to ' participate in up to three focus groups. MVI will design the focus group questions, conduct the groups, review the results, and draw conclusions. c. Tenant mix models. Based on the results of the market research, the completed program feasibility studies, and relevant experience with other public markets, MVI will model a variety of tenant mixes with revenue forecasts and operating expenses. Profiles of each proposed market business will be created with square footage requirements and descriptions of the products they will offer. Other programmatic elements will be determined, such as common area seating, offices, meeting rooms, demonstration kitchen, restrooms, etc. d. Vendor pro forma. One year operating statements will be prepared for each ' proposed permanent vendor, including estimated sales, cost of goods, labor estimates based on local wages, and other typical expenses facing food retailers. These will be used to determine potential rent levels, including base and percentage rents and Page 9 j common area and maintenance (CAM) allocations, and analyze profitability. Income estimates will also be created for the seasonal and day vendors, and rent levels analyzed. 5. Financial analysis a. Management and marketing. Based on national models and experience, an initial ' staffing plan for the market will be recommended. Key management responsibilities will be outlined and the cost of management will be established based on local wage rates. A yearly marketing plan will be outlined with cost estimates. ' b. Operations prolo m`a. A five year operating statement for the Community Marketplace will be prepared, including rental income from each income source and ' estimates for operating expenses such as personnel, marketing, waste hauling, utilities, insurance, etc., reflecting local conditions. Income and expenses will be analyzed to maximize cash flow. Operating costs will be compared to similar public markets in other communities. c. Development estimate. Based on recent experience developing public markets, an initial estimate of development budget will be prepared, reflecting typical square footage construction costs. Start-up costs will be identified. d. Gap finance analysis. Operating models will be created with and without debt financing. The need for long-term subsidy will be explored. I e. Finance plan options and strategy. Options for development funding will be explored, including examples of recently developed public markets. The consultant team will recommend a development strategy that effectively leverages public finance tools available to the DDA and the City, and maximizes the utilization of federal funding sources. 6. Economic impact analysis. Using RIMS II multipliers from the Bureau of Economic Analysis for the study area, MVI will estimate the economic impact of the Community Marketplace, including both direct benefits and multiplier effects. Numbers of new businesses and jobs will be estimated, as well as sales of locally produced food. 7. Business plan (Phase 2, to be determined following conclusion of feasibility study/not budgeted) a. Management. The consultant team will evaluate the planning team's work related to management structures that serve the entire facility. MVI will make suggestions for refining the conclusions regarding management approach and organizational structure. b. Business plan samples. The consultant team will provide examples of business plans from similar start-up as well as established facilities. c. Business plan outline. MVI will prepare a business plan outline that can be used by the local planning team to guide next planning and development steps. Critical decision points will be identified. Page 10 ' d. Business plan preparation. The consultant team will prepare the business plan for the facility once the ownership and management structure has been determined by the ' local planning team. S. Report and presentation a. Report. A report will be prepared that incorporates the findings, analysis, and f recommendations, including an assessment of the project's feasibility based on the critical factors of site, physical environment, consumer demand, management, and availability and interest of local vendors. The report will be submitted initially in draft form. MVI will prepare a final report that addresses draft comments. b. Presentation. MVI will present the findings to the local planning team and make ' recommendations for future steps. �I Page 11 Appendix B Budget LABOR Project concept analysis $ 5,550 Site analysis - Part 1 $ 16,800 Site analysis - Part 2 (if needed) $ 9,600 Demand analysis $ 9,250 Tenant mix $ 9,250 Financial analysis $ 9,585 Economic impact analysis $ 4,625 Business plan (Phase 2 - not budgeted) $ - Reports and presentations $ 8,140 Subtotal Labor $ 72,800 EXPENSES Number Rate Travel (Portland - Fort Collins) 4 $ 525.00 $ 2,100 Travel (Newark - Fort Collins) 1 $ 400.00 $ 400 Per diem 15 $ 225.00 $ 3,375 Postage, telephone $ 450 Data $ 600 Supplies, presentation materials $ 200 Subtotal Expenses $ 7,125 TOTAL $ 79,925 MA Page 12 Appendix C 1. Resumes of Principals 2. Project Experience 3. Awards Page 13 J I . 1 n 1 Market Ventures Inc. 118 William Street Portland, Maine 04103 Theodore A. Spitzer President Theodore Spitzer is a nationally recognized expert on food markets and alternative local food systems. His core competencies include feasibility analysis, market research, urban planning, and program evaluation. www.nnarketventuresinc.conn 207.321.2016 tel 866.757.1705 fax For over 20 years, Ted has helped communities throughout the country to develop, revitalize, and improve their public markets and the neighborhoods around them. He led the team that assessed the feasibility of a new wholesale farmers' market in New York City, work that included ground breaking research in demand for locally grown foods among buyers in New York City and potential supply from regional farmers. Spitzer has recently directed consulting efforts in Grand Rapids, Louisville, Salt Lake City, Lynchburg, New Haven, Baltimore, Toledo, Philadelphia, and Milwaukee. Mr. Mr. Spitzer's experience extends to large-scale program evaluation. In partnership with New York University and Karp Resources, he led a team that evaluated the SchoolFood Plus Initiative, a broad -based effort to improve meals served in the New York City public schools and purchase foods from New York farms, funded by the W.K. Kellogg Foundation. Mr. Spitzer was also the Lead Evaluator for the NYC Food & Fitness Partnership, a multi-sectoral intervention to improve access to healthy foods and active living in low income neighborhoods around New York. ' As Project Director for the award -winning Portland Public Market in downtown Portland, Maine, Mr. Spitzer oversaw all aspects of the creation of a new, year-round indoor market with 25 fresh food businesses in the downtown core, including the project's initial concept ' development and feasibility analysis. He then directed the Market's operation from its opening in October 1998 through October 2001. Under his leadership the Portland Public Market received the Rudy Bruner Award for Urban Excellence, the HUD/AIA Community Building by Design ' Award, and awards from the American Planning Association, International Downtown Association, and the American Institute of Architects. Mr. Spitzer's academic training includes urban and regional planning, local economic development, statistics and econometrics, and public affairs from Columbia and Princeton Universities. With Hilary Baum, Ted Spitzer co-authored Public Markets and Community Revitalization (Urban Land Institute/Project for Public Spaces, 1995), which has been called the definitive guide to the field. The book provides an in-depth look at public markets throughout the ' United States, discusses their benefits and the challenges to developing markets, and presents a comprehensive approach to public market planning and development. Mr. Spitzer is the founder and past president of Farm to Market, Inc., a nonprofit corporation that operated businesses within the Portland Public Market in order to ensure Maine farmers and food producers ongoing access to the Market's customers. Experience gained in establishing and developing Farm to Market, Inc. provides a further foundation of specialized knowledge to inform Market Ventures' consulting practice. With his wife, Mr. Spitzer is the ' owner/operator of Maine's Pantry, a successful store started within the Portland Public Market that features specialty foods produced in Maine. ' In 1991, Mr. Spitzer was a founding principal of Public Market Partners, a tax-exempt, nonprofit organization that works in partnership with communities to plan, develop, and manage public markets and related projects. He has helped create new markets and has provided planning ' assistance to existing markets throughout North America, including the Maxwell Street Market in Chicago, the Dallas Farmers' Market; and the Reading Terminal Market in Philadelphia. Mr. Spitzer authored the initial redevelopment plan for the North Market in Columbus, which has ' been successfully relocated and expanded. He helped develop and manage the Bronx Sunday Market and the East Harlem Community Market, seasonal, open-air markets located in low income communities in New York City. Prior to co-founding Public Market Partners in 1991, Mr. Spitzer was Associate Director of the Public Market Collaborative, where he co -directed a $350,000 HUD -funded public market technical assistance program and provided assistance to seven cities. He led a consulting team in a major management and design study of the French Market in New Orleans and was the program director and organizer for the first International Public Market Conference. In 1989, he co-founded and chaired the New York Food and Agriculture Network, which lobbied city and state government on food and farming issues relevant to consumers in NYC. In 1984, Ted Spitzer joined Project for Public Spaces, Inc., an organization dedicated to developing strategies for spurring downtown rebirth through the improvement of public spaces. In 1986-87, Mr. Spitzer conducted extensive research into comprehensive downtown management organizations, which was published by the American Planning Association. ' Amongst his consulting projects, he worked on projects in Opa Locka, Florida; Hoboken, New Jersey; Pittsfield, Massachusetts; Washington, D.C.; and Brooklyn, New York. 1 Education Woodrow Wilson School of Public and International Affairs, Princeton University, Master's Degree in Public Affairs and Urban and Regional Planning, 1995. Columbia College, Columbia University, B.A. in Urban Studies, 1987. Publications and Presentations "Alternative Local Food Systems," American Planning Association National Conference, March, 2005. "Public Markets as an Economic Development Strategy," News & Views, Economic Development Division, American Planning Association, January, 1999. I� Page 2 7"11 L Public Markets and Community Revitalization, Urban Land Institute/Project for Public Spaces, Washington, DC, 1995. Produced under a grant from the Surdna Foundation. r"New Orleans' Evolving Public Market," Urban Land, Urban Land Institute, February, 1991. "Maximizing the Benefits of Farmers' Markets," Center City Report, International Downtown Association, January, 1991. "Successful Downtown Management. Part One: Leadership and Cooperation," and "Successful Downtown Management. Part Two: Changing Roles of Downtown Organizations," PAS ' Memos, American Planning Association, April and May, 1987. Market Portraits: the Magic of Downtown Farmers' Markets (videotape), Project for Public ' Spaces, 1989. Produced under a grant from the National Endowment for the Arts. ' Civic and Professional Affiliations Treasurer, Cultivating Community President, Friends of Portland Public Library Trustee, Portland Public Library Coordinator, Portland School District Wellness Policy Team Board of Directors, Greater Portland Regional Chamber of Commerce IBoard of Advisors, Open -Air Market Net Page 3 u q E PQOLII MARKET WWI Mar et e n to rep Inc www.rnarkety nt e uresin c.com ' 118 William Street 207.321.2016 tel 866.757,1705 fax Portland, Maine 04103 Hugh A' Boyd, FAIA, Senior Associate Principal, Hugh A. Boyd, Architects Hugh Boyd, FAIR, is principal of Hugh A. Boyd, Architects, a specialty architecture firm based in Montclair, New Jersey, that he founded in 1987. Mr. Boyd has extensive experience in retail and commercial space design, merchandising, and graphic concepts, with particular t expertise in the programming and design of public markets. Recently the firm designed the very successful Market at Grand Central Terminal, New York, the new expanded facility for the ' Ardmore Farmers' Market, the redevelopment of Cincinnati's historic Findlay Market, and new public markets in Portland, Maine and Charleston, West Virginia. The firm has designed supermarkets for some of the country's most successful specialty retailers, including the new Balducci's store in New York City, as well as cutting edge supermarket developments in the Philippines. Mr. Boyd's expertise also extends to the study and design of roadside markets around the country, including the highly successful expansion and renovation of Atkins' Farmers ' Country Market, in Amherst, MA. As a Senior Associate of Market Ventures, Inc., Mr. Boyd provides unique expertise in the design and development of public markets. Clients benefit from his ability to identify areas of potential profit, create merchandising concepts, and develop construction budgets based on projects recently implemented. He understands the particular needs of small, independent food retailers and creates design plans that maximize their chance of success, while fulfilling the sponsor's need for people -oriented, active public spaces. He has a thorough understanding of the day-to-day functioning of public markets and the need to create efficient operations. Recent ' projects with MVI include the design for a new wholesale farmers' market in New York and development of a new public markets in Grand Rapids, Milwaukee and San Diego. Mr. Boyd was the principal architect for the Portland Public Market, which has won ' numerous awards in architecture and planning, including the first ever Community Building by Design Award from the American Institute of Architects and the U.S. Department of Housing ' and Urban Development. He has helped create public markets in historic spaces, including the Market at 30th Street Station in Philadelphia, where he provided design and coordination for a new 35,000 sq. ft. market within a National Register tram station; the Capital Market in Charleston, West Virginia, inside an 1890's train shed; and the highly successful Ardmore, Pennsylvania Farmers' Market. Mr. Boyd provided the architectural services for the Twelve Oaks Farmers' Market in Savannah, Georgia, a renovation of a 13,000 sq. ft. supermarket into a 20-tenant mixed -use market; and the Reston Market in Reston, Virginia, a new 25,000 sq. ft. fresh food market in a new town center. In 2001, Mr. Boyd became a Fellow of the American Institute of Architects, the highest honor in the field, in large measure because of his expertise in public markets and his role in the renaissance of public markets in the United States. He was named Architect of the Year in 2008 by the New Jersey chapter of AIA. I Education ' University of Notre Dame, Bachelor of Architecture, Magna Cum Laude Recipient of the Nellie W. Kervich Gold Medal of Architecture from the Graham Foundation Affiliations Fellow of the American Institute of Architects ' Registered architect in ten states Registered with the National Council of Architectural Registration Boards Board of Trustees, AIA New Jersey/New Jersey Society of Architects n 1 1 1 I�J Responsibilities: As Managing Broker for the Company, Kevin is responsible for guiding transactions with brokerage clients, development partners, and capital contributors. His scope of duties include due diligence, feasibility analysis, financial modeling, market valuation, transaction structuring, regulatory and governmental compliance, marketing communications, client procurement, county and city entitlement and compliance, community representation, and ongoing mentoring and supervision of the brokerage staff. His daily efforts are directed toward quality, consistency, and ensuring the highest level of service delivery to the Company's clients and partners. Experience: Kevin's professional experience includes posts in civil engineering, construction management, real estate brokerage, and development. Prior to co-founding Brinkman Partners in 2003, his employment included a post in acquisitions with the U.S. Department of Defense. His multi -disciplinary real estate experience was further bolstered by rigorous graduate studies culminating in a Master of Science degree in Real Estate Finance from the University of Denver. Since co-founding the Company, Kevin has been actively involved in development projects totaling over $80 million, and in brokerage of transactions exceeding $55 million. 14 years industry experience. Representative Project Experience: • Harmony One - Fort Collins, CO 55,000 SF Class A Office, construction and sale/leasing of offices. Harmony One Gateway at Centerra - Building D • Timberline Plaza - Fort Collins, CO 28,000 SF Medical Office Building. Land acquisition, entitlements, sales and leasing. Sold separate pad for national client who desired 10,000 SF stand-alone facility. • Gateway at Centerra, Building D - Loveland, CO Acquisition and development of 15,000 SF office building for a value of $3.6 million. • Professional Offices at Oakridge - Fort Collins, CO Land acquisition, development and sale of $1.2 million office building. • Goodyear - Downtown Building - Fort Collins, CO investment acquisition of $1.287 million, redevelopment opportunity. • Automation Building - Windsor, CO Investment acquisition of $2.2 million, 26,750 SF office/warehouse building • Medical Offices at 2534 - Johnstown, CO Land acquisition, development and sale of $3.6 million, 15,000 SF medical office and surgery center building. Education: Bachelor of Science Civil Engineering University of Colorado Master of Science Real Estate Finance University of Denver Affiliations: Board Member - Northern Colorado Commercial Assn. of Realtors Executive Board Member/Treasurer - Fort Collins Board of Realtors CCIM Member Member - Urban Land Institute Fort Collins Chamber of Commerce n 1 I L� 1 1 Mar et Ventures Inc. 118 William Street Portland, Maine 04103 Project Experience Feasibility analysis and concept planning www.nnarketventuresinc.com 207.321.2016 tel 866.757.1705 fax Market Ventures, Inc. conducts feasibility analysis and concept planning for public markets, farmers' markets, and other innovative economic development projects. Since no two projects are alike, the creative process of creating a successful development concept must be carefully linked to the analytic process of testing feasibility. MVI takes an iterative approach, with market research findings blending with project goals, national experience, site and design opportunities, and economic analysis to create development concepts that meet the client's financial and programmatic objectives. Urban Market Concept Plan and Feasibility Study, Grand Rapids, Michigan, (2009) Grand Action, a nonprofit organization representing the city's business leadership, has helped spur the revitalization of downtown Grand Rapids by playing the lead role in developing a successful 12,000 seat entertainment/sports facility, a one -million -square foot convention center, and a full-scale renovation of the historic Civic Theater. The organization has turned its attention to creating a year-round downtown Urban Market as part of a regional economic development strategy that links West Michigan's expanding agricultural sector to the burgeoning demand for local, fresh foods by area residents and tourists. Grand Action retained Market Ventures, Inc. to conduct a feasibility study, identify the site, and develop the concept for this facility. MVI created an innovative program for the Urban Market within a complex of five historic warehouses, including 27,000 sf of indoor fresh food retailing, a 40-plus stall outdoor farmers' market shed that can expand to accommodate over a hundred farmers, a kitchen incubator program within a 4,000 sf certified commercial kitchen, and dry and cold storage facilities for distribution of locally grown foods to area schools and institutions. The plan also calls for rooftop greenhouses (utilizing the heat generated within the market) and 10,000 sf of education and event space, plus restaurants and other retail. The facility will have professional management staff to run a wide range of educational programming that encourages people to buy, cook, and eat fresh foods. Through extensive key informant interviews and focus groups, MVI's reached out to potential community partners, including area hospitals, schools, government agencies, representatives of ethnic communities, and food system advocates to develop long term partnerships that maximize the Urban Market's impact on the community. The Urban Market will be the new hub of the local food system and has captured the attention of many of the city's political, business, and philanthropic leaders. Broome County Regional Farmers' Market Feasibility Study, Binghamton, New York (2009) While farmers' markets have proliferated throughout New York's Southern Tier region, there are no year-round, permanent facilities to serve the region's direct marketers or customers. Market Ventures, Inc. was retained by the Broome County Department of Planning and Economic Development to develop a concept plan and explore the feasibility of creating a Regional Farmers' Market. MVI's scope of services included market research of supply and demand, competitive analysis, research into comparable facilities around the country, site selection and design description, recommendation of a management structure, and financial analysis. To ensure the facility met the needs of growers, MVI conducted focus groups with farmers throughout the region. MVI determined that the preferred site for C the Regional Farmers' Market was the county's Otsiningo Park, which could dii rea hase2 accommodate two covered sheds with space for 72 farmer stalls, plus indoor Parking-lssspacesmew�'k'�s cafe and restrooms, with excellent Exstii,g'communiry Gardens visibility from Interstate 1-8 1. Salt Lake City Public Market Feasibility Study, Salt Lake City, Utah (2007-2008) The Downtown Alliance of Salt Lake City, which has successfully operated the open-air Saturday Market in Pioneer Park for 15 years, retained Market Ventures, Inc. to conduct a feasibility study for a new, year-round indoor public market at a downtown location. The work plan included research into comparable public markets, market research (including capture rate analysis), vendor analysis, site selection, and financial analysis. Based on the successful outcome of this study, the Downtown Alliance plans to conduct a Phase 2 study that will explore design and development opportunities at the highest potential sites. NYC Wholesale Farmers' Market Feasibility Study, New York, New York (2003-2007) While Greenmarkets have demonstrated the enormous demand among New York City consumers for locally grown foods purchased directly from farmers, significant barriers at the wholesale level prevent local restaurants, grocers, caterers, and food service institutions from accessing foods grown or produced in New York or adjacent states. To address this problem, the New York State Department of Agriculture and Markets retained a team led by Market Ventures, Inc. and Karp Resources to study the feasibility of creating a new wholesale farmers' market or markets in NYC. In Phase 1, the Market Ventures team identified and surveyed potential buyers among the nearly 20,000 restaurants, retailers, distributors, and other wholesale food purchasers in New York, as well as hundreds of farmers located in the neighboring counties. International examples of wholesale farmers' markets were studied. Outcomes of the project included quantification of the demand and supply for locally Project Experience I Market Ventures, Inc. Page 1 2 grown foods in New York City, estimates for economic impact, creation of an "ideal model," and identification of buyer and seller preferences. The team created a web site to enhance ' communication. As a result of this work, the Department, again with support from USDA, retained the ' MVI/Karp team, including Hugh A. Boyd Architects, to lead an in-depth planning process, including site selection, design, financial analysis, and'management planning. Two high potential sites were identified — the Hunts Point Terminal Produce Market and the Fulton Street Fish Market — and the team received initial support from the cooperatives that run both markets to locate the wholesale farmers' market there. The Governor of New York identified the NYC wholesale farmers' market as his top agricultural priority and the state's FY2009 budget includes $25 million to support its development. New Haven Public Market Feasibility Study, New Haven, Connecticut (2006-2007) Following on the success of their outdoor seasonal farmers' markets, the nonprofit CitySeed retained Market Ventures, Inc. to explore the feasibility of establishing a new, year- round public market within downtown New Haven. The scope of services included site analysis, market research, concept development, financial analysis, and design concepts. Due to shifting public priorities and lack of suitable sites, MVI guided CitySeed in determining that a public market is not currently feasible. As an alternative, MVI provided recommendations for improving the organization's principal outdoor farmers' market. Battery Maritime Building Market Concept Plan, New York, New York (2007) In association with Karp Resources, Market Ventures, Inc. assisted the Dermot Companies create a food/market concept for the second floor of the Battery Maritime Building, at the southern edge of Manhattan. Under the guidance of the NYC Economic Development Corporation, this historic ferry terminal is being redeveloped with a boutique hotel and a grand public space within the terminal's former second floor waiting room. Ferries still depart from the ground floor to Governor's Island. Research activities include focus groups with potential users, demand analysis, and local competition. The team created a schematic design concept and recruited potential tenants. Old Police Headquarters Public Market, San Diego, California (2005) GMS Realty, LLC, is redeveloping the historic police headquarters building in downtown San Diego on property owned by the Port of San Diego. MVI conducted feasibility analysis and developed the business plan for the public market component of the project, which will feature foods grown and produced in Southern California. The Public Market is expected to serve the growing downtown residential population, consumers from San Diego County, and the city's strong Project Experience I Market Ventures, Inc. Page 13 tourist base. Given the project's location, a key to the Market's success was balancing the needs of local residents with tourists in terms of product mix, parking, and accessibility. Milwaukee Public Market District, Milwaukee, Wisconsin (1999-2002, 2005) Market Ventures selected the site, developed the concept, and tested the feasibility of a new, year-round indoor market in the Historic Third Ward of downtown Milwaukee, within the Commission Row area, which functioned as a wholesale produce market for 100 years, the Milwaukee Public Market is a new, stand alone market building with 21 permanent tenants, plus an outdoor farmers' market shed located under the highway overpass. The public market district includes restaurants and related retail. Construction began in 2004 and the Market opened in October 2005. To support the Market's opening, MVI provided assistance with marketing and conducted vendor training and post - opening vendor evaluation. Lancaster Avenue Public Market Feasibility Study, Philadelphia, Pennsylvania (2004) The Farmers' Market Alliance retained Market Ventures, Inc. to analyze the feasibility of establishing a year-round, indoor public market in West Philadelphia at a site to be determined along Lancaster Avenue. The market is envisioned as a place for members of the community to access food produced in the region from independent, owner operated businesses. The task of Market Ventures was to determine the economic feasibility of such a market and to provide recommendations on a merchandising concept and operating guidelines. Sonoma County Food & Wine Center, Santa Rosa, California (2000-2002, 2004-2005) The City of Santa Rosa and a citizen's planning group named CityVision retained Market Ventures to develop the concept and explore the feasibility of creating a public market district in the city's historic Rail Road Square District. The plan, which has already attracted $6 million in funding and is moving into implementation, includes a 21,000 sf market hall, outdoor farmers' market that will accommodate up to 50 farmers, extensive culinary and wine education facilities, a 10,000 sf wine pavilion to highlight Sonoma County as a world class center of wine production, catering facilities to accommodate up to 2,000 guests, Sonoma County tourist information, transportation linkages, and public spaces. In 2004, MVI was retained to update the feasibility study and to provide ongoing guidance with design and development. MVI continues to advise the nonprofit board as the project moves into implementation. Project Experience I Market Ventures, Inc. Page 14 Springfield Public Market, Springfield, Massachusetts (2000-2003) Market Ventures analyzed potential sites, created the development concept, and assessed the feasibility of establishing a year-round, indoor public market in downtown Springfield. Farming and specialty food retailing in the region were analyzed and the project team met with potential tenants to assess their potential interest. The 21,000 square foot layout incorporates 21 vendor stalls featuring foods of the Pioneer Valley. r Portland Public Market, Portland, Maine (1995-2001) 1 1 1 1 i I 1 As principal of Public Market Partners, Ted Spitzer led the concept planning and feasibility analysis for the Portland Public Market, a new year-round public market at a site selected by the owner in downtown. Betty Noyce, a wealthy philanthropist interested in economic development, had purchased the former parking lot and was searching for a more active use. Feasibility study tasks included demographic and market research, competitive analysis, tenant mix formulation, the creation of operating pro forma for each market vendor and the market as a whole, conceptual design, and the preparation of a development pro forma and timeline. Market Ventures, Inc. was then retained to oversee all aspects of implementation, including oversight of design, construction, leasing, marketing and operations. Business planning Market Ventures' business planning activities include strategic marketing plans, redevelopment concepts, pro forma analysis, and impact assessment. Market Hall Financial Analysis, Eastern Market, Detroit, Michigan (2008-2009) Historic Eastern Market is one of the largest public market districts in the United States, attracting over 30,000 customers on a typical Saturday and serving farmers and food producers from throughout Southeastern Michigan and beyond. As part of its efforts to revitalize the Market, the recently formed Eastern Market Corporation is planning to enclose one of the shed structures into a year-round indoor market hall. Market Ventures, Inc. is helping to refine the concept for the Market Hall and conducting a thorough financial analysis of the plan, including individual vendor pro forma and operating statements for the new facility. MVI's work includes outreach to food producers in the region to explore their interest in the concept. Project Experience I Market Ventures, Inc. Page 1 5 J Cultivating Community Business Plan, Portland, Maine (2009-2010) Market Ventures, Inc. is leading a business planning process for Cultivating Community, a nonprofit agency that couples organic, sustainable farming and gardening with high -impact youth and community development programs in order to reconnect people to natural systems and help feed the hungry. The business plan will help diversify the organization's income streams by identifying earned income opportunities. Lynchburg Community Market, Lynchburg, Virginia (2005-2006) Working with a local architect, Market Ventures, Inc. assisted the City of Lynchburg create a new development concept and plan for its historic indoor market, which suffered from low sales. Market research included customer focus groups, competitive analysis, and trends analysis. Using its proprietary capture rate analysis, MVI determined primary and secondary trade areas and estimated demand for fresh and prepared food at the Market. With Hugh A. Boyd Architects, MVI created a redevelopment strategy with a new merchandising plan and tenant configuration. MVI also reviewed leases and operating guidelines and made recommendations to improve the operation of the facility, including the potential switch to nonprofit management. Erie Street Market, Toledo, Ohio (2003-2004) The Erie Street Market opened in downtown Toledo in 1997 with great fanfare but with a poorly conceived design, too few vendors, and weak management. Six years later, the Market remained open with only a handful of vendors, few customers, and significant operating losses. The City of Toledo hired Market Ventures to reconceptualize and redesign Erie Street Market, develop a leasing strategy, and prepare recommendations for exterior improvements. Market Ventures developed a bold plan to move the food hall and 1] Li LF1 Erie Street Market Redevelopment Plan Market Venthues, Inc./Hugh A. Boyd, Atclutects ' redesign the entire complex; while adding new parking and outdoor vending spaces. South Carolina State Farmers' Market, Columbia, South Carolina (2002-2003) Concerned that the 50+ year old wholesale and Carolina State Farmers' Market might be relocated out: county, Richland County Government retained Market analyze the impact of moving the $250 million farmers' market to a new location, including impacts to the region's farmers, wholesalers, customers, and employees. As part of its work, MVI created a design program for the relocated market with renewed emphasis on featuring South Carolina farm product and expanding the market's retail potential, while maintaining the efficient movement of wholesale products. i C 1 1 1 Project Experience I Market Ventures, Inc. Page 16 1 IReading Terminal Market, Philadelphia, Pennsylvania (1999-2000) Faced with a changing customer base and nearby development pressure, Reading Terminal Market (established 1892), one of the largest and most diversified fresh food markets in the country, retained Market Ventures to prepare a strategic marketing strategy that would lead to effective, measurable results. The plan was based on a solid foundation of market research and analysis utilizing research methodologies created by Market Ventures and was developed with significant input from the merchant community. Each proposed marketing strategy was prioritized based on cost and impact, and were implemented by the client. 1 I 1 In 1991-1992, as principal of Public Market Partners, Ted Spitzer led a consulting team that created two plans for the historic. Reading Terminal Market. The team prepared a merchandising plan for the entire 80,000 sq. ft. market hall, which contains more than 80 independent merchants, focusing on retaining fresh food sales to serve local consumers. In a second project, a concept plan was developed for the Reading Terminal Market Arcade, a vacant 15,000 sq. ft. space in the historic Headhouse Building, that would strengthen Reading Terminal Market's main building and reinforce market activity within the district around the market hall. Dallas Farmers' Market, Dallas, Texas (1997, 1991) Paced with the redevelopment of the IOU acre district around the historic Dallas Farmers' Market, the City of Dallas retained Public Market Partners in 1991 to help prepare a market analysis and master plan to revitalize the Market at its current location and position it to prosper with the upcoming changes to the area. Of particular importance was developing strategies for supporting the range of wholesale and retail food and floral businesses that surround the city - owned Market. In 1997, Market Ventures was hired to review potential changes to the new indoor market hall. IProject Experience I Market Ventures, Inc. Page 17 Mar et e n to res Inc www.marketventuresinc.com 118 William Street 207.321.2016 tel 866.757.1705 fax Portland, Maine 04103 December 3, 2009 Mr. James B. O'Neill II, Director of Purchasing and Risk Management Mr. Matt Robenalt, Executive Director, Downtown Development Authority Purchasing Division, City of Fort Collins 215 North Mason Street, 2" d Floor Fort Collins, CO 80524 ' RE: RFP 7092 Community Marketplace Feasibility Analysis Dear Mr. O'Neill and Mr. Robenalt, Market Ventures, Inc., in partnership with Hugh A. Boyd Architects and Brinkman Partners is pleased to submit a proposal to assist the Downtown Development Authority and its public and private partners conduct a feasibility study for establishing a year-round Community Marketplace in the downtown. 1 Our team of highly qualified professionals will provide the DDA with creative and accurate, well -researched and reasoned recommendations. As you will see from our firm description and previous experience, public market planning and development are not a sideline to our regular work — they are the focus of our consulting practice. Over the past 25 years, we have studied, developed, and operated farmers' markets and public markets throughout the country and we regularly conduct research within public markets. We look forward to sharing the experience and insight we have gained working on similar studies for markets throughout the country. After reviewing the various reports that have been created for the Community Marketplace, it is clear that your community has invested considerable time and effort into this idea and you have established a strong foundation of goals, community outreach, and programmatic components. Our team will rigorously test these elements with research methodologies that we have refined on similar projects in other communities, create financial models for both development and operations, and work with you to create a unique response to the opportunities and challenges facing Fort Collins. Please let me know if you need any additional information and thank you for your consideration. Sincerely, Ted Spitzer, President Food systems planning Building on its extensive experience with alternative local food systems, Market Ventures, Inc. assists clients with food systems planning projects, particularly with developing business -oriented strategies that can increase sales for regional farmers and increase the supply and demand of locally grown foods. Building Louisville's Local Food Economy, Louisville, Kentucky (2007-2008) Market Ventures, Inc., in partnership with Karp Resources, assisted the City of Louisville — Kentucky's largest urban center — to develop strategies for increasing Kentucky farm income through expanded sales in the city. The project team studied Louisville's existing food economy (including retail, wholesale, distribution, and manufacturing sectors), explored the present status of the region's agriculture and agricultural initiatives, and identified high potential opportunities for expanding the sale of local foods. To explore farmer interest and capabilities, the team conducted focus groups with farmers in 13 neighboring counties. The team determined measurable outcomes for the selected strategies and is developing recommendations for targeted investments. Based on this foundation of research, the team identified twelve high potential opportunities for expanding the sale of local foods. The team determined measurable outcomes for the selected strategies and developed recommendations for targeted public and private sector investments. Mayor Abramson endorsed the study's findings and created a "fresh food initiative" that followed the recommendation to create a regional organization to implement the strategies. Cooperative Marketing. and Distribution Study, Tioga County, New York (2004) The Tioga County Department of Economic Development and Planning retained Karp Resources and Market Ventures, Inc. to investigate the potential for new cooperative distribution methods for area agricultural products. The study examined whether Tioga County's small agricultural entrepreneurs hinder themselves from expanding their market because they cannot hurdle product distribution obstacles and to test the belief that, apart from commercial food processing facilities, there are other mechanisms by which county farmers and agricultural producers can productively and profitably get their goods to market. Planning methods included extensive interviews with farmers, distributors, supermarkets, and other buyers, and analysis of agricultural trends. As a result of the work, the County is developing resources to hire an agriculture "champion" to lead the area's producers to the identified opportunities. Project Experience I Market Ventures, Inc. Page 18 1 ri INYC Wholesale Farmers' Market Feasibility Study, New York, New York (2003-2007) The NYC Wholesale Farmers' Market was designed to be a major component of the region's local food distribution system (full description above). Long Island Market Authority, Riverhead, New York (2005-2006) With Karp Resources, Market Ventures, Inc. developed a concept plan and conducted feasibility analysis for a new food and wine center in Riverhead, New York, the gateway to Long Island's agriculturally diverse North and South Forks. The Market Center will promote Long Island's farming, winemaking and seafood harvesting industries by providing education and marketing services to enhance their stature in the wholesale and retail marketplaces, emphasizing the local distinctiveness inherent Long Island foods. of which is situated at The following project was co- directed by Ted Spitzer as Principal of Public Market Partners: Poughkeepsie Food Incubator, Poughkeepsie, New York (1995) The City of Poughkeepsie Partnership retained Public Market Partners to test the feasibility of creating a food processing incubator facility, which is intended to reverse the decline of downtown and generate new businesses. The concept includes storefront retail and ' shared manufacturing kitchens, bottling, packaging, and warehousing facilities, targeted at food producers throughout the Hudson Valley. i 1 I 1 --1 Project Experience I Market Ventures, Inc. Page 19 Evaluation Utilizing its analytic and research capabilities along with its ability to lead teams of professionals, Market Ventures, Inc. conducts program evaluations, with particular focus on collaborations in the food sector. The firm utilizes both quantitative and qualitative methodologies. New York City Food & Fitness Partnership — Evaluation, New York, NY (2007-2008) Market Ventures, Inc. served as the Lead Evaluator of the M, , NYC Food & Fitness Partnership, a broad -based consortium of FOoy FITNESS government agencies, nonprofits, and businesses that is working to P A R T N E R S H I P improve access to healthy food and active living in New York City, particularly in low-income communities suffering the highest rates of obesity and related diseases. As one of nine collaboratives nationally funded by the W.K. Kellogg Foundation, the Partnership is developing a long range strategic plan that will promote projects and policies aimed at increasing New Yorkers' access to healthy foods (particularly those grown or produced in the region) and improving the built environment to encourage more physical activity. MVI conducted a process evaluation of the planning stage, helped to develop outcome measures for the multiyear implementation period, and participated in the national evaluation. SchoolFood Plus Initiative Program Evaluation, New York, NY (2004-2007) / Market Ventures, Inc., in partnership with Karp Resources and the Center for Health & Public Service Research at New York University, conducted SchoolFood Plus an extensive formative and outcome evaluation of the SchoolFood Plus Initiative, a collaborative, multi -agency effort led by the nonprofit FoodChange to improve the eating habits, health and academic performance of New York City public schoolchildren. With funding from the W.K. Kellogg Foundation, the Initiative links school meal reforms by the NYC Department of Education with food, science and culinary education; increased physical activity; youth, community and civic engagement; and procurement of locally grown fresh fruits and vegetables. The evaluation analyzed the impact of the Initiative's many elements and examined the coalition development process, as well as provided regular feedback to program developers over a three year period. In 2004, Market Ventures and its team commenced the evaluation process via the collection of background information and baseline data, initial interviews, and development of innovative strategies for testing both student choice of vegetable -based recipes and their consumption of these recipes, as well as their knowledge, attitudes, and behavior about food. Outcome evaluation commenced in Fall 2005, with before/after intervention analyzed over the next two school years. The evaluation team is also assisted the project partners develop the local procurement aspects of the Initiative, linking the Department of Education's distributors with potential local sources of fresh foods in New York State. Project Experience I Market Ventures, Inc. Page 1 10 11 I F1 J 7 1 Market research Most Market Ventures, Inc. projects include market research components, including primary and secondary research methodologies. MVI has developed expertise in intercept surveys within the public market context and has created a database of information that permits comparisons between public markets around the country. The firm is experienced with both quantitative analyses using large datasets and qualitative research methods including focus groups and directed interviews. Peaked Mountain Farm, Dedham, Maine (2006) Market Ventures, Inc., in partnership with Karp Resources, conducted a market feasibility study for Peaked Mountain Farm in support of its USDA -funded Value-added Maine Wild Blueberry Products project. Specifically, the team analyzed the sales potential for the farm's wild Maine blueberry dog treats in New England and New York utilizing both primary and secondary research methods. Secondary research included an overview of trends in the US pet food industry, identification of potential sales channels, quantification of the size of the market and growth trends, identification of competitors, and discovery of relevant research about customer profiles. The team then conducted primary research, randomly identifying potential customers throughout the region and conducting telephone interviews after they had received a complimentary case of the product. Lexington Market, Baltimore, Maryland (2003-2004) The West Side of downtown Baltimore is changing rapidly, with the expansion of the University of Maryland, new housing, and renewed cultural institutions. At the center of this district, Lexington Market has served Baltimore residents for over 200 years. Lexington Market, Inc. retained Market Ventures, Inc. to help it adapt to the area's revitalization by better serving new downtown residents and positioning it for future growth, while maintaining its core of low income shoppers. Market Ventures' work included focus group research of downtown workers and residents, survey analysis, research into best practices at comparable public markets nationwide, and lease review. With Hugh A. Boyd Architects, Market Ventures also created a new design and development concept for the West Market, a 20,000 sq. ft. building adjacent to the main Market hall, which will expand the range of product offerings and reaffirm the Market's role as the premier fresh food venue in Baltimore. Project Experience I Market Ventures, Inc. Page 1 11 Building Louisville's Local Food Economy, Louisville, Kentucky (2007-2008) Market Ventures, Inc., in partnership with Karp Resources, helped the City of Louisville to develop strategies for increasing Kentucky farm income through expanded sales of Kentucky - grown products in the city. As part of their demand analysis, the consultant team identified and quantified Louisville's existing food economy, including stores, restaurants, farmers' markets and CSAs, retail food processors and manufacturers, institutional food service operators, distributors, and emergency feeding sectors. The supply analysis explored the present status of the region's agriculture and agricultural initiatives, including review of statistical data and primary research- that included focus groups with 90 farmers from 13 neighboring counties and 65 key informant interviews. Development and operations Market Ventures, Inc. has extensive experience in the development and operations of public markets as well as the food stores within public markets. This experience extends from weekly, open-air markets to daily, indoor market halls. Experience with vendor operations gives the firm insights into the challenges and opportunities for creating successful businesses within the public market environment. Portland Public Market, Portland, Maine (1996-2001) Following successful completion of its feasibility study in 2006, MVI was then retained to oversee all aspects of construction, leasing and marketing. Construction began in July, 1997 and the Market opened in October, 1998 with over 80% of space leased. MVI operated the Market under contract with the owner until October 2001. Each year the Portland Public Market reached its sales goals, the Market reached full capacity in 2000 and attracted a top New York City chef to develop a restaurant in the Market that featured Maine foods. Among many honors, the Market won the 1999 Rudy Bruner Award for Urban Excellence, the American Planning Association Award for Exemplary Economic Development, the International Downtown Association Merit Award for Economic Development, and the first ever AWHUD Community Building by Design Award. Ted Spitzer and his wife, Elena Morrow -Spitzer, own and operate Maine's Pantry, a high - grossing specialty food store that was created in the Portland Public Market and expanded to a new location in downtown Portland in 2006. Maine's Pantry features specialty foods from over 80 Maine farmers and small batch producers, as well as a selection of unique products from throughout the country. More information at www.mainespantLy.com. Project Experience I Market Ventures, Inc. Page 1 12 I Farm to Market, Inc., Portland, Maine (2000-2001) ' In response to vendor transitions within the Portland Public Market, Ted Spitzer established Farm to Market, Inc., a nonprofit corporation that operated fresh food stores within the public market until private owners could be identified. Farm to Market strengthened connections with Maine farmers and ensured a consistent supply of fresh meat, poultry, dairy and produce in the market. Experience running Farm to Market heightened MVI's understanding of the potential and challenges of operating stores within the public market context. Bronx Sunday Market and La Marqueta Open -Air, New York, NY (1992-1995) As a principal of Public Market Partners, Ted Spitzer helped develop and operate the weekly, open-air Bronx Sunday Market and La Marqueta Open -Air, combination farmers' markets and community events that included local craft vendors, community outreach services, 1 and performances. The Markets were located in a park across from Bronx Borough Hall in the South Bronx and adjacent to the historic La Marqueta in East Harlem. Training Market Ventures, Inc. develops and leads training programs for market vendors and managers. Vendor workshop sessions cover topics that are critical for vendor success, including merchandising, competitive advantages/disadvantages of public market vendors, customer service and sales techniques, product quality and safety, employee preparation and training, vendor marketing, media relations, and developing a community of vendors. MVI also provides one-on-one training with individual vendors, offering concrete suggestions for product selection, merchandising, marketing, and other issues for which they need assistance. Milwaukee Public Market, Milwaukee, Wisconsin (2005) Market Ventures, Inc. developed vendor training workshops prior to the Milwaukee Public Market's opening in October 2005, helping to ensure that the vendors were prepared for the anticipated large volumes they would encounter during the grand opening. Half -day sessions were repeated over several days to provide opportunities for the 20 vendors to participate in sessions that covered a range of topics, including merchandising, customer service, employee training, and marketing. Farm to Market, Inc., Portland, Maine (2000-2001) IMVI developed and implemented an extensive employee training program to train sales associates for their duties within the Portland Public Market. P Project Experience I Market Ventures, Inc. Page 1 13 Mdr etVentures Inc www.marketventuresinc.com 118 William Street 207.321.2016 tel 866.757.1705 fax ' Portland, Maine 04103 ' AWARDS Exemplary Economic Development Planning Award Economic Development Division, American Planning Association, Ifflnfflil4:Q Annandale, Virginia 1F.ICa 4a Ego 1K D The Portland Public Market was chosen for this national award as an excellent example of downtown revitalization and for the quality of the project. Ted Spitzer, President of Market Ventures, Inc. and Director of the Portland Public Market, was cited in particular for his background and recognized for collaborating with the Preble Street Resource Center in developing Stone Soup Foods. This Public Market business, which produces and sells soup and I soup stocks, provides job training to clients at Preble Street's busy social service agency. The Portland Public Market was also noted for its many positive impacts on the city, including its role as a major downtown destination for area residents and tourists alike. The award ceremony took place at the national APA Conference in New York City in April, 2000. Rudy Bruner Award for Urban Excellence — Silver Medal Winner RU DY Bruner Foundation, Cambridge, Massachusetts B R U N E R AWARD tSelected from a field of over 100 applicants, the Portland Public Market received one of five Rudy Bruner Awards for Urban Excellence, America's most prestigious architecture and urban design award. The Bruner Foundation sponsors this biennial competition focusing on the complex process of urban FOR URBAN EXCELLENCE placemaking. "The finalists represent wonderful, innovative thinking on the part of developers, builders and support organizations," said award founder Simeon Bruner. "They show very creative use of urban spaces that also make a positive contribution to their surrounding environment, a key point for our award." All five winners, including projects in San ' Francisco, Los Angeles, and Philadelphia, were featured in Robert Shibley, Commitment to Place: Urban Excellence and Community, Bruner Foundation, 1999. Community Building By Design Award:E, U.S. Department of Housing &Urban Development/ k. IAmerican Institute of Architects The Portland Public Market was honored as the first -ever recipient of this national award. "The award goes to projects that play an exemplary role in helping to revitalize the communities in which they are located by enhancing the community's physical fabric," announced Ronald Scaggs, President of AIA during the awards ceremony in May, 2000 in Philadelphia. Both HUD and AIA felt the need to recognize excellence in design and community planning and this reward honors the hard work and planning that went into the creation of the Portland Public Market. 1 Downtown Achievement Awards for Economic Development, Award of Merit International Downtown Association, Washington, DC For more 15 years, the International Downtown Association International Downtown (IDA) Downtown Achievement Awards Program has Association celebrated the best that downtown revitalization and management has to offer. The awards are given annually to recognize exemplary and innovative projects, strategies, and events in downtown revitalization. IDA described the Portland Public Market as follows: A newly constructed indoor fresh food market in downtown is a state-of-the-art facility housing 25 permanent vendors and eight day stalls for products grown or produced in Maine. The architecturally pleasing market hall takes its cue from Maine's timber country. Most significant of all is the strong on -site management and networked point -of -sale computer system providing accurate centralized information. The market is also wired for e-commerce providing an extensive web site and vendor links to the site. The jury awarded the Merit award to this model public market for its demonstration of how philanthropy, small business, and government can create a forward -looking commercial enterprise. Honor Award, American Institute of Architects New England Chapter, American Institute of Architects Awarded biennially, this award for the Portland Public Market is the highest designation given for excellence in design and architecture by the American Institute of Architects. - Future Landmark Award Greater Portland Landmarks, 1998 Each year, Greater Portland Landmarks recognizes Portland's best historic structures and visual landscapes. This year's awards were reinvented to make the categories more competitive. In winning the first Future Landmark Award, the Portland Public Market was cited as "a new building exhibiting such outstanding design quality and craftsmanship that it may become a community landmark in the future." In addition, the timber -framed architecture of the Public Market was notably credited with "complementing and greatly improving the downtown neighborhood." The Lighthouse Award Convention and Visitors Bureau of Greater Portland, 1999 The Portland Public Market received the Convention and Visitors Bureau's annual Lighthouse Award, presented to a business that exemplifies outstanding leadership in promoting Maine as a tourism destination while enhancing the quality of life for Maine people. 1 1 I F" i Ji �1 [I �J 1 Mdr et Ventures Inc www.marketventuresinc.com 118 William Street 207.321.2016 tel 866.757.1705 fax Portland, Maine 04103 Fort Collins Community Marketplace Feasibility Study Project Understanding Fort Collins has achieved considerable success in activating its downtown through identifying and implementing development strategies that build off of the region's unique attributes. As part of its effort to make Downtown Fort Collins a cultural center, the Fort Collins Downtown Development Authority and local partners have spent considerable time and effort to develop the concept for a Community Marketplace. The Marketplace reflects the burgeoning demand for interesting, fresh, and sustainably grown local foods among both local consumers and tourists, as well as the interest from independent food entrepreneurs and farmers for direct -to -consumer sales. Project organizers have built consensus for constructing a mixed use facility in the downtown around the principle of Locally Sustainable — Globally Fair. Moreover, the facility will target the emerging trend of "conscious consumers" who care about where their food comes from and how it is grown and marketed. The envisioned facility will include a range of functions, including permanent, semi- permanent, seasonal, and day vendor stalls, public spaces, offices for like-minded nonprofits and businesses, and meeting and event facilities. The tenant mix for the ground level Market Hall will include a range of fresh and prepared food offerings, while the upper levels will house tenants who share the vision for triple bottom line accountability, as well as meeting and conference rooms to support community and business needs. The building will push the envelope in terms of sustainable design and facility management, integrating a range of innovative building technologies and sustainable operating practices so that the market can serve as a model and teaching laboratory for other facilities. The proposed feasibility study is a critically important step to analyze and refine the concept, identify the optimal site, quantify consumer demand, and create financial models and a financing plan that lead to a self-sustaining facility, all while meeting the project's stated goals. Unlike other types of feasibility studies, the feasibility study for a public market must incorporate the creative elements of concept development with the rigorous analysis of feasibility testing. No two public markets are alike because authentic markets emerge from the distinctive food culture of a region. A great public market reflects the region's evolving farming, food production and culinary traditions. A public market in downtown Fort Collins must be a unique response to the opportunities of its site and region, the interests and skills of the area's food entrepreneurs and farmers, and the aspirations of its community. To be feasible economically, the Community Marketplace will need sufficient and consistent income streams to ensure that revenues meet or exceed the costs of management and operations, while simultaneously meeting the market's public goals. 1 rOur approach to the Fort Collins Community Marketplace Feasibility Study combines three primary elements: ' 1. A creative process that builds off of the work completed to date and which solicits input from a variety of sources, including downtown leaders, members of the community, the region's farmers, those connected to the local food economy, and potential partners, r2. Knowledge of what works and what doesn't with public markets around the country, and 3. Technical ability and experience with public market planning, development, and operations so as to conduct a thorough, independent analysis, allowing the DDA and its partners to have reliable information upon which to make informed decisions. Market Ventures, Inc., in association with Hugh A. Boyd, Architects and Brinkman Partners LLC, is pleased to respond to the RFP for consulting services. Hugh Boyd and I have long experience assisting communities develop similar, mission -based public markets. Fort Collins -based Brinkman Partners brings comprehensive knowledge of the downtown real estate market; local construction costs, trends, and standards; and sustainable design. Collectively, our team has the skills and experience to provide you with the highest quality study. Through our work researching and analyzing public markets over the past 20 years, MVI has identified five critical factors that help explain public market success. They include: 1. A great site. Like all retail, location is a critical factor. While not every successful public market might have the following site characteristics, a great public market site is: ' • Easily accessible to the entire region and to tourists (physically and psychologically) • Visible from highways or major thoroughfares ' • Has easy circulation around and through the site • Provides pedestrian access and generally is in close proximity to downtown • Able to be phased so the market can expand over time • Has lots of convenient parking, ideally free and at -grade r• Offers a supportive context of other independent local businesses nearby, including food - related businesses and restaurants, and room for an outdoor farmers' market and public spaces ' 2. Environment. Public market architecture includes the market building and public spaces, as well as the design and layout of each tenant space. Historically, many cities perceived their public markets as important works of civic architecture; many of these public markets are impressive and beautiful structures. A great public market environment is: • A place people want to be and a comfortable public space that welcomes all elements of ' the community • A landmark structure I Page 2 1 I • A facility with well designed stalls and infrastructure that support small food retailers and food producers • A rich sensory experience of sights, sounds, smells, and tastes • A place that offers customer amenities such as comfortable seating areas and clean restrooms • On the cutting edge of sustainability, including green construction elements, energy efficiency, waste minimization, and composting/recycling 3. Culture of public market shopping. Communities throughout the country are awakening to the benefits of buying locally grown foods. Some communities have developed a culture of public market shopping, with residents going out of their way to purchase locally grown food direct from producers and willing to make it a spending priority, even as supermarket competitors have improved their offerings and shopping experience. 4. Professional management. Well run public markets have highly skilled professional managers who focus on helping the market achieve its mission, support the vendors, and ensure that customers have a positive shopping experience. Some of the critical roles that management plays include: • Property management (including cleaning, security, maintenance, and rules enforcement) • Customer service • Farmer and vendor recruitment • Small business assistance and vendor training • Marketing (including advertising, special events/promotions, public relations, education, Internet, and consumer research) 5. High quality retailers. The most important determinant of a public market's long term success is the quality of its retailers. Once the developer of a public market has "set the stage" in terms of site, facility and management team, it is the retailers who become "the show." Their ability to offer high quality and unique products, as well as superior services, will determine whether a sufficient customer base is established over time. Our feasibility analysis will test whether these five factors can be achieved at a site in ' Fort Collins. Furthermore, we will employ rigorous and well documented economic feasibility analysis to provide a clear picture of the financial opportunities and risks associated with the Community Marketplace, recognizing the importance of developing a concept with ongoing positive cash flow. This will give the DDA and its partners the evidence they need to make decisions about moving forward with confidence. r r Page 3 r 1 1 Scope of Work Market Ventures, Inc. will utilize a range of research and analytic methods for this project, all of which have been developed and tested in similar projects across the country. A detailed scope of services that includes our proposed methods is attached as Appendix A. The proposed scope of services addresses all of the other items listed in the scope section of the RFP and incorporates methodologies that MVI has found to be effective on similar public market feasibility studies. We typically work with a local advisory committee and look forward to doing the same in Fort Collins. We will meet regularly with the planning team throughout the study and solicit members' feedback at key points during the planning process. The consultant team will participate in the public meeting, supporting the DDA as needed. ' Project Manager and Key Team Member Capabilities Ted Spitzer, President, Market Ventures, Inc. will be the principal -in -charge of this project and the project manager. This is a role he has played with numerous public market feasibility studies. The budget includes four site visits of approximately three days each for Ted; this can be altered, if we find that additional trips are needed. 1 1 1 1 Ted Spitzer first became involved with public markets in the mid- 1980s and has since worked on public market projects throughout the United States. With Hilary Baum, he is the principal author of the only book devoted to public market planning and development, Public Markets and Community Revitalization, published by the Urban Land Institute and Project for Public Spaces in 1995. Mr. Spitzer has assisted many public and farmers' markets, including recently constructed markets such as the Milwaukee Public Market, the Portland (Maine) Public Market, and Erie Street Market in Toledo. He helped develop and manage several open-air farmers' markets, including the Bronx Sunday Market, the East Orange (NJ) Community Market, and the farmers' market component of the Portland Public Market. His work regularly includes feasibility analysis, concept development, market research, business planning, pro forma analysis, marketing strategies, vendor training, and evaluation. Mr. Spitzer's resume is attached. Hugh Boyd, FAIA, will use his specialized knowledge of public market architecture and planning to assist with the site selection elements of the study. Mr. Boyd specializes in the design and development of public markets as well as design for the food industry. He has worked on public market projects throughout the United States and is intimately familiar with the needs of farmers and vendors. In New York City, the firm designed the Market at Grand Central Terminal, the new Balducci's in Chelsea, and the Market at Atlas Park in Queens. He designed the redevelopment of Cincinnati's historic Findlay Market and designed the interior of the Milwaukee Public Market. He led the design effort at new public markets in Portland, Maine and Charleston, West Virginia. Mr. Boyd's expertise also extends to the study and design of roadside markets around the country, including the highly successful expansion and renovation of Atkins' Farmers Country Market, in Amherst, MA. His firm is located in Montclair, New Jersey. Mr. Boyd's resume is attached. 44- Page 4 I F �J I Kevin Brinkman, MSRE, CCIM, and David Miller, BSBA, of Brinkman Partners, LLC will support the site research and development analysis elements of the study. Mr. Brinkman is co-founder and principal of Brinkman Partners, LLC, in Fort Collins. His professional background includes experience in civil engineering, construction management, real estate brokerage, and development. Kevin's diverse experience qualifies him to guide clients through the full cycle of real estate activities including acquisition and development, redevelopment, tenant/user management, and property exit and exchange. His credentials include a Bachelor's degree in Civil Engineering from the University of Colorado in Boulder, a Master's degree in Real Estate Finance from the University of Denver, and designation as a Certified Commercial Investment Member (CCIM). David Miller's background includes many facets of commercial real estate brokerage. His experience includes commercial property research, project coordination with the City's Planning and Zoning Department, grant application management through the DDA, and serving as liaison with public entities including Colorado State University, CSU Research Foundation, and UniverCity Connections. Brinkman Partners brings a solid grounding in local conditions, including knowledge of current downtown lease rates, local construction costs and trends, land values, and extensive knowledge of City of Fort Collins land development standards and procedures. Mr. Brinkman's resume is attached. Team Capabilities Market Ventures, Inc. Market Ventures, Inc. works with communities throughout the country to develop or improve their public markets, farmers' markets, and other innovative food -based economic development initiatives. Current and recent clients for public market feasibility studies include Grand Action, Grand Rapids; Broome County Department of Planning, Binghamton (NY); Eastern Market Corporation, Detroit; the Downtown Alliance of Salt Lake City; CitySeed, New Haven; and the Historic Third Ward Association, Milwaukee. An important element that distinguishes MVI from other consulting firms is that our ' experience extends beyond planning and analysis to actually developing and managing public markets, as well as operating food businesses within public markets. This gives us first-hand experience with all elements of day-to-day public market operations and unique insight into the rchallenges and opportunities for developing successful market tenants. 1 The firm has conducted feasibility analyses for numerous public markets, including the Urban Market in Grand Rapids, the Salt Lake City Public Market, the Milwaukee Public Market, the Sonoma County (California) Food & Wine Center, the Portland Public Market, and the Springfield (Massachusetts) Public Market. MVI recently completed an extensive feasibility study and concept plan for the Urban Market in Grand Rapids, Michigan. This study shares many similarities with the Community Marketplace study, including site analysis, market research, financial analysis, and financing plan for a mixed used, multi -level downtown facility that seeks to advance the city's sustainability agenda. The project will likely be a partnership between the nonprofit Grand Action and the city's Downtown Development Authority. In Milwaukee, our work on site selection, feasibility analysis, and concept planning came to fruition four years ago following a successful $10 million fundraising campaign. We were I Aft 1, Page 5 back in Milwaukee in 2005 to conduct a vendor training program to help prepare the vendors for the grand opening and beyond, and we consulted on merchandising after the Market opened. ' Between 1995 and 2001, MVI had overall responsibility for the planning, development, and operations of the Portland Public Market, a multi -vendor fresh food market featuring foods and businesses from Maine, including the state's first all -organic outdoor farmers' market. During MVI's tenure, the Market successfully met all of its leasing and development goals and the Market won numerous national awards, including the Rudy Bruner Award for Urban ' Excellence, the Exemplary Economic Development Award from the American Planning Association, and the first ever Community Building by Design Award from AIA/HUD, as well as awards from ULI, IDA and the Congress for New Urbanism. ' Finally, we are passionate about public markets and believe strongly in their potential to serve their communities without losing sight of the difficult work required to make them successful. Public markets are not a sideline to our regular work — they are the focus of our consulting practice. We look forward to sharing the experience and insight we have gained in our years of experience. ' Select project experience is attached. More information about Market Ventures, Inc. can be found at our website, www.in.ai-ketventuresinc.com. ' Hugh A. Boyd, Architects Hugh A. Boyd, Architects, has extensive experience in retail and commercial space design, merchandising, and graphic concepts, with particular expertise in the programming and ' design of public markets. Recently the firm designed the very successful Market at Grand Central Terminal, New York, the new expanded facility for the Ardmore Farmers' Market, the redevelopment of Cincinnati's historic Findlay Market, and new public markets in Portland, Maine and Charleston, West Virginia. The firm has designed supermarkets for some of the country's most successful specialty retailers, including the new Balducci's store in New York City, as well as cutting edge supermarket developments in the Philippines. ' Mr. Boyd was the principal architect for the Portland Public Market, which has won numerous awards in architecture and planning, including the first ever Community Building by ' Design Award from the American Institute of Architects and the U.S. Department of Housing and Urban Development. He has helped create public markets in historic spaces, including the Market at 30th Street Station in Philadelphia, where he provided design and coordination for a new 35,000 sq. ft. market within a National Register train station; the Capital Market in Charleston, West Virginia, inside an 1890's train shed; and the highly successful Ardmore, Pennsylvania Farmers' Market. Mr. Boyd provided the architectural services for the Twelve Oaks Farmers' Market in Savannah, Georgia, a renovation of a 13,000 sq. ft. supermarket into a 20-tenant mixed -use market; and the Reston Market in Reston, Virginia, a new 25,000 sq. ft. fresh food market in a new town center. In 2001, Mr. Boyd became a Fellow of the American Institute of Architects, the highest honor in the field, in large measure because of his expertise in public markets and his role in the renaissance of public markets in the United States. He was named Architect of the Year in 2008 ' by the New Jersey chapter of AIA. 4114 Page 6