HomeMy WebLinkAbout2007-02-01 Info Packet
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CITY OF IOWA CITY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
February 1, 2007
IP1 City Council Meetings and Work Session Agendas
CONFERENCE BOARD MEETING
IP2 Agenda Packet submitted by Iowa City Assessor Dennis Baldridge
Additional materials regarding City Conference Board [Distributed to Council at 2/5 work
session and 2/6 formal meeting]
MISCELLANEOUS
IP3 Memorandum from the City Clerk: Council Meeting Schedule for February through
August 2007
IP4 Letter from the Iowa City Fire Department and the Building Division: Fire Code changes
that may affect Group A-2 eating and drinking establishments
IP5 Letter from Lee Grassley to the City Clerk: Mediacom rate adjustments
IP6 Letter from Valerie Boughton to Mayor Wilburn: Closure of Cub Foods
IP7 Invitation: Cultural Advocacy Days, February 26-27,2007
Economic Development Committee Packet of 2/9/07 [Distributed at 2/6/07 Regular
Meeting]
PRELIMINARY/DRAFT MINUTES
IPS Planning and Zoning Commission: January 18, 2007
IP9 Economic Development Committee: January 23, 2007
IP10 Board of Appeals: January 18, 2007
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CITY OF IOWA CITY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
February 1, 2007
IP9 Economic Development Committ e: January 23, 2007
uncil Meetings and Work Session Agendas
IP1
CONFERENCE BOARD MEE
IP2
IP3 Memorandum from the
August 2007
Schedule for February through
IP4 Letter from the Iowa City Fire Departmen nd the uilding Division: Fire Code changes
that may affect Group A-2 eating and dri ing
IP5 Letter from Lee Grassley to the City Clerk: Me
IP6 Letter from Valerie Boughton to Mayor Wilbu : Clos re of Cub Foods
IP7 Invitation: Cultural Advocacy Days, Febr ary 26-27, 20
PRELlMINA
IP8 Planning and Zoning Commission: January 18, 2007
IP10 Board of Appeals: January 18,
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CITY OF IOWA CiTY
City Council Meeting Schedule and
Work Session Agendas
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February 1, 2007
www.icgov.org
. MONDAY, FEBRUARY 5
6:30p City Conference Board Meeting
Separate Agenda Posted
Council Work Session
. Planning and Zoning Items
. Economic Development Policy (Agenda item #7)
. Agenda Items
. Budget Discussion
. Council Time
. Schedule of Pending Discussion Items
. Future Meeting Schedule
Emma J Harvat Hall
. TUESDAY, FEBRUARY 6
7:00p Formal Council Meeting
Emma J Harvat Hall
TENTATIVE FUTURE MEETINGS AND AGENDAS I
. MONDAY, FEBRUARY 19 Emma J Harvat Hall
Presidents' Day - Offices Closed
. TUESDAY, FEBRUARY 20
5:30p Special Council Work Session
7:00p Formal Council Meeting
Emma J Harvat Hall
. MONDAY, MARCH 5
6:30p City Conference Board Meeting
Council Work Session
Emma J Harvat Hall
. TUESDAY, MARCH 6
7:00p Formal Council Meeting
Emma J Harvat Hall
. MONDAY, MARCH 19
6:30p Council Work Session
Emma J Harvat Hall
. TUESDAY, MARCH 20
7:00p Formal Council Meeting
Emma J Harvat Hall
. MONDAY, APRil 2
6:30p Council Work Session
Emma J Harvat Hall
. TUESDAY, APRil 3
7:00p Formal Council Meeting
Emma J Harvat Hall
. WEDNESDAY, APRil 11
4:30p Joint Meeting
North Liberty
January 31, 2007
OFFICE OF THE
~
lOW A CITY ASSESSOR
JOHNSON COUNTY ADMINISTRA nON BUILDING
DENNIS BALDRIDGE
ASSESSOR
BRAD COMER
DEPUTY
MARTIN BURKLE
DEPUTY
Dear Conference Board Member:
The annual meeting of the Iowa City Conference Board for the consideration of the Iowa City
Assessor's FY 2008 budget is scheduled for Monday, February 5, 2007 at 6:30 P.M. at the Iowa City
Civic Center. Enclosed for your review before the meeting are:
1. The Agenda.
2. The Proposed Budget.
3. Salary Survey.
4. A copy of the February 27,2006 minutes.
5. Letter from the Iowa Department of Revenue certifying eligibility for reappointment of Dennis
Baldridge as Iowa City Assessor.
6. The 2006 Annua] Report including the program division statement.
There is an increase in the amount to be raised by the Assessment Expense Fund from last year's
amount. The increase consists of:
a. $16,795
b. $ 1,770
c. $ 2,340
d. $ 2,250
e. $ ],260
f. $ 2,100
g. $ 300
h. $ 1,000
1. $25,000
J. $ 7,67]
k. $ 2,S00
$62,986
for a 5% COLA/Merit increase in salaries.
for a 5% market adjustment to the appraiser position.
for an increase in FICA.
for an increase in IPERS.
for an increase health insurance.
for an increase in Board of Review salaries.
for an increase worker's compensation.
for an increase in education (schools and conferences.)
for an increase in legal fees and expert witnesses.
to transfer the auto replacement fund from the Special Appraisers Fund ($1500 increase.)
to transfer the computer replacement fund from the Special Appraisers Fund
T otallncrease
This increase is offset by the following decreases:
a. $] ,300 for a decrease in printing, an alternate year expense.
b. $ 6.200 for a decrease in printing, an alternate year expense.
$ 7500 Tota] Decrease
$55,486 Net Increase
The Assessment Expense Fund levy rate will increase from .23164 to .26010.
913 SOUTH DUBUQUE STREET . IOWA CITY IOWA 52240
TELEPHONE 319-356-6066
The largest increase is for legal fees and experts witnesses. 2005 saw a large number of valuation
appeals to District Court, and we were limited in the number of fee appraisals we were able to afford.
We feel that with a larger budget for appraisals, we would have been in a better position to defend our
values. In addition, in 2007 there will be a new statewide Property Assessment Appeal Board that will
add another level of appeals that we will be required to defend. At this point we have no way of
estimating the costs associated with this new board.
The other main increase is for salaries, with a 5% cost of living/merit increase. The cost of living
increase for other local taxing bodies appears to be in the three to six percent range. And the enclosed
salary surveys indicate that our salaries fall below those of comparable assessment jurisdictions in
Iowa.
The salary for the appraiser position was increased by an additional five percent as a market
adjustment. Assessors in two neighboring jurisdictions recently hired entry level appraisers at the
salary level being paid to our appraiser. Mark Fedler has been an appraiser in our office for over
twelve years, so I feel that an increase is overdue.
Health insurance costs are expected to remain about the same or rise slightly for the upcoming year,
while employee contributions will increase to twenty-five dollars per month for a family policy.
Board of Review salaries were increased from $1800 to $21 00. The last increase for this position was
SIX years ago.
Postage and printing were decreased because 2008 will not be a reassessment year and assessment rolls
will not be mailed to all property owners.
Worker's compensation was increased because of a shortfall in this budget item last year. The
budgeted amount has not increased in several years.
The auto replacement and computer replacement funds were transferred from the Special Appraisers
Fund to the Assessment Expense Fund to comply with new advice from the State Auditor's Office.
The Special Appraiser's Fund is to be used only for appraisal related expenses and technology such as
mappmg.
Schools and Conferences increased because we anticipate higher costs for education. The recently
retired Chief Deputy had slowed her continuing education in anticipation of retirement. Her
replacement will be attending more classes and I feel it's important that other employees take
advantage of educational opportunities as well.
The total amount of the Special Appraisers fund was reduced substantially by the transfer of the auto
replacement fund and the computer replacement fund to the Assessment Expense Fund.
If you have any specific questions or wish to see any of the supporting documents for this budget,
please feel free to phone me at the oftice at 356-6066 or at my home at 688-2661.
Sincerely,
f)~1?~
Dennis Baldridge
Iowa City Assessor
2
January 31,2007
TO WHOM IT MAY CONCERN:
The Iowa City Conference Board will meet at 6:30 P.M. on Monday February 5, 2007
at the Iowa City Civic Center. The purpose of this meeting is to hold a public hearing
on the Iowa City Assessor's proposed budget for FY 2008.
AGENDA:
1. Call meeting to order by the Chairperson.
2. Roll call by taxing body.
3. Act on minutes of February 27,2006 Conference Board meeting.
4. Assessor presents proposed budget.
5. Discuss proposed budget.
6. Conference Board acts on proposed budget.
7. Set date for public hearing.
8. Appointment of Board of Review member.
9. Re-appointment of Assessor.
10. Other business.
11. Adjournment.
Dennis J. Baldridge
Clerk, Iowa City Conference Board
ITEMIZED BUDGET - ASSESSMENT EXPENSE FUND
EMPLOYEE EXPENDITURES FY 2007 FY 2008 INCREASE
SALARIES
CITY ASSESSOR 77,860 81,750 5.00%
FIRST DEPUTY 66,180 69,490 5.00%
SECOND DEPUTY 62,290 65,400 4.99%
REAL ESTATE CLERK 42,680 44,810 4.99%
CLERK/APPRAISER 35,530 39,170 10.24%
CLERK/ACCOUNTING 38,190 40,100 5.00%
LONGEVITY 1,950 2,525 29.49%
SUBTOTAL $324,680 $343,245 5.72%
EMPLOYEE BENEFITS
EMPLOYER SHARE: FICA 25,650 27,990 9.12%
EMPLOYER SHARE: IPERS 19,280 21,530 11.67%
HEALTH INSURANCE 70,780 72,040 1.78%
SUBTOTAL 115,710 121,560 5.06%
ITOTAL EMPLOYEE COST $440,390 $464,805 5.54%1
OTHER EXPENDITURES
LEAVE CONTINGENCY $ 10,000 $ 10,000 0.00%
BOARDS
BOARD OF REVIEW 10,500 12,600 20.00%
BOARD OF REVIEW EXPENSES 200 200 0.00%
CONFERENCE BOARD 0 0
EXAMINING BOARD 30 30 0.00%
SUBTOTAL $10,730 $12,830 19.57%
OFFICE EXPENSES
MILEAGE & AUTO 1,600 1,600 0.00%
OFFICE SUPPLIES 3,500 3,500 0.00%
POSTAGE 7,400 1,200 -83.78%
TELEPHONE 1,000 1,000 0.00%
PUBLICATIONS & SUBSCRIPTIONS 700 700 0.00%
PRINTING 1,800 500 -72.22%
INSURANCE 3,500 3,500 0.00%
EQUIPMENT PURCHASE 3,400 3,400 0.00%
EQUIPMENT MAINTENANCE 200 200 0.00%
UNEMPLOYMENT 2,000 2,000 0.00%
DATA PROCESSING SERVICES 14,000 14,000 0.00%
SOFTWARE MAINTENANCE 16,000 16,000 0.00%
BONDS & WORKER'S COMPENSATION 1,200 1,500 25.00%
AUTO REPLACEMENT (Previously in Special Appraisers Func 7,671
COMPUTER REPLACEMENT (Previously in Special Appraisers Fund) 2,500
SUBTOTAL $56,300 $59,271 5.28%
PROFESSIONAL EXPENSES
SCHOOLS & CONFERENCES 8,500 9,500 11.76%
DUES 1,600 1,600 0.00%
SUBTOTAL $10,100 $11,100 9,90%
TECHNICAL SERVICES
LEGAL FEES & EXPERT WITNESSES 27,000 52,000 92.59%
APPRAISAL SERVICE 600 600 0.00%
SUBTOTAL $27,600 $52,600 90.58%
ITOTAL OTHER EXPENDITURES $104,730 $135,801 29.67'/,1
TOTAL ASSMT EXPENSE FUND BUDGET $555,120 $610,606 10.00%
UNENCUMBERED BALANCE -$25,411 -$3,377
TO BE RAISED BY TAXATION $529,709 $607,229 14.63%
ITEMIZED BUDGET - SPECIAL APPRAISERS FUND
EXPENDITURE FY 2007 FY 2008
MAPPING & APPRAISAL $8,600 8,300
CAR REPLACEMENT 6,171 0
RE-APPRAISAL FUND 14,452 14,452
LEAVE CONTINGENCY 0 0
COMPUTER REPLACEMENT 2,500 0
TOTAL BUDGET $31,723 $22,752
UNENCUMBERED BALANCE ($31,723) ($17 ,960)
TO BE RAISED BY TAXATION $0 $ 4,792
GRAND TOTAL TO BE RAISED BY TAXATION $529,709 $612,021
MAXIMUM LEVY ALLOWED
MAXIMUM ASSESSMENT EXPENSE FUND 2,334,243,068 X .00027 $630,246
IPERS & FICA FUNDS $49,520
UNEMPLOYMENT COMPENSATION & TORT LIABILITY $4,000
MAXIMUM SPECIAL APPRAISERS FUND 2,334,243,068 X .000405 $945,368
MAXIMUM ALLOWED WITHOUT STATE APPROVAL $1,629,134
MAXIMUM EMERGENCY FUND 2,334,243,068 X .00027 $630,246
(requires State Appeal Board approval)
MAXIMUM THAT COULD BE RAISED BY TAXATION FOR FY 2006 $2,259,380
PRIOR YEARS LEVIES AND RATES
ASSESSMENT EXPENSE FUND SPECIAL APPRAISERS FUND TOTAL LEVY
FY AMOUNT LEVIED LEVY RATE AMOUNT LEVIED LEVY RATE
1995-96 303,281 0.20446 30,000 0.02023 0.22469
1996-97 319,513 0.2045 17,000 0.01088 0.21538
1997-98 318,270 o 19946 52,834 0.03311 0.23257
1998-99 318,699 0.19269 184,357 0.11146 0.30415
1999-00 341,910 0.19784 352,508 0.20398 0.40182
2000-01 359,341 0.19823 180,293 0.09946 0.29769
2001-02 396,829 0.20636 6,442 0.00335 0.20971
2002-03 403,136 0.20694 4,426 0.00227 0.20921
2003-04 412,379 0.20818 10,051 0.00507 0.21325
2004-05 470,398 0.22926 15,728 0.00767 0.23693
2005-06 472,050 0.22525 25,995 0.01240 0.23765
2006-07 529,702 0.23164 0 0 0.23164
2007 -08 607,229 0.26010 4,792 0.00205 0.26215
IOWA ASSESSORS SALARY SURVEY 2006-07
Assessor Chief Deputy Deputy Assessed Value 2000 Year
Rank Jurisdiction Salary Salarv Salarv (in milli~nsl Population' Apoointed
1 Polk County $106,080 $98,942 $73,892 27,501 374,601 1984
2 Ames (City) $93,600 $70,320 $55,940 3,319 50,731 2006
3 Cedar Rapids (City) $93,444 $88,990 $68,003 7,592 120,758 VACANT
4 Pottawattamie County $90,086 $72,068 $72,068 4,524 87,704 2004
5 Story County $85,753 $68,602 $52,127 1,619 29,250 2004
6 Johnson County $84,367 $69,286 3,800 48,786 2002
7 Black Hawk County $79,900 $60,021 $56,335 6,500 128,012 1991
8 Davenport (City) $79,825 $74,678 $61,285 4,968 98,359 1979
9 Linn County $79,442 $71,737 $59,678 4,629 70,943 1985
10 Dubuque (City) $79,275 $64,353 3,346 57,686 2001
11 Sioux City $79,178 $63,342 $63,232 3,332 85,013 VACANT
12 Muscatine County $78,354 $52,112 $43,284 2,298 41,722 1992
13 Iowa City $77 ,860 $66,180 $62,290 3,751 62,220 2002
14 Cerro Gordo County $77 ,250 $61,800 1,370 17,275 1979
15 Scott County $75,918 $68,803 $60,771 4,356 60,309 1983
16 Dubuque County $75,728 $60,582 2,074 31,457 2005
17 Woodbury County $75,530 $57,400 1,153 18,864 1987
18 Dallas County $71,490 4,096 40,750 2004
19 Des Moines County $68,689 $59,029 $42,930 1,754 42,351 1998
20 Marshall County $67,350 $52,395 1,823 39,311 1977
21 Warren County $67,135 2,491 40,671 1996
22 Jasper County $65,000 1,109 37,213 1986
23 Mason City $62,700 1,500 29,172 1982
24 Washington County $62,700 1,196 20,670 1993
25 Clinton County $60,283 $48,210 1,341 22,377 2002
26 Clinton (City) $59,890 $42,316 1,119 27,772 1982
'City population has been deducted
from counties with a city assessor.
IOWA CITY CONFERENCE BOARD
MINUTES
February 27,2006
City Conference Board: February 27,2006,6:30 P.M. in the Council Chambers at the
Iowa City City Hall. Mayor Ross Wilburn presiding.
Iowa City Council Members Present: Bailey, Champion, Correia, Elliott, O'Donnell,
Vanderhoff, Wilburn.
Johnson County Supervisors Present: Harney, Neuzil, Sullivan.
Iowa City School Board Members Present: Morgan..
Others Present: Baldridge, Comer, Atkins, Karr, Dilkes.
Tape Recorded: Reel 06-24, Side 1.
Chair Ross Wilburn called the meeting to order and clerk Baldridge called roll and
stated that a quorum was present. The Schools, having only one member present will
not haye a vote recorded.
The County (Harney) moyed to accept the minutes of the last Conference Board
meeting, January 23,2006, the City (Champion) seconded and the motion carried,
2/0.
Chairman Wilburn declared the public hearing open. After no comment from the
public, the public hearing was declared closed.
The Schools (Morgan) moved to accept the proposed budget as published, the County
(Harney) seconded and the motion carried, 2/0.
The Schools (Morgan) moved to re-appoint Lane Plugge to the Examining Board for
a six-year term ending December 31, 2011, the City (Elliot) seconded and the motion
carried, 2/0
There being no further business it was moved by the City (Champion) and seconded
by the County (Neuzil) to adjourn at 6:34 P.M. Motion carried, 2/0.
Dennis Baldridge
Clerk, Iowa City Conference Board
Iowa Department of Revenue
Director: Mark R. Schuling
Hoover State Office Building
Des Moines, Iowa 50319
phone (515) 281-3204
November 29,2006
Chairperson
City of Iowa City Conference Board
913 S. Dubuque Street
Iowa City, IA 52244
Dear Chairperson:
This is to officially notify you that Dennis Baldridge, City of Iowa Ci~y Assessor, has
successfully completed the continuing education requirements for IoWa assessors as set forth in
Iowa Code Section 441.8 (2005)
In compliance with Section 441.8, the Assessor Education Advisory Committee certifies that
Dennis Baldridge is eligible for reappointment as the City of Iowa City Assessor.
Yours truly,
MRSlbm
cc: Dennis Baldridge
NOTICE
THE CITY CONFERENCE BOARD IS CONSIDERING APPOINTMENT TO THE FOLLOWING BOARD:
BOARD OF REVIEW
One vacancy - Six-Year Term
(Licensed Real Estate Broker)
January 1,2007 - December 31,2012
It is the duty of members of the Board of Review to equalize assessments by raising or lowering the
individual assessments of real property, including new buildings, personal property or monies and credits
made by the Assessor; to add to the assessed rolls any taxable property which has been omitted by the
Assessor.
Members of the Board of Review shall be residents of the Assessor's jurisdiction.
Applications must be received by 5:00 p.m., Wednesday, January 10, 2007. The City of Iowa City
encourages diversity in the appointment of citizens to boards and commissions. Persons interested in
being considered should contact the City Clerk at City Hall, 410 E. Washington Street. Application forms
are available from the Clerk's office upon request or on the City website at www.icgov.org.
Questions about the Iowa City Board of Review should be directed to Dennis Baldridge at 356-6066.
Spouses and relatives of City Council Members and members of comparable County
Boards and Commissions are not eligible for appointment to ~ity Boards and
Commissions. This includes: spouse, child, mother, father, mother- in- law, father- in-
law, brother, sister, brother- in-law, sister- in-law, step-father, step-mother, step-
child, aunt, or uncle. (Resolution 85-354)
Males: 3
Females: 1
Application Deadline: January 10.2007
Elected by City Conference Board
BOARD OF REVIEW
One Vacancy - Six Year Term
Licensed Real Estate Broker
January 1, 2007 - December 31,2012
Term expires for David Hintze
David Hintze [lS]
1528 Somerset Lane
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[lS] Denotes applicant completed the Confidential page of the aRplication.
CITY OF IOWA CITY
ADVISORY BOARD/COMMISSION
APPLICATION FORM
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CITY OF IOWA CITY
Individuals serving on Boards/Commissions play an important role in advising the Council on matters of
interest to our community and its future. Applicants must reside in Iowa City.
After a vacancy has been announced, the Council reviews all applications during the work session. The
appointment is made at the next formal Council meeting. Appointees serve as unpaid volunteers. This form
may be filled out manually (please use a black ink pen), typewritten, or electronically (PDF). Return the .
application to City Clerk, 410 E. Washington St., Iowa City, Iowa.
THIS APPLICATION IS A PUBLIC DOCUMENT AND AS SUCH CAN BE REPRODUCED AND DISTRIBUTED FOR
THE PUBLIC, WITH THE EXCEPTION OF THE LAST PAGE MARKED "COtlFIDENTIAL." THIS APPLICATION
WILL BECONSIDERED FOR THREE MONTHS ONLY AND AUTOMATICALLY CONSIDERED FOR ANY VACANCY
DURING THAT TIME.
. ADVISORY BOARD/COMMISSION NAME
TERM: ({ v.....
,
Youth Advisory Commission, Age on the date offiling:D Age 15 to 17 (or) 0 Age 18 to 21
Signature of parenVguardian if Age 15 to 17:
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~Yes 0 No
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Misrepresentations on this application will constitute just cause for removal of an appointee. If you fail
to answer all the questions, Council may not consider your application.
General Application
June 2006
Page 10ft
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WHAT IS YOUR PRESENT KNOWLEDGE OF THIS ADVISORY BOARD?
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WHAT CONTRIBUTIONS DO YOU FEEL YOU CAN MAKE TO THIS ADVISORY BOARD (OR STATE
REASON FOR APPLYING)?
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1/"'/"",$ I~ .;I:;- C,-~. .:;: t, -.A J,.,.d. 7.1' "'.##1'" 1-
elC~:~~-< ,.... I"e",{ ,~J..k ,et.-t-P ,~~"y-rl,'~. ;... Xc.
POTENTIAL CONFLICTS OF INTEREST
Please identify any potential conflicts between membership on the advisory board and your personal
interests,including financial interests and your duties to an employer.
In particular, if you are applying to be a member of a board or commission ""hich makes recommendations tothe
City Council about the allocation of City funds, please list any present affiliations you have with agenciesthat
apply for funding from the City. "Affiliation" includes being a board member or employee of the agency. Other
types of affiliations must be examined on a case by case basis by the City Attorney's office.
You should also know that Section 362.5 ofthe Code of Iowa generally prohibits, with certain importantexceptions,
a member of a city Board or Commission from having an interest in a city contract. A copy of Section 362.5 is
attached (see page 6). Q ~
If you are uncertain whether a potential conflict of interest exists or have questions a~ Se~on ~.5 of
theCode of Iowa, please contact the City Attorney's office at 356-5030..: -: ,:; -::d
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IF YOU ARE NOT SELECTED, DO YOU WANT TO BE NOTIFIED? IRl Yes D No
DO YOU CURRENTLY SERVE ON ANOTHER IOWA CITY BOARD ORCOMMISSION? D Yes ~ No
(II has been Council policy not to permit an individual to serve on two Boards or Commissions at the same time.)
Misrepresentations on this application will constitute just cause for removal of an appointee. If you fail
to answer all the questions, Council may not consider your application.
. General Application
June 2006
Page 2 of 7
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BOARD, COMMISSION AND COMMITTEES
BUSINESS LISTING
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CITY OF IOWA CITY
Name of City
Board/Commission XC. P(f,."J;I 13Lt.JI't'1;V
Name .f4v,-J '/.!.,'".-fu
Date //-3b-d&
Section 362.5 of the Code of Iowa generally prohibits, with certain important exceptions,. a memberof a city
Board or Commission from having an interest in a city contract. A copy of Section 362.5 isattached (see
page 6).
List all businesses in which you or your spouse/domestic partner, or parent if applicant is Age 15 to 17, have
an ownership interest (for example, sole proprietor, partner, 5% or more of corporation'sstockholdings).
Please indicate if there are none.
BUSINESS NAME
BUSINESS ADDRESS
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NOTE: A new form must be completed if the above information changes or an ownership interestis
acquired in an additionusiness.
Applicant Signature ~ ~
Signature of parent/guardian if Age 15 to 17:
Address /S"i/.J' S~.,.q L.,.. 1. I". .s-~ 1- "'2>
Misrepresentations on this application will constitute just cause for removal of an appointee. If you fail
to answer all the questions, Council may not consider your application.
General Application
June 2006
Page 3 of7
IOWA CITY
CITY ASSESSOR'S OFFICE
2006 ANNUAL REPORT
2006 IOWA CITY CONFERENCE BOARD
IOWA CITY CITY COUNCIL
Ross Wilburn, Mayor
Regenia Bailey
Connie Champion
Amy Correia
Bob Elliott
Mike O'Donnell
Dee Vanderhoef
IOWA CITY COMMUNITY SCHOOL BOARD
Toni Cilek, President
*Liz Crooks
Patti Fields
Gayle Klouda
Tim Krumm
Jan Leff
*Aletia Morgan
'Conference Board Designee
JOHNSON COUNTY BOARD OF SUPERVISORS
Mike Lehman, Chairperson
Pat Harney, Vice Chairperson
Terrence Neuzil
Sally Stutsman
Rod Sullivan
IOWA DEPARTMENT OF REVENUE AND FINANCE
Mark Schuling - Director, Iowa Department of Revenue and Finance
2
2006 STAFF OF IOWA CITY ASSESSOR'S OFFICE
MEMBERS OF BOARD OF REVIEW
AND EXAMINING BOARD OF IOWA CITY, IOWA
IOWA CITY ASSESSOR'S OFFICE
Dennis J. Baldridge
Iowa City Assessor
Brad Comer
Chief Deputy Assessor
Marty Burkle
Deputy Assessor
Mark Fedler
Appraiser/Clerk
Diane Campbell
Accounting Clerk
Todd Kruse
Real Estate Clerk
IOWA CITY BOARD OF REVIEW
Jane G. Downer, Chairperson
Haywood Belle
Dick Donahue
Ernie Galer
Dave Hintze
IOWA CITY EXAMINING BOARD
John McDonald for City
Lane E. Plugge for School
Jerry Vanni for County
LEGAL COUNSEL
Eleanor Dilkes - City Attorney
Eric Goers - Assistant City Attorney
3
Date of Employment: 12 Jul, 1982
Appointed: 2002 thru 2007
Date of Employment:
14 Jan, 2002
Date of Employment:
01 Feb,2006
Date of Employment:
20 Jun, 1994
Date of Employment:
16 Feb, 1998
Date of Employment:
14 May, 2001
Appointed 2004 through 2009
Appointed 2003 through 2008
Appointed 2002 through 2007
Appointed 2006 through 2011
Appointed 2001 through 2006
Appointed 2006 through 2011
Appointed 2006 through 2011
Appointed 2004 through 2009
To
Members of the Iowa City Conference Board
From:
Dennis J. Baldridge - Iowa City Assessor
Subject:
2006 Annual Report - Issued December 31,2006
The following report covers the activities of this office from January 1,
2006 to date of issue.
VALUATIONS
Since 2006 was not a real estate revaluation year, assessed values remained
the same as 2005. New construction added approximately 70 million dollars to
residential, 25 million dollars to commercial and 190 thoUsand dollars to
industrial for 2004.
The 644 residential deed sales for the first eleven months of 2006 give us a median
ratio (assessed value vs sale price) of 88.78% compared to 90.50% for 717 sales
in 2005. This tells us that the selling prices of homes have gone up since last year
and an increase will be necessary for the 2007 assessments.
It should be kept in mind that when a jurisdiction is at the State mandated sales
ratio level of 100%, a full one-half of home sales will be for less than the assessed
value. Sales for less than the assessed value tend to result in appeals to the Board
of Review.
COURT CASES
There were two appeals to District Court in 2006. Both appeals were for
commercial property and one has been settled. Of fifteen 2005 appeals, eleven
have been settled and four are still pending.
BOARD OF REVIEW
The Board of Review was in session from May 1 through May 25, the day of
adjournment. 70 protests were filed, with 28 being upheld and 42 denied. The
total value of real estate being protested was $93,069,210. The Board allowed a
total reduction of $2,084,850.
4
EQUITY VERSUS MARKET IN ASSESSMENT
It is difficult to be both equitable among assessments and in tune with the
market. Similar properties do not always sell for similar prices, so the market is
not always equitable and some times a long way from it. Most assessors would
lean toward equity if they could choose between the two. Our first priority is
equity since it is not always possible to have every assessment match the selling
price. Our statistics show that we are doing a good job in this regard.
WEB PAGE
The Iowa City Assessor's web page went online during the spring of 2001.
Internet availability of comparable sales and comparable assessments has been
very helpful to taxpayers concerned about the fairness of their assessments.
Links are also provided, to the Johnson County Treasurer for tax information and
to the Johnson County GIS for online maps. Appraisers and Realtors have been
very complimentary about this service, commenting that It saves them
considerable time and money since they can make copies of our property record
cards without leaving their office. There have been nearly 600,000 hits on our
web site since it went online. It can be viewed at
www.iowacitV.iowaassessors.com .
ROLLBACKS
The residential rollback has gone down from 45.9960% for the current taxes to
45.5596% for next year's taxes. The rollback for commercial property will change
from the current 99.1509% to 100%.
The League of Municipalities and the Iowa State Association of Counties have
been trying for several years to get legislation passed to stop the decrease in the
residential tax base. Iowa City's residential tax base has not actually decreased
because of our increase in market value and new construction. Nevertheless,
the shift of the tax burden should be of concern.
The tables on page 12 illustrate this shift. Commercial property has remained
close to the same percentage of the total value, but is becoming a
larger percentage of the taxable value when looking back over the years.
5
NEW LEGISLATION
MILITARY SERVICE PROPERTY TAX EXEMPTION HF 2751
Former members of the armed forces of the United States who performed at least 18 consecutive
months of military service. regardless of the time period. are now eligible for the exemption.
CONCRETE/ASPHALT FACILITIES PROPERTY TAX EXEMPTION SF 2391
Regardless of attachment to real estate. machinery. equipment, and fixtures used in processing
concrete or asphalt at a mixing facility are exempt from taxation.
CAR WASH PROPERTY TAX EXEMPTION HF 2794
Equipment used in washing, waxing. drying, and vacuuming motor vehicles and point-of-sale
equipment necessary for the purchase of car wash services is not to be assessed and taxed as
real property.
TAX EXEMPTION FOR ANNEXED PROPERTY HF 2794
If the city council elects to provide an exemption from city taxes in an annexation area, all property
in the annexed area must receive the exemption during the transition period.
NOTICE OF PROTEST/APPEAL TO SCHOOL DISTRICT HF 2797
The assessor is required to provide notice to the school district in which the property is located
within ten days of the filing of the protest with the board of review or the filing of an appeal with the
property assessment appeal board or the district court. whichever is applicable, if the assessment
of the property is $5,000.000 or more.
6
CONTINUING EDUCATION
Continuing education is a requirement for the assessor and deputies for reappointment to
their positions. Over a six-year term, assessors must complete one hundred-fifty hours of
classroom instruction including at least ninety hours from courses requiring a test.
Deputies must complete ninety hours of classroom instruction including at least sixty
tested hours over their six-year terms. It is also good for other employees to attend
classes so they can update their skills and stay current with assessment practices.
The Assessor attended the following courses and conferences during 2006:
IAAO Course 300 - Fundamentals of Mass Appraisal 30.00T C.E. Hrs.
(International Association of Assessing Officers)
IICA Summer Seminar and Workshop
(Institute of Iowa Certified Assessors)
IAAO Workshop 150 - Mathematics for Assessors
ISAA Annual School of Instruction
(Iowa State Association of Assessors)
ISAC Fall Conference
(Iowa State Association of Counties)
13.00 C.E. Hrs.
(7 tested)
15.00 T C.E. Hrs.
10.00 C.E. Hrs.
6.00 C.E. Hrs.
The Chief Deputy attended the following courses and conferences durin.p 2006:
IICA Case Study - Income Approach to Value 15.00 C.E. Hrs.
IICA Summer Seminar and Workshop 13.00 C.E. Hrs.
(7 tested)
5.50 C.E. Hrs.
Vanguard Appraisal Company
Commercial Pricing School
ISAA Annual School of Instruction
10.00 C.E. Hrs.
The Second Deputy attended the following courses and conferences during 2006:
IAAO Workshop 150 - Mathematics for Assessors 15.00 T C.E. Hrs.
IICA Summer Seminar and Workshop 13.00 C.E. Hrs.
(7 tested)
5.50 C.E. Hrs.
Vanguard Appraisal Company
Commercial Pricing School
ISAA Annual School of Instruction
East-Central District of Iowa Assessors
Legal Descriptions Workshop
10.00 C.E. hrs.
15.00T C.E. Hrs.
T = Tested
Other staff attended classes and seminars related to operation and maintenance of
various third party software utilized by the assessor's office. And one other staff person
attended the Legal Descriptions Workshop mentioned above.
APPRECIATION
My staff and I would like to thank the Conference Board, the Board of Review, the City
Attorney and her assistants, and the City Staff for their assistance, cooperation and
confidence during the past year. I would also like to recognize and thank my staff at this
time for their part in establishing and maintaining the professional standards of the office.
7
2006 ABSTRACT OF ASSESSMENTS FOR IOWA CITY
Value of Agricultural Land and Structures
$
1,533,849
Value of Residential Dwellings on Agricultural Realty
1,327,700
Value of Residential Lots and Buildings
2,736,145,188
Value of Commercial Lots and Buildings
1,070,450,160
Value of Industrial Lots and Buildings
66,631,900
Value of Industrial Machinery and Commercial
Equipment as Real Estate
o
Actual Value of All Real Estate*
$3,876,088,797
'AII the above values are based on the 2006 abstract as reported to the Iqwa Department of
Revenue and Finance on July 1, 2006. The values for Railroad and Utility Property are supplied to
the Auditor by the Iowa State Department of Revenue and Finance. The value of utilities and
railroads in Iowa City for 2006 was $53,980,544.
EXEMPT PROPERTY IN IOWA CITY FOR ~
Forest and Fruit
$ 65,860,940
107,964,860
2,287,450
13,882,220
759,540
364,350
470,400
20,613,015
Religious Institutions
Charitable and Benevolent Societies
Educational Institutions
Low Rent Housing
Literary Societies
Associations of War Veterans
Partial Industrial, Urban Revitalization, Recycling, Mobile
Home Storm Shelter & New Jobs
University of Iowa (As Reported by UI as of June 30, 2006)
$ 212,202,775
$ 1,584,245,623
Sub-Total
TOTAL
$ 1,796,448,398
8
VALUE COMPARISONS WITH ROLLBACKS APPLIED
TYPE
VALUE
STATE
BQLLBACK
ADJUSTED
VALUE
STATE
YEAR ORDER
1995* +10% Agricultural $ 2,038,805 1.000000 $ 2,038,805
Ag Dwelling 1,466,630 .593180 869,976
Residential 1,342,714,470 .593180 796,471,369
Commercial 632,219,253 .972824 615,038,063
Industrial 41,717,330 1.000000 41,717,330
M&E 64.300,377 1.000000 64,300,377
TOTAL $2,084,456,865 $1,520,435,920
1996 Agricultural $ 2,118,889 1.000000 $ 2,118,889
Ag Dwelling 1,449,530 .588284 852,735
Residential 1,380,932,970 .588284 812,380,771
Commercial 648,238,303 1.000000 648,238,303
Industrial 42,041,700 1.000000 42,041,700
M&E 56.962,378 1.000000 56,962.378
TOTAL $2,131,743,770 $1,562,594,776
1997* +8% Agricultural $ 2,186,897 .964206 $ 2,108,619
Ag Dwelling 1,402,930 .549090 770,335
Residential 1,499,358,470 .549090 823,282,742
Commercial 709,209,833 .973606 690,490,949
Industrial 42,415,010 1.000000 42,415,010
M&E 55.638.669 1.000000 55,638.669
TOTAL $2,310,211,809 $1,614,706,324
1998 Agricultural $ 2,158,813 1.000000 $ 2,158,813
Ag Dwelling 1,341,350 .564789 757,580
Residential 1,541,306,570 .564789 870,512,996
Commercial 723,017 ,343 1.000000 723,017,343
Industrial 47,180,180 1.000000 47,180,180
M&E 50,859,985 1.000000 50,859.985
TOTAL $2,365,864,241 $1,694,486,897
9
VALUE COMPARISONS WITH ROLLBACKS AFlPLlED - CONT'D
STATE
BQLLBACK
ADJUSTED
VALUE
STATE
YEAR ORDER
TYPE
VALUE
1999* +13% Agricultural $ 2,429,624 .963381 $ 2,340,654
Ag Dwelling 1,410,140 .548525 773,497
Residential 1,666,425,090 .548525 914,075,823
Commercial 784,974,960 .987732 775,344,887
Industrial 45,349,600 1.000000 45,349,600
M&E 38.736 ,298 1.000000 38.736.298
TOTAL $2,539,325,712 $1,776,620,759
2000 Agricultural $ 2,262,120 1.000000 $ 2,262,120
Ag Dwelling 1,447,020 .562651 814,167
Residential 1,717,631,820 .562651 966,427,261
Commercial 834,493,620 1.000000 834,493,620
Industrial 50,704,150 1.000000 50,704,150
M&E 29,532,092 1.000000 29,532,092
TOTAL $2,636,070,822 $1,884,233,410
2001* Agricultural $ 2,214,758 1.000000 $ 2,214,758
Ag Dwelling 1,186,690 .516676 613,134
Residential 1,931,059,600 .516676 997,732,150
Commercial 857,451,510 .977701 838,331,199
Industrial 51,345,260 1.000000 51,345,260
M&E 9.026.072 1.000000 9.026.072
TOTAL $2,852,283,890 $1,899,262,573
2002 Agricultural $ 2,227,654 1.000000 $ 2,227,654
Ag Dwelling 1,186,690 .513874 609,809
Residential 1,985,146,985 .513874 1,020,115,422
Commercial 863,303,060 1.000000 863,303,060
Industrial 54,903,110 1.000000 54,903,110
M&E 0 1.000000 0
TOTAL $2,906,767,499 $1,941,159,055
10
VALUE COMPARISONS WITH ROLLBACKS APPUED - CONT'D
STATE STATE ADJUSTED
YEAR ORDER TYPE VALUE ROLL~ACK VALUE
2003* -8% Agricultural $ 1,968,057 1.000000 $ 1,968,057
Ag Dwelling 1,186,690 .484558 575,020
Residential 2,154,612,478 .484558 1,044,034,713
Commercial 921,889,040 .992570 915,039,404
Industrial 59,784,450 1.000000 59,784,450
M&E 0 1.000000 0
TOTAL $3,139,440,715 $2,021,401,644
2004 Agricultural $ 1,812,134 1.000000 $ 1,812,134
Ag Dwelling 1,126,450 .479642 540,293
Residential 2,236,008,098 .479642 1,072,483,396
Commercial 938,957,340 1.000000 938,957,340
Industrial 63,882,310 1.000000 63,882,310
M&E 0 1.000000 0
TOTAL $3,241,786,332 $2,077,675,473
2005* Agricultural $ 1,785,931 1.000000 $ 1,795,931
Ag Dwelling 1,295,110 .459960 595,699
Residential 2,642,786,683 .459960 1,215,576,163
Commercial 1,038,950,930 .991509 1,030,129,198
Industrial 65,878,350 1.000000 65,878,350
M&E 0 1.000000 0
TOTAL $3,750,697,004 $2,313,975,341
2006 Agricultural $ 1,584,472 1.000000 $ 1,584,472
Ag Dwelling 1,327,700 .455596 604,895
Residential 2,736,579,660 .455596 1,246,774,747
Commercial 1,083,407,140 1.000000 1,083,407,140
Industrial 38,308,290 1.000000 38,308,290
M&E 0 1.000000 0
TOTAL $3,861,207,262 2,370,679,544
The adjusted values given are not exact but are meant to give a representation of the growth
of Iowa City's tax base.
*Reassessment Year
11
COMPARISON OF RESIDENTIAL, COMMERCIAL AND INDUSTRIAL VALUES
YEAR RESIDENTIAL % COMMERCIAL % INDUSTRIAL % OTHER %
ASSESSED VALUES
1994 1,136,388,800 63.3 555,664,033 310 86,882,374 4.8 16,265,339 0.9
1995 1,344,181,100 64.5 632,219,253 30.3 93,423,546 4.5 14,632,966 0.7
1996 1,382,382,500 64.9 648,238,303 30,4 89,741,281 4.2 11,381,686 0.5
1997 1,500,761,400 65.0 709,209,833 30.7 92,194,909 4.0 7,883,675 0.3
1998 1,542,647,920 65.2 723,017,343 30.6 92,682,117 3.9 7,516,861 0.3
1999 1,667,835,230 65.7 784,974,960 30.9 80,852,272 3.2 5,663,250 0.2
2000 1,719,078,840 65.2 834,493,620 31.6 78,284,458 3.0 4,213,904 0.2
2001 1,932,246,290 67.7 857,451,510 30.1 59,748,630 2.1 2,837,460 0.1
2002 1,986,333,675 68.3 863,303,060 29.7 54,903,110 1.9 2,227,654 0.1
2003 2,155,856,028 68.7 921,901,280 29.3 59,784,450 1.9 2,103,884 0.1
2004 2,237,134,548 69.0 938,957,340 29.0 63,882,310 1.9 1,812,134 0.1
2005 2,644,081,793 70.5 1,038,950,930 27.7 65,878,350 1.7 1,785,931 0.1
2006 2,737,907,360 70,4 1,083,407,140 27.8 68,308,290 1.7 1,584,472 0.1
TAXABLE VALUES
1994 767,146,533 53.8 555,664,033 39.0 86,882,374 6.1 16,265,339 1.1
1995 797,341,345 52,4 615,038,063 40.5 93,423,546 6.1 14,632,966 1.0
1996 813,233,510 52.1 648,238,303 41.5 89,741,281 5.7 11,381,686 0.7
1997 824,053,077 51.0 690,490,949 42.8 92,194,909 5.7 7,811,196 0.5
1998 871,270,576 51,4 723,017,343 42.7 92,682,117 5.5 7,516,861 0,4
1999 914,849,320 51.5 775,344,887 43.6 80,852,272 4.6 5,574,280 0.3
2000 967,241 ,428 51.3 834,493,620 44.3 78,284,458 4.2 4,213,904 0.2
2001 998,345,284 52.6 838,331,199 44.1 59,748,630 3.1 2,837,460 0.2
2002 1,020,725,231 52.6 863,303,060 44.5 54,903,110 2.8 2,227,654 0.1
2003 1,044,637,285 51.7 915,051,553 45.3 59,784,450 2.9 2,103,884 0.1
2004 1,073,023,689 51.6 938,957,340 45.2 63,882,310 3.1 1,812,134 0.1
2005 1,216,171,862 52.6 1,030,129,198 44.5 65,878,350 2.8 1,785,931 0.1
2006 1,247,379,642 52.0 1,083,407,140 45.1 68,308,290 2.8 1,584,472 0.1
12
RANK
2006 TOP TAXPAYERS
Excluding Utilities Assessed by the State
NAME
TAXABLE VALUES
1 American College Testing $ 31,214,724
2 James A Clark (Apartments) 27,586,120
3 Southgate Development Company 21,765,205
4 Plaza Towers LLC 16,137,111
5 National Computer Systems Inc 16,016,460
6 MEHSM LC(Sycamore Mall) 14,610,400
7 United Natural Foods Inc. 12,947,600
8 Russell Gerdin 11,164,330
9 University View Partners (Apartments) 11,087,960
10 MIP Iowa City LLC (Sheraton Hotel) 11,076,200
11 Procter & Gamble LLC 11,032,467
12 Raycallowa L TO (Apartments) 10,662,300
13 Alpla Inc (Industrial) 10,309,650
14 Barker Partnership(Apartments) 8,976,680
15 Mercy Facilities Inc 8,852,186
16 Ravinder K. Ghai (Apartments) 8,809,910
17 Uptown Properties (Apartments) 8,327,127
18 Oral-B Laboratories 8,325,010
19 Main Street Partners (Apartments) 7,514,090
20 Blackhawk Partners (Apartments) 7,384,663
13
COMPARISON OF TAX RATES
FOR CITIES WITH THEIR OWN ASSESSOR
SORTED BY 2006-2007 ASSESSOR TOTAL LEVY
2006-2007 ASSESSOR LEVY
TOTAL CITY LEVY
ASSESSOR SPECIAL TOTAL 05-06 06-07
CITY EXPENSE APPRAISERS ASSESSOR CITY LEVY CITY LEVY
FUND FUND LEVY
MASON CITY .18786 .01162 .19948 33.51399 33.89032
IOWA CITY .23164 .00000 .23164 38.35533 38.22576
DAVENPORT .22513 .07159 .29672 38.82534 39.16551
DUBUQUE .27000 .00580 .30221 32.08764 33.30424
AMES .27000 .05266 .32266 30.90706 31 .15070
CEDAR RAPIDS .26832 .08987 .35819 36.03475 36.26634
CLINTON .27000 .11921 .42417 40.62739 40.29685
SIOUX CITY .27000 .20963 .48714 44.34488 44.06140
14
IOWA CITY ASSESSOR'S PROGRAM DIVISION STATEMENT FY '08
DIVISION PURPOSE:
The purpose of the Iowa City Assessor's Office is to find, list and value for tax
purposes, all real property in Iowa City and maintain records for all parcels
in Iowa City.
DIVISION GOALS:
To establish values according to Iowa law on all commercial, industrial, agricultural
and residential property within the City of Iowa City in the most equitable manner
based on actual physical aspects of the property and all the pertinent sales data
available; to improve the efficiency by which these assessments are made; to
provide prompt and courteous response to all inquiries for information.
GENERAL DIVISION OBJECTIVES:
1. Receive calls and inquiries and dispense information efficiently and on a
timely basis.
2. Complete all daily record changes and related duties as received.
3. On a quarterly basis, review in the field all new construction and demolition,
and by January 1, 2008, make final review of said construction and
demolition.
4. Prepare forms and get signatures for all new homestead and military credits
by July 1, 2008.
5. Remove all homestead and military credits from the permanent file for those
who are no longer eligible to receive the credit by July 1, 2008.
6. Prepare and get signatures on all other new annual forms, making sure they
are in compliance with all laws and rules, by their statutory dates.
7. Receive and review tentative equalization orders from the State Department
of Revenue and Finance in August 2007.
8. Receive final equalization orders by October 1,2007.
9. Accept formal written protests for the Board of Review Special Session from
October 15 to October 25, 2007 and coordinate the Board of Review Special
Session from October 15 to November 15, 2007, if needed.
15
GENERAL DIVISION OBJECTIVES CONT'D.
9. Prepare and distribute to Conference Board members the annual report by
December 31,2007.
10. Hold preliminary Conference Board and public hearings to adopt the annual
budget by March 15, 2008.
11. Prepare and submit annual abstract to the Department of Revenue & Finance
by July 1, 2008.
NEW DIVISION OBJECTIVES:
1. Maintain the web site information and make improvements to
htto://ViWw.iowacitv.iowaassessors.com based on input from the public. The site went
on line February 15, 2001 and has nearly 600,000 hits since that time.
Access to application forms for Homestead Credits and Military Exemptions
will be available soon.
2. Review sales as they occur for all classes of property. Compare sales to the
values set for the biennial reassessment for 2007.
3. Review selling price/assessment ratios by neighborhood, age, size, building
type and other criteria to be established during the sales study.
4. Review land values of commercial and residential real estate.
5. Make any adjustments to assessed value as indicated by the sales review
and land value review.
6. Continue a program of physical inspection of properties where selling
price/assessment ratios fall outside acceptable standards.
7. Utilize digital imaging software to store historical data and make it more
readily available to the public.
8. Continue to work with the Johnson County GIS Director to utilize our records
in a GIS system.
9. Update photos and view properties for condition before the 2009 revaluation.
10. Update recording information (book & page) on our website for older sales.
16
PERFORMANCE MEASUREMENTS:
The median sales ratio (median) is the middle sales ratio and a measure of the
percent of our assessment to the actual sales prices. The coefficient of dispersion
(C.O.D.) is a measure of assessment uniformity based on the degree to which
individual sales ratios vary from the median sales ratio. The goal of the Iowa City
Assessor is to keep this C.O.D. below 10. A C.OD. of 10 is considered excellent
and was attained in 2005 by only 8 of the 107 assessing jurisdictions in Iowa. The
following table shows the median, C.O.D., and the number of deed sales for Iowa
City Residential Property since the assessments went to the 100% level in 1975.
YEAR MEDIAN C.O.D # OF SALES
Assessment Year 1975 87.10 10.36 682
1976 76.30 11.38 681
1977 65.10 12.10 840
Assessment Year 1978 74.70 9.83 639
State Orders 1979 91.80 9.40 551
1980 87.85 8.69 394
Assessment Year 1981 88.90 8.74 393
1982 87.30 9.38 299
Assessment Year 1983 94.00 7.19 544
1984 92.80 8.03 451
Assessment Year 1985 96.15 8.27 448
1986 95.30 9.02 513
Assessment Year 1987 94.90 9.26 522
1988 93.60 9.34 555
Assessment Year 1989 91.80 9.80 538
1990 87.05 9.75 608
Assessment Year 1991 90.40 8.49 659
1992 85.00 9.88 688
Assessment Year 1993 90.80 8.57 651
1994 84.10 9.59 627
Assessment Year 1995 91.20 8.48 595
1996 91.20 9.59 636
Assessment Year 1997 93.45 8.71 658
1998 91.60 8.24 699
Assessment Year 1999 93.30 9.38 691
2000 89.00 9.16 675
Assessment Year 2001 94.60 7.83 682
2002 94.32 8.03 777
Assessment Year 2003 88.30 7.93 809
2004 84.50 9.57 751
Assessment Year 2005 90.50 8.61 717
*Estimate 2006* 88.88 9.73 705
17
The following statistics are for Urban Residential sales, and below are tables
of the ranking of Iowa City in comparison to the other 106 assessing
jurisdictions in Iowa. For brevity, only the top 10 are shown. Data is for 2005
sales which is the last complete year available.
These tables show that Iowa City is still one of only a few jurisdictions in Iowa
with a C.O.D. of less than 10. The average sale price of a home in Iowa City
is one of the highest in Iowa for 2005. Iowa City also has a large number of
sales as could be expected by its size and mobile population.
SORTED BY COD
NO JURISDICTION MEAN MEDIAN WGHTD COD REGR INDEX
1 AMES CITY 96.56 96.85 96.51 5.31 100.05
2 JOHNSON 92.08 92.55 91.60 7.20 100.52
3 SCOTT 92.32 91.90 92.48 7.79 99.82
4 IOWA CITY 90.36 90.50 90.11 8.61 100.27
5 CEDAR RAPIDS CITY 96.24 95.20 95.60 8.92 100.66
6 MADISON 90.13 88.95 89.81 9.69 100.35
7 LINN 94.26 94.60 95.12 9.71 99.09
8 STORY 95.55 94.65 94.20 9.98 101.43
9 WARREN 94.49 92.80 93.66 10.31 100.88
10 MUSCATINE 97.71 96.60 96.45 10.71 101.30
SORTED BY AVERAGE SALE PRICE
NO JURISDICTION
1 DALLAS
2 JOHNSON
3 SCOTT
4 IOWA CITY
5 AMES CITY
6 DICKINSON
7 POLK
8 WARREN
9 LINN
10 CERRO GORDO
NO SALES
793
596
872
717
450
319
6520
471
858
212
18
TOTAL PRICE
164,770,426
114,588,154
165,107,997
133,675,410
79,033,259
54,415,309
1,008,431,076
71,504,945
129,900,578
30,484,439
AVG PRICE
207,781
192,262
189,344
186,437
175,629
170,581
154,667
151,815
151,399
143,795
SORTED BY NUMBER OF SALES (URBAN RESIDENTIAL)
NO JURISDICTION
1 POLK
2 CEDAR RAPIDS CITY
3 BLACK HAWK
4 DAVENPORT CITY
5 POTTAWATTAMIE
6 SIOUX CITY
7 DUBUQUE CITY
8 SCOTT
9 LINN
10 DALLAS
11 IOWA CITY
12 JOHNSON
NO SALES
6520
2138
1812
1696
1075
1033
929
872
858
793
717
596
TOTAL PRICE
1,008,431,076
290,723,029
215,726,648
211,283,277
121,406,000
99,932,004
108,524,410
165,107,997
129,900,578
164,770,426
133,675,410
114,588,154
AVG PRICE
154,667
135,979
119,054
124,577
112,936
96,740
116,819
189,344
151,399
207,781
186,437
192,262
The regression index is an indicator of the degree to which high value properties are over
or under assessed in relationship to low value properties. An index of 100.00 indicates no
difference in assessments of high value properties in comparison to low value properties
based upon that year's sales. An index over 100 indicates that high value properties are
under assessed in relation to low value properties. As you can see in the following table,
Iowa City's regression index is still close to the ideal 100.00 level. Again, for brevity, only
the top 20 are shown.
SORTED BY REGRESSION INDEX (URBAN RESIDENTIAL)
NO JURISDICTION
1 AMES CITY
2 SCOTT
3 IOWA CITY
4 MADISON
5 JOHNSON
6 CEDAR RAPIDS CITY
7 WARREN
8 LINN
9 MITCHELL
10 MUSCATINE
11 JACKSON
12 KOSSUTH
13 STORY
14 BUENA VISTA
15 POTTAWATTAMIE
16 IOWA
17 AUDUBON
18 BREMER
19 DALLAS
20 BLACKHAWK
MEAN
96.56
92.32
90.36
90.13
92.08
96.24
94.49
94.26
91.16
97.71
91.57
90.73
95.55
92.22
9701
93.94
97.28
97.05
89.93
97.88
MEDIAN
96.85
91.90
90.50
88.95
92.55
95.20
92.80
94.60
91.10
96.60
91.10
90.00
94.65
91.65
94.10
95.40
94.90
95.25
91.40
95.70
19
WGHTD
96.51
92.48
90.11
89.81
9160
9560
93.66
95.12
90.01
96.45
90.37
89.53
94.20
90.63
95.32
92.23
95.40
95.14
91.79
95.87
COD
5.31
7.79
8.61
9.69
7.20
8.92
10.31
9.71
12.63
10.71
12.55
19.36
9.98
15.00
16.34
14.42
21.32
14.21
11.50
13.20
REGR INDEX
100.05
99.82
100.27
100.35
100.52
100.66
100.88
99.09
101.27
101.30
101.32
101.34
101.43
101.75
101.77
101.85
101.97
102.00
97.97
102.09
The table below shows the top 15 jurisdictions for commercial sales. The
commercial C.OD.s vary from 3 to 80 with a median of 27 for all Iowa jurisdictions,
while residential C.O.D.s vary from 5 to 45 with a median of 17. Also shown are the
top 10 jurisdictions which had at least 10 commercial sales. This data is a little more
significant since a low number of sales can skew the statistics in both directions.
COMMERCIAL SALES SORTED BY COD
NO JURISDICTION NO SALES TOTAL PRICE AVG PRICE MEDIAN COD
1 MONONA 2 148,000 74,000 104.05 3.12
2 KEOKUK 3 247,200 82,400 109.90 4.57
3 AMES CITY 18 19,307,850 1,072,658 94.80 7.78
4 GREEN 6 628,500 104,750 97.30 11.25
5 WAYNE 3 246,000 82,000 89.20 11.80
6 WRIGHT 7 550,000 78,571 92.60 12.27
7 CHICKASAW 13 1,527,000 117,462 90.90 12.60
8 CHEROKEE 7 374,282 53,469 94.50 12.80
9 POWESHIEK 12 1,885,000 157,083 93.95 13.90
10 MILLS 7 1,074,000 153,429 94.70 14.82
11 WINNESHIEK 9 1,723,000 191,444 72.20 15.09
12 WASHINGTON 19 2,882,050 151,687 76.90 15.16
13 IOWA CITY 34 18,857,060 554,619 85.65 15.52
14 BUCHANAN 5 556,500 111,300 68 AO 16.05
15 SCOTT 27 9,211,900 341,181 87.70 16.11
MINIMUM 10 COMMERCIAL SALES SORTED BY COD
NO JURISDICTION
1 AMES CITY
2 CHICKASAW
3 POWESHIEK
4 WASHINGTON
5 IOWA CITY
6 SCOTT
7 MASON CITY
8 WEBSTER
9 OBRIEN
10 MUSCATINE
NO SALES
18
13
12
19
34
27
24
27
10
24
TOTAL PRICE
19,307,850
1,527,000
1,885,000
2,882,050
18,857,060
9,211,900
3,605,250
3,147,800
2,423,510
AVG PRICE
1,072,658
111 ,462
157,083
151,687
554,619
341,181
150,219
150,219
242,351
MEDIAN
94.80
90.90
93.95
76.90
85.65
87.70
97.70
97.70
86.95
COD
7.78
12.60
13.90
15.16
15.52
16.11
16.55
16.55
18.91
The following is a tabulation of the commercial properties for the same period as
described at the top of Page 17. Because of the small number of sales, one or two
bad sales can greatly influence the performance measurements, therefore creating
more fluctuation in the measurements. See data above to illustrate this and to show
Iowa City's standing.
20
COMMERCIAL PROPERTY
YEAR MEDIAN C.O.D. # OF SALES
Assessment Year 1975 84.30 19.75 14
1976 72.30 13.19 18
1977 62.90 28.20 27
Assessment Year 1978 84.60 13.49 12
1979 78.00 16.66 15
1980 80.85 22.69 12
Assessment Year 1981 87.55 10.07 14
1982 78.00 10.25 8
Assessment Year 1983 87.85 10.58 26
1984 76.80 18.30 13
Assessment Year 1985 82.00 12.63 16
1986 98.20 14.21 15
Assessment Year 1987 87.65 17.27 16
1988 95.40 19.77 20
Assessment Year 1989 94.40 13.81 13
1990 89.60 19.53 13
Assessment Year 1991 87.85 8.38 8
1992 89.90 14.86 21
Assessment Year 1993 90.35 14.24 26
1994 87.90 12.44 24
Assessment Year 1995 90.10 12.76 22
1996 89.50 15.78 24
Assessment Year 1997 87.80 11.57 21
1998 89.10 11.68 25
Assessment Year 1999 87.50 14.14 33
2000 96.85 14.99 28
Assessment Year 2001 93.50 15.04 23
2002 92.40 16.81 17
Assessment Year 2003 89.22 15.08 39
2004 80.90 17.82 17
Assessment Year 2005 85.65 15.52 34
*2006 88.11 18.75 32
* Estimate
DIVISION ANALYSIS: While the program division statement is on the fiscal year,
the remainder of the annual report is based on the assessment year, which is the
calendar year. The annual report has more meaning when based on the assessment
year, since the state equalization orders come in a different fiscal year than the
biennial reappraisal which the orders are to equalize.
21
~~*
lOW A CITY ASSESSOR'S OFFICE
Total valuation Iowa City Jan I, 2006
$3,861,207,262
New construction 2006
Residential:
Commercial:
384 parcels
15 parcels
Valuation broken down by classification of property:
Agriculture: 109 parcels $ 2,912,172
Commercial: 1,546 parcels 1,083,407,140
Industrial: 26 parcels 68,308,290
Residential:
Urban: 16,866 parcels 2,736,579,660
Ag Dwellings: 0 0
Office salaries: Current Proposed %change
Assessor $77,860 $81,750 5.00%
Chief Deputy 66,180 69,490 5.00%
Deputy 62,290 65,400 4.99%
Staff $116,400 $124,080 6.66%
Real Estate/
Mapping Clerk 42,680 44,810 4.99%
Office Manager/
Accounting Clerk 38,190 40, I 00 5.00%
Appraiser 35,530 39,170 10.24%
The appraisal staff consists of the assessor and chief deputy, second deputy,
and one appraiser. The office staff consists of an office manager/accounting
clerk and a mapping specialist/real estate clerk.
~~ ~-&
JOHNSON COUNTY ASSESSOR'S OFFICE
Total valuation Johnson County Jan I, 2006
$4,566,796,815
New construction 2006
Residential:
Commercial:
871 parcels
20 parcels
Valuation broken down by classification of property:
Agriculture: 11,280 parcels $ 371,942,551
Commercial: 1,753 parcels 868,305,324
Industrial: 47 parcels 42,597,450
Residential:
Urban: 14,305 parcels 1,870,265,021
Rural: 7,271 parcels 1,413,686,469
Office salaries: Current Proposed %change
Assessor $83,467 $87,500 4.832%
Chief Deputy 68,786 75,600 9.906%
Staff 293,295 307,960 5.00%
Chief Appraiser 43,000 45,000
Asst Appraisers 35-40,000
Office manager 40,000
Staff 33,000\average
The appraisal staff consists of the assessor and chief deputy, one and one
half new construction and two full time revaluation appraisers. The office
staff consists of an office manager two full, and two half time clerical
positions.
~
-24-
Friday, February 2, 2007
UI looks to tap wisdom of seniors
By Deanna Truman-Cook
Iowa City Press-Citizen
.
STOIIY"CH.T:
Post comment
Unfortunately, we can't use a crystal ball to
help us see into the future. At every age, we
live by the choices we make, often not
knowing what bumps we will encounter until
we hit them.
But what if we' could learn from those who
have already had similar experiences?
Could we make wiser decisions? Would the
gap between generations narrow?
David Gould does not have the answers. But
he does have a pretty good idea that older
adults could help younger people just by
sharing their life knowledge.
It's why Gould, a lecturer of the University of
Iowa's leisure studies program, has teamed
up with the Iowa City/Johnson County
Senior Center for the Legacy Leller Project.
He's asking adults age 50 and older who
have a connection to Johnson County to
share stories, advice and thoughts on what
they know now that they wish they would
had known when they were in their 20s.
"If you look at life as a journey, I think there
is value in looking at someone ahead of you
saying what to avoid, what to do, what to
definitely see: said Gould, 47.
All of the letters will be collected and
displayed at the Senior Center during the
June 1 Gallery Walk.
A few excerpts from some of the letters will
be enlarged and framed.
Letters can be of any length, because Gould
said he does not want people to be limited In
what they say.
In fact, he encourages people to send in
Legacy Letter Project
. What: The University of Iowa Leisure Studies
Program and the Iowa CityfJohnson County Senior
Center are asking peopie age 50 and older to send
letters that contain stories, advice and other life
wisdom to college students.
The letters should give Insight on what they know
now that they wish they would have known when
they were In their 20s.
The idea of the project is to pass on knowledge
and help bridge the gap between the generations.
. Details: Letters can be of any length.
All of the letters will be shown at the Senior Center
during the June 1 Gallery Walk.
Excerpts from a few of the letters will be enlarged
and framed.
Each letter needs to include contact information for
the writer.
. When: Letters are being accepted until May 1.
They can be mailed to:
David Gould
The University of Iowa
Coordinator/Interdepartmental Studies Program
Faculty/Leisure Studies Program
219 McBride Hall
Iowa City, IA 52242
Or e-mailed to: david-gould@uiowa.edu.
. Information: Call 319-3B4-3529.
stories.
From stories of losing farms during the Depression, or coping with a loss of a child or of going
through a divorce, he thinks that college students will not only gain advice, but also a better
understanding of what life was like decades ago.
This summer, Gould embarked on a similar project writing letters to several people such as model
Carol Alt and five-time NBA Most Valuable Player Bill Russell, who one time were at the top of
their fields.
Gould asked the former celebrities to share life wisdom with his students.
"No one wrote how to get rich quick," Gould said. "They are all in hindsight, the small things that
matter...'1
Alt stressed the importance of balancing career and family.
"Looking back on the life I have led and the things that I have done, I realize that most of what I
have done is fleeting," she wrote.
"What I mean is: 'Does the new generation of grads know that I was on the cover of 700
magazines? ... Do they know I was the tirst person to do posters and calendars?' ... Now looking
back, I see the folly, the mistake. In fact, I see the missed opportunities in my life.
"Where was I when my sister had her child? Modeling in Paris. When my grandmother died?
Shooting a movie in Miami."
UI graduate student John Mitchell will work on the project as a way to "help bridge the gap in the
community between students and seniors."
Johnson County is home to about 17,000 UI students and more than 8,300 people older than 65.
Among Iowa's 99 counties, Johnson has the eighth highest older population, according to the
Johnson County Consortium on Successful Aging.
And while so much has changed, such as technology, there is still a lot that students can learn
from adults aged 50 and older, said Michelle Buhman, an event organizer at the Senior Center.
"Grandparents may not know how to use a computer, but there is so much information you can
learn from them," she said.
Reach Deanna Truman-Cook at 339-7360 or dtrumancook@press-cltizen.com.
--~-------~-----~-------_._---------~-"--'---'~'
~ ..2/6'
June 2006 - December 2006 Educational Programming
Iowa City/Johnson County Senior Center
Julie Seal, Program Specialist
January 16, 2007
Fitness
.
Chair Fitness with Collin
Beginning Strength Training
Senior Fitness Assessment
Personal Training
Fitness with Collin
Beginning Gentle Yoga
Intermediate Gentle Yoga
Advanced Gentle Yoga
Evening Beginning Yoga
Evening Intermediate Yoga
Evening Fitness Using Stability Ball
T'ai Chi 1
T'ai Chi 2
Line Dancing
SC Drill Team
Chair Yoga
Chair Yoga for those with Multiple Sclerosis
Basic Yoga
Ease of Movement
Table Tennis
HealthlWellness
Meditation
Neuro-Degenerative Diseases
Memory and Aging
Depression Series
Pharmacy Series
Alzheimer's Series
Coping with Hearing Loss
Iowa Pharmacists Week - Med Review
Don't Be a Victim
SHIIP
Legal Counseling
Identity Theft
Emergency &Terrorism
Preparedness in Iowa
Medicare Education Session
Leisure Recreation Training
1
Personal Finance/Financial Decisions
Preparing Home for Sale
Real Estate Investing Basics
AARP Tax Aide Program
Estate Planning and Your Family's Future
FDIC Insurance
Hidden Fees of Banks and Credit Cards
PhilosODhv/Reliaion
Islam in the West - Clash of Civilizations?
Conflicts in Contemporary Ethics
Existentialism & Religion
Jurisprudence in Islam
Social Sciences
United Nations in the 21st Century Series
· Current status and calls for reform
· Globalization: Addressing Human Trafficking
· Peacekeeping and Nation-Building
· The UN Security Council
· The Millennium Development Goals
· UN's Role in Immigration and Refugee Assistance
Confused About the Palestinian-Israeli Conflict?
Clean Elections: Can We Reclaim Our Government?
Reading from HABITS: A JOURNAL
First-Hand Look at Immigration Challenge in Southwestern US
GeoQraDhv/Historv
Aspects of Celtic Culture
Iowa City and the World in 1881
Iowa City and the World in 1981
Local Iowa City History
Pakistan: Its People and Culture
France: A Melting Pot
The Philippines
China: My Homeland
Peruvian Inca Cultures
2
Lewis and Clark Expedition
History of Ballet
The Life and Culture of Hobos
Lanauaae/Literature
Intermediate Spanish
Lets Discuss It! Book Club
Life Passages Through Literature
Field Trip to John Martin Rare Book Room at UI Health Sciences Library
Plays of Eugene O'Neill
Write Your Life Story
Stories & Plays of Anton Chekhov
Reading Poetry Aloud
Johnson County Reads Discussion Location - "Tortilla Curtain"
Writing from Experience
Short Story Readers
SciencelTechnoloav
Computer Basics
Email for the Grandkids and You!
Typing for the Keyboard Challenged
Word Processing
Renewable Energy
The Arts
Exhibits
Rod Strampe (Gallery Walk)
Louis Picek (Gallery Walk)
Claudine Harris
Suzy Maktabi
Instructional
Piano Lessons
Paper Folding
Jazz Music Listening Group
Gospel Music Listening Group
Curious Appearance of Jazz and Improvisation in the 20th Century
Painting and 2 D Mixed Media
Traditional Handbuilt Pottery
Scrapbooking Basics
3
Sewing Classes and Labs: Notions, Interfacing, Pattern Selection
Linn Street Band (Beginning and Intermediate Band)
Pottery Wheel Instruction
How to Listen to Music
Mat Cutting and Framing
Sewing: Pattern Selection and Sewing Lab
Programs/Lectures
Piano and Cello: Caplan and Christensen
City Circle Acting Company
Iowa City Community Theater
Piatigorsky Foundation Concert
Points of Interest
. Fifty-eight (58) different instructors, lecturers, presenters used for this
programming
. Sixty (60) of these educational programs were open to the adult public
4
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CITY OF IOWA CITY
MEMORANDUM
r;]
FROM:
January 31, 2007
Mayor and City Council ~
Marian K. Karr, City Clerk \'{'-~
DATE:
TO:
RE:
Council Meeting Schedule for February through August 2007
FEBRUARY
Monday, 5, Work Session, 6:30 PM
Tuesday, 6, Formal, 7:00 PM
Monday, 19, HOLIDAY
Tuesday, 20, Special Work Session, 5:30 PM and Regular Formal, 7:00 PM
MARCH
Monday, 5, Work Session, 6:30 PM
Tuesday, 6, Formal, 7:00 PM
Monday, 19, Work Session, 6:30 PM
Tuesday, 20, Formal, 7:00 PM
APRIL
Monday, 2, Work Session, 6:30 PM
Tuesday, 3, Formal, 7:00 PM
Monday, 16, Work Session, 5:30 PM and Special Formal, 7:00 PM
Tuesday, 17, Formal RESCHEDULED to previous day
MAY
Monday, April 30, Work Session, 6:30 PM
Tuesday, 1, Formal, 7:00 PM
Monday, 14, Work Session, 6:30 PM
Tuesday, 15, Formal, 7:00 PM
JUNE
Monday, 4, Work Session, 6:30 PM
Tuesday, 5, Formal, 7:00 PM
Monday, 18, Work Session, 6:30 PM
Tuesday, 19, Formal, 7:00 PM
__ _____..~_.._._._~_,_"'_ __ ____..___._~.__,____._.__.______.____.M_______.,~_'_______..__....__'_.. ~......__.._.,_.__._.m'___'~_.'_
Council Meeting Schedule
February - August 2007
Page 2
JULY
Monday, 9, Special Work Session, 6:30 PM
Tuesday, 10, Special Formal, 7:00 PM
Monday, 23, Special Work Session, 6:30 PM
Tuesday, 24, Special Formal, 7:00 PM
AUGUST
Monday, 20, Work Session, 6:30 PM
Tuesday, 21, Formal, 7:00 PM
Special meetings may be scheduled as needed so Council should keep the City Clerk informed
of out of town absences.
The above schedule is subiect to chance bv Council.
cc: Media
Cable TV (via email)
Maintenance
Dept. Directors (via email)
S:schedule.doc
-----~._.".__..._~---_.._-_._.__.~~--~_.,-----~_...-~---_.._--,----,-~-~._-_._._....__.._---""_._-----_._-_.-.-.----..--,-----------.---.-.--
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CITY OF IOWA CITY
January 29, 2007
410 East Washington Street
Iowa City. Iowa 52240-1826
(319) 356-5000
(319) 356-5009 FAX
www.icgov.org
RE: Fire code changes that may affect Group A-2 eating and drinking establishments
Dear Sir or Madam:
At the request of City Council, the Iowa City Board of Appeals has initiated hearings to promote public
discussion and comment on proposals to require additional fire protection features in certain new and
existing Group A-2 Iowa City businesses. Group A-2 businesses are assembly use occupancies intended
for food and/or drink consumption including, but not limited to: banquet halls, night clubs, restaurants,
taverns, and bars. This letter is to inform you that the business listed above may be affected by these
code change proposals and that your participation in the process is requested.
You are encouraged to attend either of two meetings to gain an understanding of the proposals, obtain
first hand information, and offer your suggestions for improvement. The meetings will take place at the
Iowa City Public Library in meeting room A on Tuesday, February 131h, from 7 to 9 p.m. and Tuesday,
February 201h, from 2 to 4 p.m.
At the meeting, City Staff will present their thoughts and ideas on specific code change proposals to
enhance fire and life safety in Group A-2 eating and drinking establishments, We intend to recommend to
City Council that specific life safety enhancements be enacted and would greatly appreciate your
thoughts and suggestions for improvement. Additional information regarding the proposals can be found
on the Iowa City website at www.icgov.org under "highlights." If you are unable to attend one of the
meetings, you can still submit your suggestions in the form of a letter or by E-mail to roqer-iensen@iowa-
citV.orq or tim-hennes@iowa-citV.orq, or by phone, Tim Hennes @ 356-5122 or Roger Jensen @ 356-
5257.
Sincerely,
IOWA CITY FIRE DEPARTMENT
IOWA CITY BUILDING DIVISION
RO()~
\. \\
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RogerW. Jensen, Fire Marshal
Tim Hennes, Senior Building Inspector
hisbldg/ltrsJa2firecode .doc
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Mediacom)
(3J1
January 29, 2007
Certified Mail-Return Receivt Reauested
Ms. Marian Karr
City ofIowa City
410 E. Washington St.
Iowa City, Iowa 52240-1826
Dear Ms. Karr,
r::J
Mediacom continues to be committed to offering state-of-the-art telecommunication
services to our customers, Unfortunately, our operating costs continue to rise, especially in the
areas ofprograrnming, employee benefits, fuel, technology improvements and salaries. While
we have absorbed some of these increased costs, we now find it necessary to adjust certain of
our commercial and digital cable, high speed Internet service, equipment and installation rates,
effective with customers' March billing statements. These rate adjustments will have no
impact on our current residential Family Service (basic and expanded cable) rates. For your
information, a full schedule of the upcoming changes is attached to this letter.
Notwithstanding the price adjustments, we believe our bundled service customers are
getting more value for their dollar than ever before.
If you have any questions, please contact me directly at (319) 395-9699, extension 323.
Sincerely,
~A-^~/J~/ ,
Gte: Grass1ey 1J:~(j ,
Senior Manager, Government Relations
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Important Rate Information for Mediacom Customers
Mediacom provides the latest digital technology to deliver the best telecommunications services to your home. While we continue to
take fNery measure to keep our costs under control, our operational and cable programming costs have risen sharply. Because of
these increases, we now find it necessary to adjust some of the product and service rates commencing with the March 2007 billing
statements. Changes are listed below.
Product and Services Price Ust Changes*
O/dRale New Rale Rale Change
Cable Services
Home Wire Maintenance Plan (Video Only) $1.40 $3.95 $2.55
DigRal Equipment Charge. (Does not include Guide. PPV Access or Digilal Music)
Standard Digital Converter with Remote $5.00 $6.00 $1.00
Base Digital Converter with Remote $2.00 $6.00 $4.00
DVR/HDlV Receiver with Remole $7.00 $6.00 ($1.00)
HDTV Receiver with Remote $7.00 $6.00 ($1.00)
DlgRa) Programming
The following Digital Programming Services are increasing by $1.00 each
whether they are a la carte or in a package.
Digilal PluS/Digilal Access $8.00 $9.00 $1.00
HBO $13.95 $14.95 $1.00
Showtime $9.95 $10.95 $1.00
Ginemax $9.95 $10.95 $1.00
Cinemax (when added to Two Star or Three Star Packs) $8.00 $9.00 $1.00
Advanced DigRil Products
OVR Service (Dig~al Video Rocorder (OVR) service require a DVR capable digilal converter.) $5.95 $8.95 $3.00
Internet Se"ic.. (Cable Modem now Included will1 alllnternel Service)
Customers who currently rent a modem and subscribe to Video Service and/or Phone Service
will not see a net increase in their Mediacom Online service rate.
Customers providing their own cable modems will receive a $3.00 monthly increase.
MediaMax Two Star. Four Star, Choice and Tolal packages will increase by $4.00 for Mediacom Online.
'd' ,,,, i: I 1'"1 \,j'V{,l . RatessllowndonDlinclOOetr31chisefees,copyrigl1llees.lax!s.hlIorassocialedSlldwges. 888-333-4039
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JAN-31-2007 14:22 FROM:CUB FOODS IN
13193399404
TO: 3565497
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FOODS
421 Sou'" Third Slreet
P.O. Box 9
Stil1wltcr, MN 55082-0009
1""'-;
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Janll'U\ 31,2007 --'-!
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Ma:'ttl Ross Wilburn ~ TI
410 I ~ ,,( Washington Street Cl
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JO\\3 ( ilY, Iowa 52240 ~
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Dem Ilayor Wilburn:
This notice is being provided pursuant to the Worker Adjustment and Retraining
Nolili. ation Act of 1988, which require employers to give official llotice to certain
gOY ~.1, ment units of officials of a pending facility shutdown.
Due to business restructuring, Cub Foods will close its store at 855 Hwy. One
We ;1. Iowa City, IA 52246. While the exact date of closure has not yet been established,
we 1'1 icipate that it will take place March 17, 2007. All positions at the facility will be
elinlin Ited. This closure will be permanent.
For more information, please contact Val Boughton. Thank you.
Sinl;\'ldy,
V Ilk rk Boughton
Vic.~ I 'resident of Human Resources, Cub Foods
End,,: ure
~
Marian Karr
From: Tom Smull [tsmull@associationsinc.us]
Sent: Sunday, January 28, 2007 12:59 PM
To: chris@historycenter.org; christengoh@aol.com; christopher-co!llins@uiowa.edu;
chucpiet@gatecity.com; cismc@kdsi.net; city@mchsi.com; cityadminbp@netins.net;
City Attorney@MaharishiVedicCity.net; cityhall@kalnetcom; cityhall@reinbeck.net;
city manager@cityofmarion.org; cityoc@orangecitycomm.net; dityofdexter@mchsi.com;
cityolin@netins.net; citysplk@iowaone.net; ckbawden@hotmaiil.com;
clcodev@iowatelecom.net; clintsinclair2004@yahoo.com; clyde.evans@wdm-ia.com;
cmgronstal@cox.net; cmspd@adiisnet; cmssc@longlines.com; cnemitz@iwc.edu;
commdevl@ncn.net; 'City Council; crawford1@aol.com
Subject: Cultural Advocacy Days, Feb 26 & 27, Des Moines
Attachments: CAD E-invite.jpg
Hello Cultural Creatives!
You'll be excited to know that Cultural Advocacy Days will be February 26 and 27. The event will begin the
afternoon of February 26 with a MetLife Foundation National Art Series Forum from 2 p.m. - 5:30 p.m., followed
at 6:00 p.m. with a Legislative Reception at the Hohberger Building in the East Village Uust a block west of the
Historical Building at 504 E Locust). On the 27th, we'll rally at 8:30 a.m. and march to the Capitol, followed by
lunch and afternoon workshops.
Please plan to come Monday, February 26 and invite your legislators to come enjoy the Legislative Reception
with appetizers, refreshments and music, sponsored by the Iowa Gaming Association, with the location sponsored
by the Iowa Motion Picture Association. \I\Iehave a block of rooms reserved .for Februi3ry 26 at jhe discounted
rate of $68 at the QUality Inn andSu[tes. 92!:!3rcLSt do""ntQwn (3rd andl-235LCall 515-282-5251 and asJsJor
the Iowa Cultural Coalition room rate. B-.reakfasjinc;luded.
Attached is a flier with more details. More information is to come as well.
We appreciate your support and presence at the event! See you in Des Moines on the 26th!
Tom Smull
Iowa Cultural Coalition
515-280-7234
1/29/2007
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AGENDA
City of Iowa City
City Council Economic Development Committee
Friday, February 9,2007
9:30 a.m.
City Hall
Lobby Conference Room
410 East Washington Street
1. Call to Order
2. Approval of Minutes of January 23,2007 Economic Development Committee
meeting
3. Discussion of Proposals for Downtown Market Niche Analysis
a. CLUE Group, Arlington, VA
b. Downtown Professionals Network, Batvia, IL
c. Economics Research Associates, Chicago, IL
d. Gibbs Planning Group, Birmingham, MI
e. Marketek, Atlanta, GA
f. Progressive Urban Management Associates, Denver, CO
g. Randall Gross Development Economics with the University of Iowa
Tippie School of Business, Washington, DC
h. University of Wisconsin Extension, Madison, WI
4. Select consultants to invite for interview
5. Determine Meeting Dates for consultant interviews and next regular Economic
Development Committee
6. Committee time
7. Adjournment
MINUTES
CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE
January 23, 2007
LOBBY CONFERENCE ROOM
DRAFT
Members Present:
Regenia Bailey, Connie Champion, Bob Elliott
Members Absent:
None
Staff Present:
Wendy Ford
Others Present:
Nancy Quellhorst, Joe Raso, Tim Kenyon, Mark Nolte, DaL:ayne Williamson
RECOMMENDATIONS TO CITY COUNCIL:
Approval of the document "Economic Deveiopment Strategies 2007-2008".
CALL MEETING TO ORDER
Chairperson Regenla Bailey called the meeting to order at 9:03 AM.
APPROVAL OF MINUTES - DEC 12. 2006 ECONOMIC DEVELOPMENT COMMITTEE MEETING
MOTION: Bailey moved to approve the December 12, 2006 minutes as submitted. Elliott seconded
the motion. The motion passed 3:0.
ACTIVITY REPORT - Economic Development Coordinator - WENDY FORD
Ford informed the committee of status of the BIOWA application for Community Development Funds
through IDED. BIOWA Is an Input/Output database designed to match the waste output and input needs
for bio-based companies. At last month's meeting, the committee supported this application pending
further clarification of BIOWA's financlals That clarification was made and Ford sent a letter of intent to
support the project, pending the full council's support. Ford received a call from Michael Ott reporting
IDED's award of $25,000 grant (pending Council's approval) rather than the requested $48,000. Ford
asked Michael the reasoning behind the difference in funding, and he said IDED did not indicate a
reason.
Champion asked how BIOWA plans to make up for the shortfall. Ford said the discrepancy wouid mostly
affect the marketing aspects for the program and that the BIOWA membership may also have to ante up
so they can complete their mission..
Elliott asked how large a region BIOWA plans to market their database. Ford said the marketing region
for BIOWA is statewide, and focuses solely on bio-based businesses. The concern brought up at the last
meeting as to whether BIOWA was a duplication of the Iowa Waste-Exchange (IWE) program was noted.
Ford spoke with the director of the IWE program and the one of the people under the director, and
concluded that BIOWA would be more focused on the bio-based industry, and would contain a lot more
chemical information, useful for the input side of the matches that can be made with this program. Ford
noted the caveat that BIOWA must be sure to communicate with the Waste-Exchange to avoid
duplication. She said it seems clear that they can work effectively without duplication.
Chairperson Bailey noted she assumes Council will support going ahead with this.
Final Draft: Economic Development Strateaies. 2007-2008
Ford noted the final draft of the Economic Development Strategies includes the six policies adopted in
1995. She reasoned putting those policies at the top of the document shows continuity. She inserted
them at the beginning, to make a logical flow into the following objectives that support the policies.
Discussion ensued about the meaning of the word industry and whether it was exclusive of commercial
enterprise. Chairperson Bailey said she feels the document does not focus only on industry.
-----~-~---~---_._---------_._-~._~-_.._-,._~^--_._._-
Economic Development Committee Minutes
January 23, 2007
Page 2
Elliott asked if the use of the word industry signals that the committee does not care about commercial
businesses. Ford responded that activities directed toward industry would not be not at the expense of
commercial industries. The policies are areas of focus given the limited resources of the Economic
Development division and they do not comprise the assistance to and maintenance activities directed
toward businesses that we already have.
Elliott asked how a bank locating in Iowa City would be viewed. Bailey said that would be considered part
of the banking 'industry.' Bailey noted that she doesn't think of 'industry' as a factory, rather as a sector.
Elliott agreed, and said that the department shouldn't focus soiely on what is traditionally understood as
industry. Bailey reiterated she didn't read it that way, and Champion agreed.
With regards to Policy #2, Elliott suggested reversing the wording to put the emphasis on developing the
workforce to company needs, as opposed to attracting companies for the existing workforce. Champion
agreed . Bailey noted a partnership description would be helpful so it is clear that developing the
workforce is not expected to be the responsibility of the E.D. division alone.
Discussion about The Skills Advantage Work-Ready Assessment System ensued and whether there was
a place it could fit into the draft. Raso asked what role the city could play in implementing the Skills
Advantage assessment system as part of their own hiring process. This endorsement would promote the
policy. Raso suggested discussing Skills Advantage with Human Resources.
In discussion about supporting entrepreneurial enterprise, Bailey inquired about the possibility of
Healthcare insurance pools for small businesses, citing healthcare insurance as a major barrier to
entrepreneurialism. Quellhorst offered insight into the state legislature's progress with this issue. The
greatest concern is that the pools are affordable for those who are healthy, but discriminate against those
who are either unhealthy, or use many health services. Most people view the issue as one that requires a
national solution rather than a state one. Elliott remarked that it's difficult to insure people over whom you
have no authority. Bailey mentioned this could be a strategy that the committee continues to explore due
it being such a major issue for small businesses, artists and. Champion rejected putting it as a line in
strategies because of the impossibility of the City being able to solve it. Joe Raso noted that this issue is
not unique to our community, but solving it would ensure a competitive advantage.
Bailey said this issue is one that they must continue to discuss but it may not be something included in
the draft. Elliott noted that this will be a working document. Bailey concurred but added it was not a
shifting target. The next step will be on drafting a time line, work plan and budget to implement the policy
MOTION: Champion moved to approve the Economic Development Strategies 2007-2008 with the
change in item 2 to be "Develop available labor force consistent with the needs of employment
opportunities." Elliott seconded the motion. The motion passed 3:0.
Committee Time
The committee discussed the Downtown Association and the Farmers Market. Nancy Quellhorst said the
inclusion of the Downtown Association in the downtown market analysis was a good thing. Proposals for
the Downtown Market Niche Study are due Wed. Jan 31" and will be reviewed at 9:30 am Feb. 9th at a
meeting of the Economic Development Committee, Chamber and D.TA execs..
Nancy Quellhorst asked about the possibility of moving the Farmers Market to the Pedestrian Mall. Bailey
shared various proposals with moving it include the possibility of Iowa Ave and the' Ped Mall. Elliott noted
there was not much council enthusiasm about gelling involved. Bailey talked about the possibility of
creating a street fair every weekend much like Des Moines or other areas. Another reason the discussion
has not progressed is due to the Parks and Recreation department's oversight of the Market and the
reluctance of the vendors to move. It was suggested that an endorsement from the Chamber of
Commerce might encourage a change.
ADJOURNMENT
Economic Development Committee Minutes
January 23, 2007
Page 3
The meeting adjourned at 9:44 A.M.
NEXT MEETING DATE: February 9, 2007
Minutes submitted by Elizabeth Kennedy.
Council Economic Development Committee
Attendance Record
2007
Term
Name Expires 1123
Regenia Bailey 01/02/08 X
Bob Elliott 01/02/08 X
Connie Champion 01/02/08 X
Key:
X = Present
0 = Absent
OlE = Absent/Excused
I ~ I
--= -14-...
:f~W~'"!.
-..;;::.... "'IIIII~
..... ..
CITY OF IOWA CITY
MEMORANDUM
From:
Re:
January 31, 2007
Economic Development Committee and Downtown Market Niche Analysis Partners:
Iowa City Area C amber of Commerce and Downtown Association
Wendy Ford
Review of Requests for Pro sals
Date:
To:
Following are:
1) the Request for Proposals for this roject and
2) a copy of the eight proposals we received in response.
Our selection criteria are detailed in section VII if you need them for your reference.
I like to look at things in a table format and will be making my own notes on a table like the one
following.
You may certainly use whatever method for recording your thoughts and observations you wish.
Consultant Qualifications Timeliness Project Overview Cost Quality of Unique Services
& Plan Proposal
I. CLUE
Notes
2. Downtown
Professionals
Network
Notes
3. Economics
Research
Associates
Notes
4. Gibbs Planning
Group
Notes
Consultant Qualifications Timeliness Project Overview Cost Quality of Unique Services
& Plan Proposal
5. Marketek
Notes
6. Progressive
Urban
Management
Associates
Notes
7. Randall Gross
with Univ ofIowa
Notes
8. University of
Wisconsin .
Extension
Notes
REQUEST FOR PROPOSAL
DATE:
December 15, 2006
REQUEST FOR PROPOSAL:
Consultant Services for a Downtown Market Niche Analysis
Downtown Iowa City, Iowa
PLEASE TAKE NOTE: THIS DOCUMENT CONSTITUTES A REQUEST FOR PROPOSALS, AND IS THUS
A SOLICITATION FOR RESPONSES. CONVERSELY, THIS REQUEST FOR PROPOSAL IS NOT A BID
AND IS NOT GOVERNED BY STATE OR FEDERAL BIDDING REQUREMENTS.
MOREOVER, ANY ACCEPTANCE OF A PROPOSAL SHALL NOT RESULT IN A BINDING CONTRACT
BETWEEN THE CITY AND THE PROPOSER, BUT INSTEAD WILL SIMPLY ENABLE NEGOTIATIONS TO
TAKE PLACE THAT MAY EVENTUALLY RESULT IN A MORE DETAILED AND REFINED CONSULTANT
AGREEMENT OR CONTRACT BETWEEN THE PROPOSER AND THE CITY.
NOTICE TO PROPOSER:
Sealed proposals will be received at the Office of the City Clerk,
410 E. Washington Street, Iowa City, iowa until the time and date
specified before for:
Consultant Services for a Market Niche Analysis for Downtown Iowa City, Iowa.
Proposals must be made to the City as to how the Proposer intends to provide consultant services more
specifically defined herein. The City retains the right to reject proposals as non-responsive, to ask for
clarification, to enter into negotiation to discuss cost, scope of work, procedures, and final work product, all
prior to the execution of a formal consultant agreement. .
PROPOSALS DUE:
5:00 pm, Wednesday, January 31, 2007
ADDRESS PROPOSALS TO: Attention of the Economic Development Coordinator, Office of the City
Clerk, 410 East Washington Street, Iowa City, IA 52240, on or before the time and date specified above.
Proposals should be sealed and clearly marked on the front with reference to the specific project. FAX and
email orooosals will not be acceoted.
QUESTIONS:
Questions regarding the Request for Proposal should be directed to:
Wendy Ford
Economic Development Coordinator
Department of Planning and Community Development
410 East Washington Street
Iowa City, IA 52240
PH: 319-356-5248
FAX 319-356-5217
EMAIL: wendv-ford@iowa-citV.oro
The City Is not responsible for any information or clarification given by other representatives.
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INDEX
Section I,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, Background Information
Section II """""""",',",""""""""""""""""""""""""""""'" Objectives
Section III ""'''''''''''''''''''''''''''''''' ",,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Scope of Work
Section IV""""""""""""""""""""""""""""""""""""""""" Schedule
Section V"""""""""""""", """"""""""'" """""""'" Proposal Contents
Section VI """'''''''''' """'"'''''''''''''''''' """'"'''''''' Proposal Requirements
Section VII"",,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, Selection Criteria
2
Request for Proposal
Consultant Services for a Downtown Market Niche Analysis
Downtown Iowa City
Section I
Background Information
The metropolitan area of Iowa City includes a population of approximately 85,000 people. Iowa City
is the oldest and largest city within the metropolitan area. Downtown Iowa City has served as a center of
commerce for the county and east central Iowa for more than 150 years. The city was founded in 1839 and
in the 2000 census, recorded a population of 63,207. Iowa City has always enjoyed the additional infusion of
a young population, now 30,000 strong, of students who attend University of Iowa.
In the 1960s and 70s, the city underwent an extensive urban renewal process to alleviate
deteriorating buildings and to spur new investment downtown. Among the key outcomes of urban renewal
was the development of a pedestrian mall with a water feature, performance area and children's piay area
created by the closing of three blocks to vehicular traffic. New buildings included the enclosed 60-store Old
Capitol Mall that took the place of two full blocks of deteriorating buildings, a five-story office building called
Plaza Center One at the heart of the pedestrian mall, and a 236-room hotel (now the Sheraton) also on the
pedestrian mall.
Throughout the 1980s and 90s downtown business prospered and the health of the area existed in
a relatively steady state. In 1998, Coral Ridge Mall opened about 6 miles to the west on Interstate 80,
beginning a change in the face of downtown retail. Over the course of the following six years, the two
anchor department stores, each with anchor locations In Coral Ridge Mall, moved out of Old Capitol Mall.
An entertainment business attempted to fill one of the large retail locations, but failed after less than two
years. Other retail tenants in Old Capitol Mall and in storefronts in downtown buildings followed suit. By
2004, the mall had only a handful of tenants remaining in the original 60 retail locations and there were
beginning to be empty storefronts in older downtown buildings.
In 2004, the Iowa Department of Cultural Affairs recognized downtown Iowa City as an official
cuitural district, a designation awarded based on an area's arts, history, and cultural heritage offerings. Iowa
City received special distinction with the award of two cultural districts including downtown's Old Capitol
Cultural District, which includes the performing arts venue of the Englert Theatre, historic downtown
buildings, the Museum of Natural History and Old Capitol, and the Iowa River Cultural District, just blocks to
the west of downtown, including more performing and visual arts venues. .
In the eariy 2000s, a new wave of downtown development and public investment began. Vogei
House, an ultra modern nine-story residential building with retail on the first floor replaced an old brick
residence that had fallen into disrepair. The Whiteway Building, several floors of apartments over a first
floor restaurant was built to replace a century-old building that had burned. Plaza Towers, a multi-story
residential, hotel, and retail building was erected on the last remaining parcel of downtown urban renewal
land. Interestingly, each of these projects was spearheaded by the same individual, Marc Moen, and each
has made a significant impact on the aesthetics and residential mix of the downtown. The level of public
commitment in downtown is significant. Over the recent few years, the City of Iowa City has invested $36
million in its downtown, including a tax increment financing package for the Plaza Towers Project, the
building of a new public library and the renovation of the Pedestrian Mall. In 2006, the City committed to
another partnership with a significant commitment of public investment in a $40 million, 12-story building
known as Hieronymus Square with commercial, hotel and residential space. This project will be the first
large scale development south of Burlington Street, the former southern edge of the Central Business
District.
Given its cultural significance and shifts in retail and residential patterns of the past decade, the
Iowa City Area Chamber of Commerce and the Downtown Association in partnership with the City, desire to
examine the changes affecting the downtown in order to affect strategy and policy decisions for its future.
Each organization recognizes that the health of downtown plays a significant role in the community's ability
to foster a good environment in which to do business, to wonk, live and play.
3
Section II
Objective
To undertake a market analysis to determine a feasible mix of retail, office, and entertainment uses in
downtown Iowa City that supports the vision of Downtown Iowa City as a "unique and lively mix of
commerce, culture, education, entertainment, government and recreation for residents and visitors."
To accomplish this, we desire:
. A greater understanding of the trade area's customers and competition
. A thorough examination of downtown's most pressing issues (business mix, vacancies, etc.)
. Data to demonstrate the economic importance of downtown to community at large
. The identification of niche marllets for retail
. The identification of optimal mixed uses for downtown
. The identification of potential design improvements
Section III
Scope of Work
The consultant shall worll with the Chamber and its partners to develop a concise, useable Downtown
Analysis that will benefit the metropolitan area in developing strategies, policies and practices to be used by
the Chamber of Commerce, the City of Iowa City and the Downtown Association in decision-making
regarding the expenditure of funds for economic development and marlleting. Tasks for the consultant will
include the following:
Understanding Market Conditions
. Creating a sustainable Building and Business Inventory database (some information exists)
. Survey Business Operators (hours, issues, etc.)
. Analyze Existing Business Mix
. Analyze Trade Area
. Analyze Local Economics
. Analyze Customer Demographics and Lifestyies
. Conduct Focus Groups
. Conduct Consumer Surveys
Identifying Market Opportunities by Sector
. Evaluate Retail Opportunities
. Evaluate Service Business Opportunities
. Evaluate Restaurant Opportunities
. Evaluate Theater Opportunities
. Evaluate Residential Opportunities
. Evaluate Office Marllet Opportunities
. Evaluate Lodging Opportunities
. Evaluate Event Opportunities
Conclusions and Recommendations
. Business Retention and Expansion
. Niche Recommendations
. Space Utilization and design consideration
. Marketing Plan
. Tools for nurturing entrepreneurs
. Business Recruitment Recommendations
4
Section IV
Schedule
Completion of the Downtown Market Analysis and submission of the report should be complete within six (6)
months of execution of a formal Consultant Agreement. After final review of the report by the City, Chamber
and DT A partners, and completion of any necessary revisions, the presentation of the findings in a public
discussion forum would occur'within two (2) months of submission of the initial report. Presentations shall
include:
1) A presentation reporting the preliminary findings of the study to representatives of the
sponsoring partners: the Economic Development Committee, the Iowa City Area Chamber of
Commerce and the Downtown Association,
2) A formal presentation to the Iowa City City Council and Boards of the sponsoring partners, and
upon acceptance by those bodies,
3) A public presentation of the findings.
The following is an anticipated schedule for consuitant selection and conducting the work. The City,
Chamber and DT A partners reserve the right to modify any part of this schedule. Each proposal shall remain
open for a period of 90 days from the date of receipt.
Solicitation issued........................,......................"................... December 18, 2006
ProposalS due ................................,.........................."................January 31, 2007
Contract awarded ..........................................................'........... February 12, 2007
Contract period...................................................... February 12 - August 12, 2007
Presentation period ...........,........................,............August 12 - October 12, 2007
Section V
Proposal Contents
General Instructions
. Each firm is requested to submit ten (10) copies of its proposal in typewritten form and sealed in an
envelope addressed to: Economic Development Coordinator, Office of the City Clerk, 410 East
Washington Street, Iowa City, IA 52240.
. Modifications to a firm's proposal shall be enclosed in sealed envelopes and addressed to the
office noted above, Modifications must meet the same deadline as the original proposal.
. FAX or electronic based offers will not be considered in response to this RFP.
. Proposals shouid be limited to a maximum of 20 pages.
The proposal package shall contain, at a minimum, the items listed below. Proposers are urged to be as
thorough and complete as possible, while not exceeding the 20-page maximum for proposals.
1. Identification of Proposer. Identify the Proposer, Proposer's mailing address, telephone number,
fax, emall address and contact person who can answer questions concerning the proposal.
2, Previous Firm and Proiect Team Experience, The Project Team for this Project should be
identified. The Proposer should describe in as much detail as possible recent experience in
completing similar Downtown Analyses by the firm and by the individuals who would be assigned
to this project. Include a list with the client's name, the name and telephone number of a person
associated with the project who may be contacted for a reference, the year the'project was
completed and the individual from the Proposer's team who was responsible for the project.
5
._-------~~-_.__._-_._~-"--~"._-....-."._-------_.._._--,-'.-.-.,.--.....
3, Sub consultants, If your proposal includes the use of sub consultants or is a joint-venture proposal,
please identify all consultants and their responsibility and qualifications as outlined in 1 and 2
above,
4, Work olan, A work plan showing how your firm would complete the Downtown Analysis with task
and timeframes accomplishing the Scope of Work requested in this RFP,
5, Budaet. Provide a detailed estimate of costs and fees for services to complete the work requested
and a proposed payment schedule if other than payment in full upon conclusion of work,
6, Miscellaneous information, Any additional information regarding your firm's experience and
capabilities that you feel would be important to the success of this project.
Section VI
Proposal Requ i rements
1, Each Proposer shall examine the Request for Proposal document and determine the adequacy of
all statements, Any inquiries, suggestions or requests concerning interpretation, clarification, or
need for additional information pertaining to the RFP shall be made through the Economic
Development Coordinator for the City of Iowa City as noted on the cover page of this RFP, The city
shall not be responsible for oral interpretations given by any other City employees, representatives
or others, Prior to acceptance of a Proposal by the City, the issuance of a written addendum is the
only official method whereby interpretation, clarification or additional information may be given, If
addenda are issued to this Request for Proposal, the City will attempt to notify all prospective
Proposers who have secured the same, However, it shall be the responsibility of each Proposer,
prior to submitting a proposal, to contact the City to determine if addenda were issued,
Once a Proposal is accepted by the City and its partners, the City is free to enter into negotiations
concerning the broad outlines of this Proposal, in order to try to reach an agreement on what more
precisely, the Proposer and the City intend to accomplish by way of the consulting services,
2, Ten (10) copies of the proposal shall be submitted,
3, The proposal shall include a proposed time schedule for the activity,
4, The proposal shall include a cost estimate separated into individual budget elements,
5, All expenses for making proposals are to be borne by the Proposer,
6, Any proposal may be withdrawn up until the date and time set for receiving proposals, Any
proposal not so withdrawn shall, upon opening, constitute an irrevocable offer for a period of 90
(ninety) calendar days to provide the City of Iowa City the services set forth,
7, Proposer understands that the City's acceptance of a Proposal only enables the City and the
Proposer to negotiate a formal Consultant Agreement satisfactory to both parties,
Section VII
Selection Criteria
The City and its partners will evaluate each firm in accordance with the following criteria'to determine the
firm that it feels is best suited to meet the needs of the project. Response to this RFP should include
information deemed pertinent to each and all of said criteria, During the evaluation process, the City and its
partners reserve the right to request additional written information to assist in the evaluation of proposals,
6
1. Qualifications.
o The firm's previous work experience with and success in projects of similar scope and
purpose.
o The qualifications of key personnel who will be assigned to the project.
2. Timely completion of the proiect.
o The consultant's current workload and its ability to complete the project in a timely manner
according to the anticipated schedule specified.
3. Project overview and work plan.
o The firm's overall approach to how it would complete this project in an efficient and
effective manner. .
o The firm's understanding of the project including identification of major issues or problems
that it may perceive at this time conceming the project.
4. Cost of service.
o The reasonableness of the budget proposed by the firm.
5. Quality and thorouqhness of proposal.
o Completeness of the submitted proposal.
o Any additional information formally requested by the City and its partners will be included
in this criterion.
6. Unique services of qualifications.
o Any special capabilities a firm has which would significantly contribute to the success of
this project.
7
January 30, 2007
Wendy Ford
Economic Development Coordinator
Department of Planning and Community Development
410 East Washington, Street
Iowa City, Iowa 52240
Dear Ms. Ford:
On behalf of the Community Land Use and Economics Group (CLUE Group), I am
pleased to su bmit the following proposal in response to Iowa City's RFP for
consultant services for a market niche analysis for downtown Iowa City. I have
visited downtown Iowa City on several occasions over the years while traveling
throughout the state with Main Street Iowa on behalf of the National Main Street
Center and have always believed it to be a district with great potential and resilience.
I was pleased to read in your RFP that downtown Iowa City has been designated a
cultural district by the State, which can help building owners and developers obtain
state historic rehabilitation tax credits to help finance projects within the district.
It is our understanding that the City and its partners are interested in developing a
deeper understanding of downtown Iowa City's current economic condition and of its
opportunities for improvement and growth, in identifying business clusters and retail
niches likely to flourish downtown, in measuring the district's economic impact and
conveying its importance to the community, and in identifying design improvements
that support the district's economic development goals. It is also our understanding
that the City is interested in attracting young professionals and in creating an
environment that nurtures and sustains "creative class" businesses.
We have outlined a scope of services that we believe will give the City, Downtown
Association, Chamber and other partners a strong base of market information and
organizational skills from which to grow its economic restructuring strategies. We
consider this proposal a starting point for discussion about designing services that
best meet downtown Iowa City's needs.
The Community Land Use + Economics Group. LLC
PO Box 2345
Arlinqton. Virginia 22202-0345
202.236.1232 P 202.318.4605 F
www.clueqroup.com
ABOUT THE COMMUNITY LAND USE AND ECONOMICS GROUP
The Community Land Use and Economics Group (CLUE Group) is a small, specialized
consulting firm that helps community leaders create vibrant downtowns. We work
with local and state governments and nonprofit downtown revitalization
organizations to develop practical and innovative downtown economic development
strategies, cultivate independent businesses, identify regulatory and financial
barriers to revitalization, and strengthen downtown management programs.
The CLUE Group provides a broad range of downtown economic development, retail
market analysis and business development planning services, including:
. Retail mix analysis
. Retail sales gap analysis
. Business mix strategies
. Business profile development
. Economic benchmarking
. District business development planning
. District marketing and promotion strategies
. Economic and fiscal impact analysis
. Economic restructuring implementation strategies
Historic theatre rehabilitation and reuse strategies
In addition to its retail planning and economic restructuring services, the CLUE Group
provides additional downtown revitalization services in the areas of strategic
planning, planning and zoning review, historic rehabilitation tax credit equity finance,
and fund raising planning for downtown revitalization initiatives.
The CLUE Group's personnel have almost 40 years of experience in downtown
revitalization. Our two principals served as senior staff for the National Trust for
Historic Preservation's National Main Street Center, one as the Center's longest-
serving director and one as a senior program associate. Both also served as
managers of local downtown revitalization programs before joining the staff of the
National Main Street Center, bringing first-hand experience with the daily challenges
and long-term opportunities of downtown economic development to our work. One
also served as a board member, then as executive director, of the League of Historic
American Theatres.
The CLUE Group is regarded as one of the nation's leading experts in downtown
revitalization, downtown economic development, and small business development.
Our clients include local and state governments throughout the United States; local,
state and national nonprofit organizations; private developers; and government
entities in Canada and the United Kingdom. The CLUE Group is a limited liability
company based in Virginia and with an additional office in Massachusetts.
OUR APPROACH
We are committed to downtown economic development planning that engages a
broad range of public- and private-sector entities, supports established and emerging
industries and knowledge clusters, reinforces overall community economic
development goals, cultivates locally owned businesses, offers opportunities for
economic sustainability, and positions the downtown as the vibrant center of civic
life. Our work is guided by the following principles:
. We believe that, for historic and older downtowns to reestablish themselves as
vibrant, competitive commercial districts, it is critical that their revitalization and
management be guided by dynamic, market-based strategies that cross-cut all
aspects of the revitalization process - physical improvements, business
development, marketing, and more. We therefore use market analysis to define
two or three cross-cutting market-based strategies that serve as a framework for
a comprehensive program of downtown development activities. Downtowns are
economic ecosystems in which many factors - physical infrastructure, the
markets served by district businesses, public perceptions of the district, financial
incentives, and much more - are tightly interrelated. We typically use the four
broad categories of work advocated by the National Trust for Historic
Preservation's National Main Street Center as a foundation for a comprehensive
revitalization agenda that then flows from these market-based strategies, helping
ensure balance and opening participation in the revitalization process to the
broadest possible range of participants.
Market-based strategies
Design
Organization
Promotion
Economic restructuring
Market-based strategies cross-cut four broad categories of work, providing focus for the
revitalization initiative's tasks, assignments, budget, and timeline.
We use market analysis tools appropriate for older and historic downtowns. Retail
market analysis for downtowns differs significantly from retail market analysis for
shopping centers and shopping malls (and, in many instances, new town
centers). Shopping malls are almost exclusively retail in nature, and they provide
a relatively limited range of products and services to consumers with relatively
similar demographic characteristics. Downtowns, however, have multiple uses -
retail, professional offices, housing, government, entertainment, and many more
_ and serve a broad range of consumers with many different demographic
characteristics. For these reasons, retail market analysis for older and historic
downtowns must examine multiple factors and multiple options simultaneously.
. We explore and pursue innovative economic development solutions to
commercial district revitalization challenges. Historic and older town centers
operate within vastly different economic contexts than they did several decades
ago, and reestablishing market viability and cultural vibrance requires strategies
that create and combine new uses and that use multiple marketing channels in
innovative ways.
. We like to involve as many members of the community in the market analysis
process as possible and to disseminate information widely. The more people who
share information, the greater the level of collaboration on an overall economic
development strategy will be, and the greater the level of support for the process
and outcomes. For this reason, we encourage local revitalization organizations to
actively participate in gathering and interpreting market information.
. We look for opportunities to strengthen and cultivate locally owned businesses -
opportunities to add new product lines to existing businesses, to spin off new
businesses from existing ones, to expand business sales through ecommerce,
and so on. We believe that locally owned businesses provide the critical market
distinctiveness that helps position a historic downtown as a unique destination
and investment venue.
We look for pockets of growth that provide signals about changes occurring in the
regional economy and for opportunities these pockets of growth might provide for
bringing small-scale industries and support services into the downtown area.
. Similarly, we look for opportunities to increase housing downtown. Downtown
residents provide additional rental income for downtown property owners,
relieving pressure on ground-floor business tenants. They also patronize
downtown businesses, providing additional sales opportunities for the district's
retailers, services businesses, and professional offices.
. We use market analyses not only to craft solid business development strategies
but also to create vibrant arts, culture and entertainment programs. Downtowns
are the most public places in a community - the symbolic heart, where the
community comes together to celebrate, relax, and experience a sense of
belonging and civic identity. We believe that a vibrant arts, culture, and
entertainment program is vital to cultivating civic identity, improving quality of
life, and creating an enticing environment attractive to new investment.
. We put information to work right away. We make reports easy to understand -
brief and digestible - with information broken down into small, usable chunks.
Even small bits of information can help improve promotional events, help a
business do more effective merchandising, or even identify a design problem.
. We stress practical, achievable implementation strategies. A report is of little use
if the guidance it provides is not easy to implement.
. We make the retail market analysis process the springboard for monitoring a
district's economic condition on an ongoing basis.
. We try to make the process fun.
SCOPE OF SERVICES
We propose a scope of services that involves three interwoven objectives:
. Understanding market conditions,
. Identifying market development opportunities, and
. Crafting a set of recommendations for business cultivation, growth, retention and
expansion; creating and strengthening retail niches; creating clusters; marketing
the district; using (and reusing) space for retail, office, housing, entertainment,
and other purposes; and cultivating and supporting entrepreneurs.
We envision the following sequence of activities:
1. Review existinq studies. plans and documents: We would begin our work by
reviewing existing studies and documents that provide demographiC, economic,
planning and other information about Iowa City and that explain previous and
ongoing economic development and planning activities. We want to develop a
solid understanding of the factors that drive or restrain revitalization in Iowa City
and within the region, as well as to gather statistical information on the
community and information about the planning processes in which the
community is and has recently been engaged.
2. Compile propertv and business inventories: Property and business inventories not
only provide a necessary foundation for analyzing a district's current business
mix but also build a database of information that is invaluable in business
recruitment and development efforts.
We propose one of two options for compiling property and business inventories:
. We could provide the City with a Microsoft EXCEL workbook or a FileMaker
Pro database form in which staff and volunteers from its partner
organizations can compile a basic inventory of the district's properties and
businesses, providing gUidance on conducting the inventories, or
. We could compile the inventories ourselves.
The former option would be less expensive, as it would require less of our on-site
time. We have reflected both options in our budget estimate.
3. Develop demoqraphic and psvchoqraphic profiles of the communitv and its trade
area: Using data from the Census of Population, the State of Iowa, the City, and
third-party data providers (most likely ESRI, the nation's largest provider of data
for government and private-sector GIS systems), we would prepare demographic
and psychographic profiles of Iowa City and its current and potential retail trade
areas. A community's demographic and psychographic characteristics provide
important guidance on residents' retail shopping preferences and offer critical
insight into potential changes in retail demand within the next decade. This data
is also central to the process of developing and recruiting new businesses.
4. Assess the current retail performance of the downtown and of competinq retail
centers: Using data from the business inventory, the State of Iowa's sales tax
reports, the US Census Bureau's Economic Census, and other sources, we would
examine the retail performance of downtown Iowa City and competing retail
centers within a GO-mile radius. Our assessment would include an analysis of the
district's business composition and performance, a comparison of sales in major
categories over the past ten years in communities within the region, and an
analysis of major strengths of each retail center.
As part of our assessment of current retail performance, we would also ask
downtown businesses to participate in an anonymous online survey to gather
information about their product lines, sales, numbers of staff, store hours, issues
of concern, and other topics. Beginning this year, we will be conducting an
ongoiong national survey of businesses in older and historic downtowns, and we
would offer Iowa City the option of using the survey instrument developed for the
national survey - with whatever modifications might be needed for Iowa City's
specific circumstances, of course - if the City and its partners would like to be
part of this national survey (a preview of the survey instrument is available
online at htto://www.c1ueqrouo.com/retailsurvey.htm). Or, if you would prefer,
we would design a survey instrument specifically for downtown Iowa Falls.
Our assessment of current retail performance would also include conducting a
retail sales gap analysis, comparing the amount of potential retail demand
generated by Iowa City's and the region's residents in major retail categories
with the amount of retail sales the community and region are actually capturing.
The efficacy of retail sales gap analysis has changed somewhat in recent years
for destination retail, due to the growing ability of retailers to reach customers
online from a much larger geographic trade area than before - but it remains an
invaluable tool for measuring the buying power of area consumers for
community-serving goods and services, in particular, and for detecting market
strengths and weaknesses for these goods and services. Should ou r market
analysis identify potential product lines, businesses, or clusters of businesses in
downtown Iowa City that might be able to significantly expand sales through
online commerce, we would include projections of potential online demand for
these product lines in our sales gap analysis.
5. Conduct consumer surveys: There are two types of consumer surveys that would
be valuable in understanding downtown Iowa City's economy:
. A downtown interceot survey: An intercept survey's primary purpose is to
provide information on the people who currently visit a district. It is
therefore useful both by itself and also in comparison to information about
the overall community population (e.g., by identifying the types of people,
demographically, who live in the community but who don't visit the
downtown often). A revitalization/management organization can obtain
information on the overall population from other sources - but there is no
other way to get reliable info about the people who currently use a
district. Our intercept survey for downtown Iowa City would ask questions
about the reasons people visit the district, about where they most recently
purchased a variety of retail products and services, about their
perceptions of the downtown area, and about their demographic
characteristics, among other things.
. A community survey: A community survey reaches a random sample of
people throughout the community (and possibly the region, depending on
how the survey is designed), providing invaluable information about both
those area residents who visit the downtown as well as those who don't.
Our survey of the Iowa City area would include some of the same
questions included in the downtown intercept survey (so that we can
compare the frequency of responses in both surveys) but would also
include a few additional questions about shopping habits and preferences.
Surveys help answer some of the questions that emerge earlier in the
market analysis process - but they almost always uncover some
additional questions, as well. We would therefore augment the survey with
a few interviews and/or focus groups (depending on the nature of the
questions that arise) to round out the survey research.
. Ootional communitv inout survev: If the City is interested in inviting
general comments and suggestions from the community, we would
provide a free online community input survey. Although this survey would
not be statistically valid, it would provide an opportunity for all members
of the region to offer their ideas, anonymously, on downtown Iowa Falls.
As with the property and business inventories, we propose one of two options for
conducting the downtown intercept survey:
. We could train program staff and volunteers to conduct and tabulate the
surveys. We would provide the City with the survey instrument and would
develop a survey protocol to yield enough completed surveys to provide a
confidence level of 95 percent. We would also provide a website in which
staff and volunteers could compile information from completed $urveys.
. Or, we could conduct the survey ourselves.
The former option would be less expensive, as it would require less of our on-site
time. Again, we have reflected both options in our budget estimate.
6. Svnthesize information and outline market-based strateqies: After. gathering
primary market data, we would synthesize our research to create a profile of
downtown Iowa City's economic performance and its best options for growth over
the next 5-10 years, identifying opportunities for growth and development of
retail shops, service businesses, restaurants, theatre/arts businesses and
activity, residential units, office space, and marketing events. We would then
identify and outline one to three market-based strategies that we believe would
help the City, Downtown Association, Chamber, and their partners establish a
cohesive revitalization strategy and achievable benchmarks. We would review
these strategies with the local project team for feedback.
7. Present our findinqs and prepare a written reoort: We would prepare a final
report (30-40 pages, plus appendices) outlining our findings and
recommendations and would present these findings and recommendations in a
live presentation to program participants (and to the general public, if desired).
We would provide two printed and bound copies of the report as well as an
electronic copy, in Adobe PDF format, for the City to distribute as it wishes.
8. Onooino suooort: We would provide support to the City throughout the market
analysis process, including providing sample press releases to publicize the
downtown intercept survey and other major project components and providing a
project website for key staff and volunteers to exchange files, create to-do lists,
and track project progress. We would also be available for occasional telephone
and videoconference calls throughout the project.
TIMELINE
We would work with the City of Iowa City and its partners to determine a mutually
convenient starting date for this project. Some of the project activities are sequential
(e.g., the market-based strategies cannot be identified until most of preceding steps
have been completed), but many can occur simultaneously. In general, we anticipate
the following timeline, beginning from the starting date selected:
Month 1
1 or 2
Months 1-2
Month 3
Month 3
3
Month 4
1 Review of
and documents
Initial site visit
and business inventories*
2
3 Demographic and psychographic profiles
4 Assessment of current retail
businesses
4 Assessll1e~tof~()ll1petingretailcenters+salesgap~~alysis ............. .........
5 Intercept and community surveys:
....--.-.-..--.-.--.
Train..!;.ur\'e..}/\I"I,!"te.ers{ifsurveysconducted. by. (;itY..~.".'!..P~rt"e.r!;!..
instrument
Conduct and tabulate
Interviews focus
. ~n~lyze.surveys
6 Market-based
7 Final and
8 Ongoing support
Initial site visit
Month 2
3-4
Months 4-5
Months 4-5
5-6
Month 6
Throughout
* Tasks that could be completed by the City of Iowa City and its partners with guidance from the CLUE Group OR that could be
completed by the CLUE Group, depending on which option the City and its partners prefer
BIOS OF KEY PERSONNEL
Josh Bloom
Josh Bloom teaches communities how to revitalize their commercial centers by first
gaining an understanding of their local economies and then helping them' apply that
knowledge to a series of market-driven and achievable projects. He has particular
interests in using research on local customers to deepen the picture painted by
traditional demographic data sources, and in cultivating sustainable clusters of chain
and independent businesses. He has published articles on both of these subjects.
Before joining the CLUE Group, Josh spent ten years as a program officer at the
National Trust for Historic Preservation's NationalM_ain Street Center. While he works
in communities of all sizes, he was instrumental at the Main Street Center in
expanding the program's urban reach to cities that included I3Dston, Cleveland, St.
Louis, Los Angeles and others.
Josh received his B.A. from Columbia University and a master's ;in historic
preservation from the University of Pennsylvania. He is a former molecular biologist.
In spring 2007 he will complete a two-year course in preservation carpentry at the
highly regarded North Bennet Street School in Boston.
Kennedy Smith
Kennedy Lawson Smith is one of the nation's foremost experts on commerlcial district
revitalization and main street economics and is a prominent spokesperson for
economically and environmentally sustainable community development.
Kennedy has been a leader in downtown economic development for almost 25 years.
After serving as director of Charlottesville, Virginia's downtown revitalization
organization in the early 1980s, she joined the staff of the National Tfust for Historic
PreservatIOn's National Main Street Center in 1985 and became its director in 1991,
a position she held for 13 years. During her tenure the Main Street prcpgram was
recognized as one of the most successful economic development programs in the US,
generating $18 billion in new investment and stimulating development of 226,000
new jobs and 56,000 new businesses and expanding to a nationwide network of
almost 2,000 towns and cities, with additional programs in Australia, Canada, New
Zealand, Singapore, Taiwan, and the UK. Although trained as an architect, Kennedy
has focused most of her career on downtown retail market analysis, business
development, and economic impact analysis, and she is credited with creating the
downtown market analysis methodology now most widely used in the US.
Kennedy has been featured in news media ranging from the New York Times,
Business Week, Forbes, Governing, NPR and Red Herring to "Donahue," "CBS
Sunday Morning," and Public Radio International's "Marketplace." She has written
numerous articles on the economic dynamics of traditional business districts and is a
popular international speaker on small businesses, retail development policy, and
commercial district development issues. In March 2002, Fast Company magazine
named her to its first list of "Fast 50 Champions of Inno\iation," recognizing "creative
thinkers whose sense of style and power of persuasion change what our world looks
like and how our products perform." In May 2004, the National Trust for Historic
Preservation recognized her achievements with its President's Award, for her
"leadership and vision ... in creating one of the most admired and successful
preservation programs in the country." She was a 2005-06 LoebJellow at Harvard
University's Graduate School of Design. In addition to her work with the CLUE Group,
Kennedy is also a columnist for Planning Commissioners' Jo.umal and teaches historic
preservation economics at Goucher. College,
Kennedy would serve as the CLUE Group's lead staff person for this assignment, with
Josh providing support.
PROJECTS AND REFERENCES
Retail market analvsis and business development plan for downtown Martinsville.
Virqinia fADril 2006-Januarv 2007): CLUE Group principal Kennedy Smith worked
with the National Trust for Historic Preservation and the Martinsville Uptown
Revitalization Association to identify and explore retail and related business
development opportunities for downtown Martinsville, Virginia, a small mill town on
the Virginia/North Carolina border. Although Martinsville is suffering from the recent
loss of its furniture-related industries and of thousands of related jobs, several new
developments have changed the community's, and the downtown's fortunes: the
launch of a new college (the New College Institute), development of an 80,000-
square-foot sports fieldhouse, and the opening of the Virginia Museum of Natural
History, in particular. We identified several niches in which the downtown still has an
economic foothold; identified and tested the viability of several new clusters related
to the new downtown development and to other regional strengths; and outlined a
course of action that involves strengthening existing businesses by adding new
product lines, developing three new specialized retail clusters, and increasing district
housing. The National Trust now plans to engage us for a follow-up project to work
with local participants to turn the market study and its recommendations into a
detailed five-year work plan that coordinates the activities and resources of a broad
range of local and regional organizations.
Contact:
Rob Nieweg, Director
Southern Field Office
National Trust for Historic Preservation
1785 Massachusetts Avenue, NW
Washington, DC 20036
(202) 588-6000
rob_nieweg@nthp.org
Retail market analvsis for downtown Geneva, Illinois (AuGust 2006-ADri/20071: CLUE
Group principal Josh Bloom is currently working with the City of Geneva on an
analysis of downtown Geneva's current economic condition and a retail development
plan to help position the downtown (and its 300-building National Register-listed
historic district) against an increasingly competitive regional retail environment.
Community enthusiasm for the project is high: an astonishing 922 people
participated in the community survey (for which only 400 surveys were needed to
provide the level of confidence we desired). and regional news coverage has already
reported positive new developments in downtown Geneva (including a key article in
the Chicago Tribune, "Downtown Geneva holds strong as mall alternative"). Our work
will dovetail into a larger strategic planning process the city in which the city is
currently engaged and, in addition to providing recommendations on business
development and marketing, will help provide guidance on a proposed sales tax
increase for community infrastructure improvement projects.
Contact:
Carolyn Dellutri
Downtown Development Coordinator
The City of Geneva, Illinois
22 South First Street
Geneva, Illinois 60134
(630) 845-9654
cdellutri@geneva.il.us
Retail market analvsis for downtown Hoisinqton, Kansas (2006): CLUE Group
principal Kennedy Smith worked with the State of Kansas to conduct a downtown
retail market analysis and downtown business development plan for Hoisington,
Kansas, a small community in the western part of the state that suffered extensive
damage and lost dozens of homes during a tornado several years ago. Because the
State's budget was small, we trained local program participants to gather much of
the information we needed for the market analysis - building and business
inventories, consumer surveys, and demographic information. We identified
opportunities to strengthen and develop several retail niches, including niches
related to health care, gardening, and ecotourism. We also recommended a program
of marketing activities that revived some community traditions (such as a weekly
event built around music broadcast from a downtown drug store) and created some
new ones. Finally, we wove our recommendations into the categories and timeline
outlined six months earlier by a state Main Street program resource team, helping
reinforce existing planning activities already in place and building on an existing
timeline.
Contact:
Jean Warta, Director
Garden City Community College
Business and Industry Institute
801 Campus Drive
Garden City, Kansas 67846
(620) 275-3279
jean. warta@gccks.edu
Brentwood Arts (summer 2006): A Washington, DC-based real estate developer
engaged CLUE Group principal Kennedy Smith to explore options for (and the
economic viability of) creation of a retail center in conjunction with a planned
housing complex catering to artists involved in technology-related arts. The planned
new complex (called bARTS), on a busy US highway north of Washington, will include
20,000 square feet of retail space and will provide housing units for about 100
artists. Because of the highly specialized focus of the development, we examined
likely market demand from many different types of potential consumers for various
things bART's residents and constituents might produce, from neighborhood demand
for convenience-oriented goods and services (like housekeeping supplies,
newspapers, and coffee) to regional demand for teChnology-based entertainment to
global demand for technology-related arts. Our recommendations included
consideration of multiple sales distribution channels, including global marketing
(primarily through ecommerce websites) of product lines like 3D digitization and
animation software, mOdel-making supplies for special effects, technical fabrics, and
electronic musical instruments.
Contact:
Jair Lynch, President and CEO
The Jair Lynch Companies
1508 U Street, NW
Washington, DC 20009
(202) 462-1092
jkl@jairlynch.com
COST PROPOSAL
Our cost proposal is as follows:
Costs
Hours Fees Expenses
4 $ 800
8 900
8 1,600
8 1,600 100
16
6 1,200
4 800 1,200
8 900
12
25
30 6,000 950
8 1,600
$ 27,400 $ 4,050
Activity
..1 Revie""clf..existin9studies,plilns, .andd()culT1e~ts
Initial site visit
2 and business inventories
3 Demographic and psychographic profiles
4 Assessment of current retail
5 Intercept and community surveys
Intercept survey (random sample)
Community survey(ra~domsalT1ple)
Community survey (voluntary)
Interviews focus
6 Market-based
7 Final and
8 Ongoing support
This cost proposal assumes that staff and volunteers of the City and its partners
would compile information for the property and business inventories and would
conduct the intercept surveys (with our instruction, of course). If the City would
prefer that we compile the inventories and conduct the intercept surveys, our
additional costs would be:
Costs
30 .. J~!OQO
12 2,400
$ 8,400
Expenses
1,200
10,000'
$ 11,200
Activity
Pr()perty .a~cJbusinessinv~ntories
Intercept surveys
Hours Fees
*We would hire a subcontractor to conduct intercept surveys on-site.
We require a ten percent retainer at contract execution. We would submit invoices
on a monthly basis, deducting the amount of the retainer from the final invoice.
Any additional work requested beyond the scope of services covered in the executed
contract would be billed at the rate of $200 per hour, plus reimbursement of actual
expenses.
FOR ADDITIONAL INFORMATION
Additional information about us is available on our website, www.cluegroup.com. Or,
please contact:
Kennedy Smith, principal
202 236 1232
kcnncdy(iJ)c1uegrou p.com
Josh Bloom, principal
6179054842
josh@cluegroup.com
With regards,
b~ So.-Jz,
Principal
Federal ErN: 20-1173428
A Response to a Request for Proposal
Consultant Services for a
Downtown Market Niche Analysis
Downtown Iowa City, Iowa
Prepared for
City of Iowa City
Working in Partnership With
Iowa City Area Chamber of Commerce
And
Downtown Association of Iowa City
January 29, 2007
SubmiUecl By
Downtown Professionals Network
.................................
Marl:eting . Management. Planning
Batavia .Ilfinois . USA
4'l www.downtownpros.com
January 29, 2007
Ms. Wendy Ford
Economic Development Coordinator
Department of Planning and Community Development
410 East Washington Street
Iowa City, IA 52240
Regarding:
Request for Proposal
Consultant Services for a Downtown Market Niche Analysis
Downtown Iowa City, Iowa
Dear Ms. Ford:
Downtown Professionals Network (DPN) is pleased to submit this response to the Request for
Proposal for the Downtown Market Niche Analysis for Downtown Iowa City. We are enthused by the
possibility of working with you to explore the possibilities for Downtown Iowa City and to chart a course
for its future.
Our team of experienced professionals will work closely with you to orchestrate research and analyses
that are highly focused on identifying and capitalizing upon local trends and emerging opportunities.
Our approach is designed to share lessons learned and practical "how to" experience to nurture a
complete understanding of the process and to interpret findings and results in ways that are
meaningful to the collaborative efforts and goals of the City of Iowa City, Iowa City Area Chamber of
Commerce and Downtown Association of Iowa City.
DPN consultants are specialists in downtown planning, management and marketing with extensive
experience in performing in-depth market research and economic analysis. We've worked with clients
in communities throughout the United States to analyze the market and develop effective, results-
oriented economic development and marketing strategies.
DPN Team members embrace a philosophy that builds on involvement from local stakeholders, that
serves to capitalize on past work and ongoing initiatives, and that respects the unique nature, features
and values that define a place as a "special place." We are committed to providing an exceptional
level of personal service and to the on-time completion of quality products.
Throughout the course of the project, we will work closely with you and community partners to
examine issues, trends and opportunities. Our experience, along with the local knowledge and
expertise that Iowa City partner organizations and local stakeholders bring to the process, make for a
winning combination. The resulting study will be Iowa City's own - providing a sound basis for the
implementation of market-based economic development and marketing strategies.
Thank you for inviting us to submit this proposal. We hope this project will provide us an opportunity to
demonstrate DPN's unique brand of personal service as your partner in this exciting venture. Please
feel free to contact me with any questions or for additional information.
Sincerely,
J Y M. Schlinsog, CMS
Owner and Managing Principal
Downfown Professionals Network
.......................
Marketing. Management. Planning
28 south water street. suite 214
batavia, illinois 60510
telephone: 630.482.2930
fax: 630.482.2928
e-mail: info@downtownpros.com
website: www.downtownpros.com
Downtown Professionals Network
.. ............... ...... ...
Marketing . Management · Planning
SECTION A
Identification of Proposer
Identification of Proposer
proposer Information
Jay M. Schlinsog, CMSM
Downtown Professionals Network
28 South Water Street, Suite 214
Batavia, Illinois 60510
Telephone: (630) 482.2930
Facsimile: (630) 482.2928
Email: jay@downtownpros.com
Website: www.downtownpros.com
Jay Schlinsog, owner and managing principal. has more than 15 years
professional downtown management and consulting experience and is
certified as a graduate of the National Trust's Main Street Certification
Institute in Professional Downtown Management. Established in 1999.
DPN has evolved to serve a clientele that includes local, state and
national downtown organizations, non-profit groups and private
businesses.
Legal Organization
I
I
I
I
I
I
I
Downtown Professionals Network is a private consulting group located
in Batavia. Illinois. The firm was established and is operated as a sole-
proprietorship by Jay Schlin50g, CMSM.
DPN Summary Background
DPN brings together firms and individuals with a strong record of past
work and success. DPN consultants are highly experienced downtown
development and revitalization specialists who collaborate to provide
tailored services for community and downtown redevelopment
initiatives. DPN specialists rely on diverse experience and expertise in a
variety of related disciplines that include:
. Business Recruitment & Retention
. Economic Incentives
. Grants Procurement and Administration
. Historic Preserv ation
. Management
. Market Research and Analysis
. Marketing, Promotion and Public Relations
. Master & Land Use Planning
. Small Business Consulting
. Strategic Planning
. Volunteer Management
The DPN team includes former downtown management executives with
first-hand experience in mobilizing communities to plan and implement
projects that achieve results.
Downtown Professionals Network
..................................
Iowa City Downtown Market Niche Analysis Proposal' 1
I
.
.
I
.
I
II
II
II
II
Downtown Professionals Network
................. ...... ...
Marketing · Management · Planning
SECTION B
Project Team
Project Team
Team members selected for the Iowa City Downtown Market Niche
Analysis project have worked independently and collaboratively for
more than ten years on a variety of projects relevant to the scope and
nature of the project.
The DPN Team is, intentionally, small in number but long on experience
and expertise. Our approach ensures that communities receive a high
level of personal attention and the opportunity to explore opportunities
for the future with highly skilled and experienced professionals.
Iowa City Economic Development Committee, Chamber of Commerce,
and Downtown Association representatives will work direcijy with two
team members who will playa key role in the project's completion and
who, collectively, possess more than 25 years experience in the
downtown management and redevelopment field. Our team members
bring extensive hands-on experience and expertise to the task of
performing market research and analyses and relating findings in ways
that are meaningful to the ongoing implementation of local projects and
strategies.
The DPN Team will be managed by Jay Schlinsog, DPN Owner and
Managing Principal. Jay will serve as project manager and will
coordinate the delivery of all services and products. Jay will have an
extensive on-site presence throughout the course of the project and will
manage all facets of the project.
Jay wiil be assisted by Lisa Bennett, DPN Management &
Communication Specialist. Lisa wiil work directly with Iowa City's project
representatives to coordinate the work plan and site visits. She will also
have an active role in the collection of local market data and will assist
in the preparation of work documents and reports.
Michael Schroeder, Director of Urban Design & Planning for LHB, Inc.
based in Minneapolis, Minnesota, wiil coilaborate on design and
planning-related subjects and wiil prepare ail design-related content
incorporated in the project deliverables. Additional information for
Michael Schroeder is contained in Section 3 of this proposal.
In addition to the three member project team, DPN consultants and
associates will be available to consult on specific topics and issues that
might be identified throughout the course of the project.
Downtown Professionals Network
..................................
Iowa City Downtown Market Niche Analysis Proposal' 2
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Downtown Professionals Network
..........................
Marketing . Management · Planning
SECTION B
Project Team
Jay SChlinsog , CMSM
Jay Schlinsog, CMSM
Owner and Managing Principal
Downtown Professionals Network
Batavia, Illinois
Jay Schlinsog has more than fifteen years experience in community and
economic development, management, and downtown revitalization,
Working as a private consultant since 1992, his clients include local,
state and national downtown organizations, non-profit groups and
private businesses. He established Downtown Professionals Network in
1999 as a consulting group for community, economic development and
downtown revitalization specialists that collaborate to provide highly
tailored planning, design, research, management and marketing
serv ices.
Jay Schlinsog's areas of specialty include management, organizational
development, market research and analysis, grant writing &
administration, technical writing, public relations, marketing, image
enhancement, tourism development, and strategic planning.
Jay Schlinsog is a "field veteran." His community and downtown
development experience includes tenures as Executive Director of the
Walla Walla Valley Chamber of Commerce (Walla Walla, Washington),
Old Town Pocatello, Inc., (Pocatello, Idaho) and The Downtown St.
Charles Partnership, Inc., (St. Charles, Illinois). He also served as
Administrator of The Chief Foundation, Inc., and Pocatello
Redevelopment Authority (Pocatello, Idaho), and as Program Manager
of Main Street Marshfield, Inc. (Marshfield, Wisconsin). His background
includes experience in retail, sales management and marketing.
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As a private consultant, Jay Schlinsog serves a clientele that includes
iocal, state and national downtown revitalization organizations,
community development agencies, and private businesses. He has
served as project manager on a variety of projects including urban
design plans, strategic plans, and market research, analysis and
feasibility studies. He has been retained as a consultant by the National
Trust's National Main Street Center and numerous regional and
statewide Main Street organizations.
In Wisconsin, Jay Schlinsog facilitated and authored a market analysis
study that received the Governor's Wisconsin Main Street Award for
Best Business Recruitment project. In Idaho, he was certified by the
Idaho Department of Commerce as a Community Development Block
Grant administrator.
Jay Schlinsog's work has been featured in various regional and national
publications. He served as a charter Advisory Board member for
Downtown Promotion Reaorfer, a publication of the Downtown
Research and Development Center in New York, and as a member of
the Editorial Review Board for Idaho State Journal. He is a certified
graduate of the Main Street Certification Institute in Professional
Downtown Management, part of the National Trust for Historic
Preservation's Main Street Center in Washington, D.C.
Downtown Professionals Network
..................................
Iowa City Downtown Market Niche Analysis Proposal' 3
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Downtown Professionals Network
............... ........ ...
Marketing · Management · Planning
SECTION B
Project Team
Lisa Bennett
Lisa Bennett
Management & Communications Specialist
Downtown Professionals Network
Batavia, Illinois
Lisa Bennett has more than eight years experience in community
development and downtown management. Her assignments include the
administration of a full service DPN management program for the
award-winning Westmont Main Street Program (Westmont, Illinois) and
the coordination of DPN research, communications and public relations
services.
As DPN's managing principal for the Westmont Main Street Program,
Lisa Bennett played an integral role in the development of business
retention and recruitment program policies and incentives. The program
garnered multiple honors in the Illinois Main Street Program Awards in
Downtown Excellence program and was singled out for its innovative
business retention and expansion initiatives. In 2001, the Westmont
Main Street Program received a First Place Governor's Hometown Pride
Award for Economic Development and, in 2003, was named a
semifinalist in the Great American Main Street Award program.
Prior to joining DPN, Lisa Bennett served as the first Executive Director
for Batavia MainStreet, Inc. (Batavia, Illinois), and saw the program earn
Illinois Main Street Program Awards in Downtown Revitalization for both
its Work Plan and its successful Membership Program while still in its
first year. While in Batavia she played a key role in a series of
community initiated development projects. A signature project for this
Main Street program included the restoration of a historic, dilapidated
building to house the MainStreet office and a retail incubator.
Lisa Bennett has a variety of experience in authoring technical
documentation for community design efforts. She has authored, and
co-authored, Design Guidelines for Batavia, Illinois, Oswego, Illinois,
and Westmont, Illinois, and drafted a preservation ordinance for
Batavia, Illinois that was subsequently enacted. In addition, she wrote a
Fa(fade Grant Program proposal for the Village of Westmont, and,
subsequent to its enactment and funding by the Village, she developed
all written application and procedural documentation for the Village of
Westmont's Fa(f8de Grant Program.
Lisa Bennett's background includes seven years experience in
customer relations and marketing with a Fortune 500 company. She is a
published poet and also has experience as a reference librarian.
Lisa Bennett graduated Summa Cum Laude from Aurora University with
a Bachelors Degree in English and Minor in Public Relations. She was a
recipient of the Aurora University Ivy Leaf Award and a member of the
Alpha Chi National College Honors Scholarship Society. She has been
a frequent presenter at state and regional community development
conferences and workshops.
Downtown Professionais Network
..................................
Iowa City Downtown Market Niche Analysis Proposal. 4
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Downtown Professionals Network
..........................
Marketing - Management - Planning
Prior Experience
SECTION B
Project Team
Prior Experience
DPN team members have worked independently and collaboratively on
a variety of projects relevant to the scope and nature of the Iowa City
Downtown Market Niche Analysis project, including:
Iowa Market Analysis Training & Technical Services
Iowa Department of Economic Development
State of Iowa, Des Moines, Iowa
Year Completed: April 2006
Project Manager: Jay Schlinsog, Downtown Professionals Network
Contact:
Mr. Thom Guzman, Director
Iowa Downtown Resource Center
Iowa Department of Economic Development
200 East Grand Avenue
Des Moines, Iowa 50309
Telephone; (515) 242-4809
Michigan Main Street Program Market Studies
Michigan Main Street Program
Michigan State Housing Development Authority, Lansing, Michi9an
Years Completed: 2004, 2005 and 2006
Project Manager: Jay Schlinsog, Downtown Professionals Network
Contact:
Ms. Laura Krizov, Michi9an Main Street Coordinator
Community Assistance Team
Michigan State Housing Development Authority
735 East Michigan Avenue
Lansin9, Michigan 48909
Telephone: (517) 241-4237
Groveport Market Analysis & Feasibility Study
For the Village of Groveport and Groveport Community Improvement Corp.
Groveport, Ohio
Year Completed: 2003
Project Manager: Jay Schlinsog, Downtown Professionals Network
Contact;
Mr. Jeff Green, Economic Development Director
Village of Groveport
655 Blacklick Street
Groveport, Ohio 43125
Telephone: (614) 836-5301
Central Neenah Market Analysis and Branding Strategy
For the Central Neenah BID, Future Neenah, Inc. and the City of Neenah
Neenah, Wisconsin
Year Completed; April 2003
Project Manager: Jay Schlinsog, Downtown Professionals Network
Contact:
Ms. Karen Harkness, Executive Director
Future Neenah, Incorporated
135 West Wisconsin Avenue
Post Office Box 896
Neenah, Wisconsin 54956
Telephone; (920) 722-1920
Following are project summaries describin9 the projects listed above.
Downtown Professionals Network
..................................
Iowa City Downtown Market Niche Analysis Proposal. 5
(
Downtown Professionals Network
(
Management
Planning
Marketing
(
Downtown Professionals Network (DPN) was retained by the Iowa
Department of Economic Development to provide market analysis
training and technical services to Iowa communities working with the
Iowa Downtown Resource Center and Main Street Iowa.
(
Services performed by DPN generally consist of:
(
Presentation of "An Introduction to Market Analysis" workshop
held at five regional sites across the State of Iowa.
Development of an exclusive market analysis curriculum and
training materials for a 4-part Market Analysis Training series
conducted by DPN and televised via the Iowa
Communications Network.
Consultation and assistance to communities receiving
additional technical assistance to design business and
consumer survey questionnaires and to help train and
organize volunteers to complete survey-related tasks.
Survey tabulation and analysis services to compile survey
results and produce preliminary reports for communities
completing the 4-part training series.
. Site visits to 14 participating communities to review results of
the process and to discuss the implications of market analysis
findings and strategies for implementation.
. The production of an Executive Summary report for recipient
communities of additional technical assistance services.
.
(
(
(
(
(
The Executive Summary reports prepared for 14 participating
communities serve to highlight key findings and direction synthesized
from analysis of data collected during the market analysis process
undertaken in each community.
(
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Similarly, the implementation strategy outlined in each Executive
Summary report is providing a framework for the local development
and implementation of strategies that are both market-driven and
intrinsic to each community's goals and aspirations for its downtown
business district.
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Downtown West Des Moines, Iowa
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SECTION B
Project Team
Prior Experience
Iowa Downtown Resource Center
and Main Streef Iowa
Markef Analysis Training and
Technical Services
IOWA
! {If} I changing
Technical Services Provided
forthe Communities of:
Bloomfield, Iowa
Charles City, Iowa
Greenfield, Iowa
Iowa Falls, Iowa
Keokuk, Iowa
Mount Pleasant, Iowa
Muscatine, Iowa
New Hampton, Iowa
Osceola, Iowa
Sac City, Iowa
Sigourney. Iowa
State Center, Iowa
Waterloo, Iowa
West Des Moines, Iowa
Downtown Waterloo, Iowa
Iowa City Downtown Market Niche Analysis Proposal. 6
Downtown Professionals Network
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Downtown Professionals Network
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Marketing
Management
Planning
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Downtown Professionals Network (DPN) was retained by the Michigan
Economic Development Corporation (MEDC) to facilitate downtown market
studies for participating Michigan Main Street communities and programs
in Boyne City, Calumet and Marshall in 2004; Clare, Muskegon and Niles
In 2005; and Ishpeming and Midland in 2006.
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The study process facilitated for each community focused on identifying
market characteristics, trends and opportunities that were central to the
development and implementation of market-driven Main Street Area
business development, housing development and marketing strategies.
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The market studies performed for the Boyne City, Calumet, Clare,
Ishpeming, Marshall, Midland, Muskegon and Niles Main Street Programs:
Provide direction and help to establish market-based priorities for
Main Street committee projects and activities
. Establish benchmarks and systems for tracking economic data,
trends and progress
Identify areas of economic strength and opportunities for business
retention, expansion and recruitment
Gauge the appeal of the downtown among various consumer
segments and identify marketing strategies to attract key
audiences
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Identify and lend support for pOSSible business assistance
programs and economic development initiatives
Outline strategies to target and pursue investors and prospects for
business expansion and recruitment
Promote concepts for the development of downtown area housing
of various styles
Document and build a case for possible downtown redevelopment
and revitalization strategies
.
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DPN worked closely with Main Street Program officials, community leaders
and businesses in each community to identify trends and to capitalize on
emerging economic opportunities. A "First Steps" implementation strategy
developed as part of each study is providing a framework for the immediate
and ongoing implementation of actions and projects.
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Downtown Boyne City, Michigan
Downtown Calumet, Michigan
I
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SECTION B
Project Team
Prior Experience
2004-2006 Michigan Main Street
Market Studies
Boyne City, Michiqon
Calumet, Michigon
Clore, Michigan
Ishpcrninq, MichigcHl
Marshall, Michigon
Midland, Michigan
Muskegon, Michigclrl
Niles, Michigan
MICHIGAN
MAIN STREET
Iowa City Downtown Market Niche Analysis Proposal. 7
Downtown Professionals Network
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Downtown Professionals Network
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Marketing .. Management '" Planning
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Groveport, Ohio - "Central Ohio's Hometown" - is a rapidly growing central Ohio
suburb in southeastern Franklin County, Ohio. The community has a rich history,
even pre-dating the opening of the Ohio Canal in 1831 and the village's
incorporation in 1847.
I
The community of Groveport is exploring exciting opportunities for the Main Street
commercial corridor that could set the stage for the its future and the character of its
physical and economic environment. The Groveport Community Improvement
Corporation, working in partnership with the Village of Groveport, is taking a pro-
active role to capitalize on emerging opportunities in the marketplace and to
catalyze development that will best ensure the continued prosperity and vitality of
the community and its traditional downtown business district.
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The information and direction gained from the Market Analysis and Feasibility Study
was critical to identifying opportunities and establishing meaningful direction for
current and future redevelopment and business development strategies. Findings
from the study provide estimates of the demand for new retail, commercial and
housing space in the community and its core downtown business district and help to
identify and target prospects to occupy a proposed mixed-use development.
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The Groveport Community Improvement Corporation, in partnership with the Village
of Groveport, retained Downtown Professionals Network to facilitate the Market
Analysis and Feasibility Study. The planning effort was orchestrated to:
. Define the geographic dimensions of the trade area and profile the trade area's
major consumer market segments.
. Identify population and market trends in relation to potential business
development and marketing strategies.
Identify potential downtown business and housing development opportunities,
with an emphasis on an assessment of the potential demand for additional retail
and commercial space in the community.
. Identify and profile business types and uses that might be targeted for retention,
expansion and recruitment in the historic downtown district and as part of the
Community Improvement Corpqration's proposed mixed-use development.
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Designs by RUKilli and Glavan Feher Architeds, Inc.
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The Groveport Community Improvement Corporation is exploring redevelopment opportunities that
include possibilities to add new commercial space and create a stronger presence for the downtown
as the community's traditional social, civic and commercial center. Feasibility study findings lend
support for the concept, and market analysis results are providing direction for a tenant mix that
could occupy the proposed redevefopment project.
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SECTION B
Project Team
Prior Experience
Groveport Market Analysis
& Feasibility Study
Grovepori, Ohio
Prepared for the Village of Groveport
and Groveport Community
Improvement Corporation
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Resufts of the process used to define
and analyze the trade area revealed
that Groveport is ideally situated at the
center of a growing region, with
population and demographic trends
pointing to a market that is growing in
both numbers and afffuence.
Downtown Professionals Network
. . . . . . ~ $ _ . ~ $ . e _ . . . . . . . . . . . . . . . . . . .
Iowa City Downtown Market Niche Analysis Proposal. 8
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Management
Downtown Professionals Network
Planning
Marketing
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The City of Neenah, Wisconsin, incorporated in 1873, is situated in the heart of the
"Fox Valley" - located approximately gO miles north of Milwaukee, 5 miles south of
Appleton and 55 miles south of Green Bay.
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Neenah's central business district, situated along the shores of the Fox River, is
home to a mix of specialty retail and unique dining establishments and thriving office
and manufacturing sectors. The nationally recognized historic downtown can boast
of its small town atmosphere with big city amenities.
I
Innovative redevelopment projects and management programs dating back 20 years
have earned Neenah a national reputation as a pioneer in downtown redevelopment
and revitalization.
I
The same pioneering spirit is still alive in Neenah today as it considers opportunities
to enhance and maintain the downtown area as a prominent Fox Valley destination,
particularly in light of a growing number of storefront vacancies and a continued
transition from retail to service uses occupying storefronts.
I
The Neenah Central City Business Improvement District, in partnership with the City
of Neenah and Future Neenah, Incorporated retained Downtown Professionals
Network to perform a market analysis and branding strategy for the central city
business district.
The study and resulting strategies help to identify opportunities for business
retention and recruitment, promotion, and property development by:
. Nurturing an understanding of the dynamics of the trade area.
Addressing local issues and trends that affect the district and community.
. Identifying an appropriate business mix and niche markets for the downtown
Presenting a market-driven promotional plan and branding concepts to promote
the district as a unique destination,
. Providing direction to support business retention, expansion and recruitment
efforts.
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A business clustering concept for
Neenah's central business district
emphasizes and promotes
groupings of compatible and
complementary businesses while
still maintaining the mixed-use
nature of an interesting and
vibrant business district. Business
clustering strategies - and related
business recruitment strategies-
target compatible and
complementary businesses for
vacancies and redevelopment
sites as a means of enhancing
the downtown as a mixed-use
district that provides a variety of
shopping, dining and
entertainment experiences and
that capitalize on major
employment centers and activity
generators.
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SECTION B
Project Team
Pri or Experience
Central Neenah Markel Analysis &
Branding Study
Neenah, Wisconsin
Prepared for the Central Neenah BID, Future
Neenoh, Inc. ond the City of Neenah
r i\OCtTJ2toClnl
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A merketing and branding concept
developed for Neenah's central
business district is being used to nurture
awareness for the broad variety of
goods and services available and
positions the district as a highly active
"new & now" kind of place to reach new
consumer market segments.
Plans to develop the Neenah
Waterfront and enhance the central
business district's visual, natural and
recreational qualities figured
prominently in business development
and marketing strategies targeting new
market segments and seeking to build
on the visitors & tourists market.
Downtown Professionals Nefwork
lowo Cify Downfown Markef Niche Anolysis Proposol . 9
'" <} It ~. .~"
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Downtown Professionals Network
..........................
Marketing · Management . Planning
SECTION C
Sub consultants
Sub consultant Information
Sub consultant Contsct In1onnadon
Michael Schroeder, ASLA
Director, Urban Design + Planning
LHB, Inc.
250 Third Avenue North, Suite 450
Minneapolis, Minnesota 55401
Telephone: (612) 752-6966
Facsimile: (612) 338-2088
Email: michael.schroeder@lhbcorp.com
Description of Subcontracted Services
DPN will be assisted in the performance of design and planning-related
services by Michael Schroeder, Director of Urban Design & Planning for
LHB. Michael has effectively partnered with DPN on projects of a
similar scope and nature in the past to provide a comprehensive array
of design services and in-depth perspectives relevant to local and state-
wide market trends. Michael will assist in efforts to identify optimal
mixed uses and potential design improvements for downtoWn I. City.
Background
Michael Schroeder, ASLA is the director of community design for LHB,
Inc., where he is responsible for providing deSign direction on a wide
range of projects, as well as the deVelopment of conceptual deslQn!s,for
urban design, site design, and master planning projects. He has l!IClilI8d
extensively with communities in Minnesota and across the United States
through ongoing relationships with the National Trust Maln Street
Center and Downtown Professionals Network.
Michael's background includes community planning and design projects
such as the Downtown East/North Loop Master Plan for the City of
Minneapolis, which looked at land use patterns for more than 300 acres
of downtown Minneapolis; a strategic guide for the Taylor Fa/Is
Economic Development Commission, as well as a current effort to
create "A Plan for Conservation and Development," which is resulting in
the definition of a new model for comprehensive planning based on
Taylor Falls' small town historic character and its natural scenic beauty.
Michael was also a member of the DPN team that completed the
Downtown Strategy Plan for SI. Charles, Illinois, which was a_dbd
one of Illinois' first "Governor's Tomorrow Awards" for ItS work in
defining a sustainable future for a "Great American Main Street"
community.
He has experience in historic preservation, including work at the
Minnesota State Capitol, the repaving of the last granite cobble-paved
street in MinneapOlis with salvaged pavers, and a historic landscape
preservation master plan for the University of Minnesota' Morris
Campus.
Downtown Professionals Network
..................................
Iowa Oty Downtown Market Niche Analysis Proposal" 10
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Downtown Professionals Network
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Marketing · Management .. Planning
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Prior Experience
SECTION C
Sub consultants
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Michael Schroeder has collaborated with DPN on a variety of projects
relevant to the scope and nature of the Iowa City Downtown Market
Niche Analysis project, including:
I
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Ohkay Owingeh Main Street Project
For Tsay Corporation
Ohkay Owingeh, New Mexico
Scheduled Completion: February 2007
Project Manager: Jay Schlinsog, DPN
~ Market Analysis and Site Evaluation
.. Main Street Concept Plan
Ill- Development Strategy
iii- Marketing Plan
Contact:
Mr. Les King
Tsay Corporation
P.O. Box 1079
San Juan Pueblo. New Mexico 87566
Telephone: (505) 74Hl700
Burleigh Main Street Vision & Strategy Plan
For the Burleigh Street Community Development Corp.
Milwaukee, Wisconsin
Year Completed: 2006
Project Manager: Jay Schiinsog. DPN
... Community Visioning Process
... "Vision Design~ Illustrations and Strategy Plan
... Land Use Analysis and Business Clustering Strategy
... Strategic Plan and 3~ Year Implementation Strategy
Contact:
Ms. Jeane Meyers, Main Street Manager
The Mosaic on Burleigh
Burleigh Street Community Development Corp.
4900 W. Burleigh SI.
.Milwaukee, Wisconsin 53210
Telephone: (414) 447,7070
Downtown SI. Charles Strategy Plan
For the City of SI. Charles
St. Charles, Illinois
Year Completed: 2000
Project Manager: Jay Schlinsog, DPN
... Market Study
... Land Use Analysis and Business Clustering Strategy
... Mixed-use Redevelopment Concepts & Strategies
... Investor and Consumer Marketing Plan
Contact:
Mr. Bob Hupp
Director of Community Development
City of SI. Charles
2 East Main Street
SI. Charles, Illinois 60174
Telephone: (630) 377-4443
Downtown Professionals Network
...... .......... ...................
Iowa City Downtown Market Niche Analysis Proposal. 11
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Downtown Professionals Network
. . . _ . . . @ . . 0 ~ ~ . . . + _ . . $ _ . . . .
Marketing" Management .. Planning
SECTION D
Work Plan
Work Plan
The DPN Team's approach to the project will identify and build on the
unique qualities and attributes of Iowa City and its central business
district. The resulting products will provide sound direction for strategies
that target emerging downtown commercial, office, entertainment,
hospitality and residential opportunities, including strategies for
retaining, recruiting and sustaining businesses and for establishing a
strong market identity for the downtown area.
Our team will look beyond existing conditions, raw data and numbers.
We'll identify distinguishing characteristics, emerging and potential
niches, local market trends and community attitudes that could impact
ongoing efforts aimed at increasing the downtown's market share. Our
work will serve as an extension of the community's ongoing downtown
enhancement efforts - thereby enhancing prospects for the
implementation of the study's resulting strategies.
Phase One: Project Organization and Framework
1.1. DPN will conduct an initial site visit and meeting with Iowa City
leaders and staff to review and discuss the study process,
schedule and the roles that the respective parties will play in
completion of the studies. Collect background information, past
studies, plans and other relevant documents and information as
is readily available.
Downtown Professionols Network
1.2. DPN will perform a reconnaissance level visual assessment of
downtown Iowa City and surrounding regions for the purpose of
viewing, photographing and cataloging current conditions,
making particular note of conditions and features of the area
that could be relevant to the business climate, business mix,
residential market, occupancy rates, and potential economic
development, marketing and design enhancement efforts.
1.3. DPN will conduct a public meeting to provide an overview of the
project, to explain and create awareness regarding project
goals, and to describe how local leaders, staff and volunteers
will be involved throughout the course of the study. The meeting
will also be used to conduct brief planning exercises designed
to isolate and build consensus around critical needs, issues and
specific opportunities to be addressed in the study.
1.4. DPN will conduct up to eight (8) focus groups comprised of
stakeholder, business, consumer, community leader, andlor
other key group representatives as may be identified by Iowa
City. DPN will work with, and provide guidance to, local Iowa
City staff and project representatives who will be responsible for
identifying participants and for coordinating the invitations,
scheduling and logistics for the focus groups.
. . . . . . . . . . . . . . . . . . . . . . * ~ & * . . ~ $ ~ p ~ $
Iowa City Downtown Market Niche Analysis Proposal. 12
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Downtown Professionals Network
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Marketing .. Management .. Planning
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Phase Two: Preliminary Data Collection and Trade Area Definition
2.1
DPN will work with local staff to procure and catalog property
and business inventory records for the downtown district from
local and/or county taxing entities through one of the following
means.
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2.1.1 DPN will provide a standardized system and forms to
compile information and will work with local staff and
volunteers to oversee completion of the inventories and
create computerized files that can be maintained locally
to track changes.
2.1.2 DPN will procure and catalog property and business
inventory records for the downtown district in
computerized files that can be maintained locally to
track changes. (Note: This item is offered as "Optional/
Additional Services" and is specified as "Optional" in the
budget contained in this proposal)
2.2 DPN will perform a fieid exercise to determine the geographic
dimensions and boundaries of the downtown's trade area. The
study will indude the performance of a mapping exercise that
involves brief interviews with owners and managers from a
representative sample of downtown area businesses. The
resulting information will be compiled and analyzed to
determine the geographic boundaries of the trade area(s) to be
analyzed.
2.3 DPN will procure, analyze and summarize demographic,
economic and socio-economic data for the determined trade
area from secondary data sources including, but not limited to,
the U.S. Census Bureau, Claritas and/or ESRI, and the State of
Iowa. Information and data will be compiled and analyzed to
identify market characteristics and trends relevant to the
evaluation of business, economic development and marketing
strategies. The study will include an analysis of potential sales
and consumer spending patterns, including sales surplus and
leakage estimates, for products and services in major retail and
service business categories. U.S. Census Bureau owner- and
tenant-occupied housing data will be procured and analyzed at
the census tract and/or block level in relation to community
housing trends and demographic and lifestyle traits of the trade
area population. The lifestyle traits of major consumer market
segments and area households will also be analyzed to provide
a basis for potential economic development and marketing
strategies.
SECTION D
Work Plan
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Downtown Professionals Network
Iowa City Downtown Market Niche Analysis Proposal. 13
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SECTION D
Work Plan
Marketing" Management '. Planning
Phase Three: Preliminary Findings and Primary Research
3,1 DPN will prepare a preliminary report and will conduct a two-
part work session with local representatives, Part one of the
work session will consist of a review and discussion of
preliminary findings and results from research activities
completed to date, Part two of the work session will be
facilitated to collect local input regarding questions to be posed
in survey questionnaires and to train local staff and volunteers,
who will be responsible for and involved in, survey activities
performed at the iocalleveL
32 DPN will prepare survey questionnaires based on preiiminary
findings and local input received at the work session described
in task 3,1, Survey questionnaires wili be customized for use in
the performance of a consumer survey and a downtown
business survey, DPN will work with local staff to publicize
survey activities in advance in order to generate local
awareness and maximize response rates, DPN will manage the
administration of consumer and business survey questionnaires
to achieve a high return of business survey questionnaires and
to collect an adequate number of consumer survey
questionnaires (usually about 400) to yield a random sample
through one or a combination of the consumer survey
administration methods, to be selected by Iowa City in
consultation with DPN:
. Consumer telephone survey
. Consumer intercept survey
. Consumer mail survey
. Consumer Internet survey
DPN will manage the conduct of the business and consumer
surveys through one or a combination of the following methods,
to be selected by Iowa City in consultation with DPN:
32,1 DPN will work with local staff and volunteers to
accomplish distribution and collection of survey
questionnaires using local volunteers, as could include
committee members, civic group members, students or
other citizen volunteers, DPN has used this process
extensively and effectiveiy to accomplish a high rate of
return for the business survey and the collection of a
random sample of consumer survey questionnaires,
DPN provides training and high levels of personai
guidance and support to local staff and volunteers to
ensure efficient and successful completion,
322 DPN wiil provide and/or contract personnel to perform
and complete the distribution and collection of
consumer and/or business survey questionnaires,
(Note: This item is offered as "Optional/Additional
Services" and is specified as "Optional" in the budget
contained in this proposal)
Downtown Professionols Network
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Iowa City Downtown Market Niche Analysis Proposal. t 4
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Marketing .. Management .. Planning
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SECTION D
Work Plan
Phase Four: Draft Report
4.1 DPN will tabulate, analyze and summarize completed survey
questionnaire responses. The analysis will isolate and highlight
key findings that are particulariy relevant to the downtown's
economic development and marketing efforts.
4.2
DPN will prepare and present a Draft Version of the Downtown
Market Niche Analysis Report summarizing key results and
findings and offering recommendations relevant to local issues
and opportunities to representatives of the Economic
Development Committee, the Chamber of Commerce and the
Downtown Association. The report's contents are anticipated to
include:
a. An executive summary highlighting key findings, directions
and recommendations resulting from the study. The
executive summary will be designed and formatted so that it
can be used as a stand-alone document for high volume
reproduction and distribution.
b. Map and description of the defined trade area along with a
profile of the trade area's population and economy,
including demographic and socio-economic characteristics
and trends, descriptions of major consumer market
segments, and economic trends that are highly relevant to
existing consumer behaviors and potential downtown
business development, residential development and
marketing strategies.
c. Summary assessment of the downtown business and
housing climate as includes observations and general
recommendations regarding the existing business mix and
programs, policies and conditions that are having a major
affect on the district's economic performance.
d. Business development, business clustering and space
utilization strategies describing market niche opportunities
and related business retention, expansion and recruitment
opportunities, by sector, based on market research and
related economic development strategies. "Top prospects"
for expansion and recruitment wiil be profiled in various
terms such as industry sector, the nature and price point of
product and service lines, and targeted consumer groups.
e. Summary assessment of, and suggestions for, potential
design improvements that are consistent with, and that
could hel p to support or catalyze, downtown economic
development strategies and initiatives.
f. Strategy concepts outlining and describing possible
opportunities and implications associated with key findings
for local leaders and businesses, including suggestions and
recommendations for ongoing economic development,
business assistance and marketing initiatives.
Downtown Professionals Network
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Iowa City Downtown Market Niche Analysis Proposal. 15
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Marketing " Management .. Planning
SECTION D
Work Plan
Phase Five: Final Report and Oeliverables
5.1 The Iowa City Economic Development Committee, Iowa City
Area Chamber of Commerce and the Downtown Association
will review the draft report and submit a list of suggested
changes and revisions in writing to DPN. DPN will perform final
editing and will deliver five (5) bound original copies of the
report document described in item 4.2, produced in an 8.5" by
11" color format. DPN will also deliver one (1) digital compact
disc containing the final report document in a read-only .pdf
format, along with electronic copies of integral work documents
and forms including:
a. Original copies of Trade Area data, market reports and
inventories that might be procured andlor developed for the
defined trade area and the downtown business district.
b. Original copies of survey questionnaires with tabulated
results for consumer and business surveys,
c. A professionally designed Microsoft PowerPoint
presentation providing a project overview and summary of
key findings and implications for the downtown district and
local businesses.
5.2 DPN will conduct a work session to present the final version of
the report to the Iowa City City Council and the Boards of the
Iowa City Area Chamber of Comemrce and the Downtown
Association of Iowa City to discuss first steps for
implementation and the process for maintaining and updating
information.
5.3 DPN will conduct a public meeting to present a summary of key
results and findings from the study and to outline
recommendations and suggestions for how the study's results
can be implemented by local leaders and businesses.
Downtown Protessionals Network
. @ . $ . ~ * $ * . . . . . . . . . . . . . . ~ #. W $ W ~ * ~
Iowa City Downtown Market Niche Analysis Proposal. 16
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Marketing" Management .. Planning
SECTION 0
Work Plan
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Work Plan Summary and
Draft Schedule
Work Plan Summary and Draft Schedule
The DPN Team is committed to delivering a high level of personal service and the on-time completion of
quality products. The table appearing below is provided as a "quick look" reference for the DPN project
team's proposed work plan.
The draft schedule is offered to provide a general idea of the project timeline and is based on an
anticipated project start date on or about February 12, 2007. DPN will offer the highest degree of flexibility
possible to finalize a scope of work and schedule that meets Iowa City's goal for the project's completion.
Phase One: Project Organization and Framework
Est. Completion by:
1.1 Conduct initial site visit and meeting with local project representatives
March 2. 2007
1.2 Reconnaissance level visual assessment of communities and surrounding areas
March 2, 2007
1.3 Conduct public meeting to provide overview, explain goals, etc.
March 2, 2007
1.4 Conduct focus groups
March 2, 2007
Phase Two: Preliminary Data Collection and Trade Area Definition
Est. Completion by:
2.1 Compile property and business inventories for downtown district
March 23, 2007
2.2 Perform field exercises and interviews to determine trade area boundaries
March 23, 2007
2.3 Procure, analyze and summarize secondary market data for defined trade areas
April 6. 2007
Phase Three: Preliminary Findings and Primary Research
Est. Completion by:
3.3 Complete consumer and business survey activities
April 20,2007
May 25. 2007
3.1 Prepare preliminary report; conduct work session with Iowa City leaders
Phase Four: Draft Report
Est. Completion by:
4.1 Tabulate, analyze and summarize survey responses and results
June 15. 2007
Phase Five: Final Report and Deliverables
July 6, 2007
Est. Completion by:
July 20, 2007
August 10. 2007
4.2 Prepare Draft Version of Market Niche Analysis Report
5.1 Perform final editing; finalize and present reports and additional work products
5.2 Conduct presentation to City Council and Boards
5.3 Conduct publiC presentation of market study findings and recommendations
September 14, 2007
~ Provide follow-up consultations by telephone. fax & email
Ongoing
Downtown Professionals Network
~ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
lowo City Downtown Market Niche Analysis Proposal' 17
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Marketing " Management " Planning
SECTION E
Project Budget
Project Budget
DPN proposes to furnish all services and deliver products described in the proposed scope of work (not
including services identified as "Optional/Additional Services") for an all-inclusive fixed fee in the amount
of $33,560. The estimate of costs and fees includes all consulting fees, services and expenses, including
costs for travel. Following is a breakdown of estimated costs and fees per the proposed scope of work.
Phase One: Project Organization and Framework
1.1 Conduct initial site visit and meeting with local project representatives
1.2 Reconnaissance level visual assessment of communities and surrounding areas
1.3 Conduct public meeting to provide overview, explain goals, etc.
1.4 Conduct focus groups
Subtotal: Phase One
Phase Two: Preliminary Data Collection and Trade Area Definition
Amount:
$ 1,340
3,120
890
3,570
$ 8,920
Amount:
2.1 Compile property and business inventories (Administered by Iowa City staff/volunteers) $ 800
2.2 Perform field exercises and interviews to determine trade area boundaries 1,400
2.3 Procure, analyze and summarize secondary market data for defined trade areas 2,100
Subtotal: Phase Two $ 4,300
Phase Three: Preliminary Findings and Primary Research Amount:
3.1 Prepare preliminary report; conduct work session with Iowa City leaders $ 3,080
3.2 Complete consumer and business surveys (Administered by Iowa City staff/volunteers) 3,880
Subtotal: Phase Three $ 6,960
Phase Four: Draft Report Amount
4.1 Tabulate, analyze and summarize survey responses and results $ 2,580
4.2 Prepare Draft Version of Market Niche Analysis Report 4,200
Subtotal: Phase Four $ 6,780
Phasa Ava: Anal Report and Dellverables Amount:
5.1 Perform final editing; finalize and present reports and additional work products $ 1,800
5.2 Conduct presentation to City Council and Boards $ 2,400
5.3 Conduct public presentation of market study findings and recommendations $ 2,400
Subtotal: Phase Five $ 6,600
Total $ 33,560
DPN will work with Iowa City to finalize a scope of services and, as might be necessary, to revise the
estimate of fees and expenses to meet project goals or budget constraints. If necessary, DPN will revise
and submit a scope of services and accompanying project schedule and budget to serve as a basis for
contract documents.
Downtown Professionals Network
~ . * $ $ . . * . . . . . . . . . . . . . . $ * . $ * $ 9 ~ * $ ~ $
Iowa City Downtown Market Niche Analysis Proposal. 18
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Marketing "' Management Planning
SECTION E
Project Budget
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Optional! Additional Services
The following estimates are provided for "Optional I Additional Services" described in this proposal's
scope of work. Cost estimates for optional I additional services are all-inclusive of fees and expenses.
A. DPN Administration of Property and Business Inventories (re: Scope of Work Item 2.1.2)
Description: As an option to delegating Iowa City Staft andlor volunteers to collect data and
compile inventory records, DPN personnel will procure and catalog property and business
inventory records for the downtown district in computerized files that can be maintained locally to
track changes.
Estimated Costs and Fees: $3,600
B. DPN personnel services to perform and complete surveys (re: Scope of Work Item 3.2.2)
Description: As an option to delegating Iowa City staft and volunteers to perform local survey
activities, DPN will provide andlor contract personnel to perform and complete the distribution and
collection of consumer andlor business survey questionnaires.
Estimated Costs and Fees: $5,000 to $19,500'
. The actual cost would depend upon the methods of surveying selected by Iowa City and which
of those methods Iowa City chooses to contract DPN to perform.
Proposed Payment Schedule and Terms
DPN proposes to enter into a lump sum contract with the total amount of fees and costs for contracted
services payable in the form of monthly progress payment installments. DPN will submit monthly billing
statements describing the work for which payment is requested. Payment terms shall be Net 30 days
based on the date of the invoice. Progress payments may be made up to a total of 90% of the contract.
Payment of the final 10% of the contract amount will be billed and payable upon completion of the
required work, including final presentation of the report and the submission of a final invoice.
Downtown Professionals Network
~ $ ~ . $ $ . . . . . $ $ @ * ~ * ~ ~ ~ . $ . ~ + % * n * ~ ~ ~
Iowa City Downtown Market Niche Analysis Proposal' 19
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Economics Research Associates
Proposal for
Downtown Market Niche Analysis
Submitted to
The City of Iowa City, Iowa
Submitted by
Economics Research Associates
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With:
RDG Planning and Design
ISU Extension Service CD-Dial Center
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January 31, 2007
ERA Proposal No. 47641
20 East Jackson Boulevard, Suite 1200
Chicago. Illinois 60604
312.427.3855 FAX 312.427.3660 www.econres.com
Los Angeles San Francisco San Diego
Chicago Washington DC London New York
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January 31, 2007
Ms. Wendy Ford
Economic Development Coordinator
Department of Planning and Community Development
City of Iowa City
410 East Washington Street
Iowa City, Iowa 52240
RE: Downtown Market Niche Analysis
ERA No: 47641
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Dear Ms. Ford:
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Economics Research Associates (ERA) is very pleased to respond to your Request for
Proposals for a Downtown Market Niche Analysis for Iowa City. We have included two
Iowa-based organizations on our tearn, ROO Planning and Design and the ISU Extension
Service CD-Dial Center, to provide additional support to our proposed scope of services.
Both organizations have extensive in-state experience and will add value to the process.
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ERA has a 100year track record of completed assignments across the State of Iowa,
including recent downtown projects in Mason City, Davenport, and Hiawatha. As part of
recent work being completed for the Mason City Downtown Association, ERA analyzed
demand for downtown housing and retail trade, exploring the impact of recent growth in
suburban big box retail development on downtown. The approach included an extensive
survey of downtown housing trends across Iowa as well. As well, in 2003, ERA
completed a market analysis for a residential project on the West side of the Iowa River in
Iowa City. Although this project did not move forward, a significant amount of market
data was retained, and can be applied to this project.
ERA has also completed downtown retail and residential real estate market analyses for
similar college town environments across the country. Projects have been completed in:
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. State College, P A (penn State)
. Normal, IL (Illinois State University)
. Flint, MI (Kettering University),
. Chapel Hill, NC (Duke / University of North Carolina),
. San Diego (University of California).
. Evanston, IL (Northwestern)
These studies have highlighted both the potential role of the University in facilitating urban
redevelopment, as well as the challenge of properly evaluating the impact of college
student retail spending on the local economy. Studies have shown that while students may
have relevant levels of disposable income, their spending habits and choices vary
considerably from the general population.
20 East Jackson Boulevard. Suite 1200 Chicago. Illinois 60604
312.427.3855 FAX 312.427.3660 www.econres.com
Los Angeles San Francisco San Diego Chicago Washington DC New York London
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The ERA team brings additional critical skills to bear in this assignment, including:
. RDG Planning and Design has completed over 300 plarming projects across Iowa and
the Midwest, with recent assignments completed in Mason City, Pella, Burlington,
Council Bluffs, and Marshalltown. The firm brings specific experience in public
involvement and focus groups, and is highly familiar with building inventories of retail
and commercial space in Iowa. ERA and RDG have been working together for 15
years on projects in Iowa; the two firms are currently working together in Mason City,
Ankeny, and Davenport.
. The CD-Dial Center, affiliated with the Sociology Department at Iowa State University
(ISU), provides technical assistance and training to organizations, local and state
governments, and other groups. The unit offers data collection using mail and
telephone surveys and focus groups. CD-Dial will be implementing the identified
survey research approaches identified in the scope.
The attached proposal summarizes the ERA Team's approach to this assignment, along
with our qualifications and resumes for key staff. We thank you for permitting ERA to
propose on this exciting project and look forward to having an opportunity to review it
with you in more detail at your convenience.
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Sincerely,
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Christopher Brewer
Mac Nichols
20 East Jackson Boulevard, Suite 1200 Chicago, Illinois 60604
312.427.3855 FAX 312.427.3660 www.econres.com
Los Angeles San Francisco San Diego Chicago Washington DC New York London
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Proposed Scope of Services
The following tasks are designed to build off each other in a systematic manner. As
market options are considered, and the analysis process proceeds, we can identify specific
issues and opportunities, develop appropriate strategies, and formulate a feasible
implementation plan.
Task 1: Information Collection and Economic Context
Project Kickoff
Initially, ERA and the client will need to confirm key aspects of the project, including:
. Clarification of scope, fee and timing
. Client contacts, key stakeholders, and communication approaches
. Access to local data and information, including downtown inventories, GIS data, past
reports, etc.
. Discussion of policy framework issues for downtown, including parking, zonmg,
policy goals, and planning factors.
. Agreement on public involvement and survey approaches.
Stakeholder Interviews and Focus Groups
ERA will work with the Client to develop a list of key individuals to involve in the project
process. The team will interview a sample of stakeholders, which could include public
officials, downtown tenants, developers, real estate brokers, community leaders, and I or
corporate leaders. Interviews will be either in person, or on the phone.
The focus group effort will be lead by RDG. The focus group approach could include a
wide range of individuals and groups, including:
. University officials
. Public sector planning officials
. Elected officials
. Downtown property owners
. Downtown tenants I business owners
. Students
. Residents of downtown and adjacent neighborhoods
. Community residents
The ERA team will work with City staff to set up related logistics for the focus groups,
including appropriate locations, timing, and related details. At present, ERA is assuming
that 2-3 days of focus groups can be conducted. Due to cost factors associated with
implementing a full community preference survey, the approach assumes that the majority
of public input necessary for the assignment can be generated through the focus group
approach.
Economics Research Associates
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Survey Approach
The scope of services referred to the potential need to develop two survey approaches, one
covering downtown business owners, and a second covering broader consumer preferences
and opinions.
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For the downtown business owner survey, ERA will work with CD-Dial and the Client to
develop a survey instrument that will be distributed to tenants and store owners. The
questions will focus in part on store information (size, merchandise segment, current sales,
employment, etc.), as well as broader questions about tenant needs, as well as the future of
downtown as a destination. CD-Dial will implement the survey, collect related data, and
provide the analysis outputs. Their approach assumes that the survey can be delivered by
volunteers, or with college students.
For the broader consumer preference survey, ERA has included CD-Dial to develop and
implement two optional consumer preference survey approaches. Based on client need,
this survey approach can be completed through phone, internet, mail, and other in-person
approaches. As costs to implement the consumer preference survey will vary based on the
survey approach, ERA will work with the client to develop the most appropriate,
statistically valid, cost effective approach. ERA is viewing the consumer preference
survey as an optional item, as we believe that an aggressive focus group approach can
generate valuable input, at significantly lower costs.
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Demographic Assessment
The approach will start with a review of historic and current demographic data for Iowa
City and adjacent jurisdictions, with comparisons to other cities in Iowa for perspective:
. Population
. Household size
]
. Per capita income
. Household lifestyle characteristics
As before, the approach will explicitly break out University of Iowa students as a unique
market, separate from local residents.
Economic Base
Key economic base factors for the area will be noted, including:
. Impact of the University of Iowa on the local economy - enrollments, spending,
events, new development projects, etc.
. Unemployment rates
. New housing unit construction
. Employment growth by NAICS code and firm size
. Analysis of firms that are located in downtown Iowa City, through existing in-house
GIS databases.
Economics Research Associates
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The economic and demographic assessment will highlight key broader market factors that
will impact the assessment. Initial findings will be incorporated in the market analysis
section.
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Task 2: Market Analysis
ERA will evaluate the existing strategic market position of downtown Iowa City to identifY
market potentials for key downtown uses and activities. Work efforts will include:
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Building Inventory
The ERA Team will utilize city property assessment records and related GIS information
to build a current inventory of buildings in retail use for the defmed downtown district.
For commercial activities, the inventory process will include identification of tenants by
store type, as well as vacant space. RDG will also confirm locations and size of
competitive retail projects in the region. The approach will lead to calculation of current
downtown vacancy levels as well.
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Retail, Service, and Entertainment Markets
The retail market assessment approach is built on analysis of current retail store
performance in relation to potential spending by residents and students, with the intent of
clarifYing growth potentials for retail, the competitive position of downtown as a specific
destination for retail, dining, and entertainment, and current gaps or voids in the market.
Work efforts could include:
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. Identification of current regional retail space inventories, along with discussion of
current occupancy trends.
. Analysis of current retail sales data for the region broken down by retail segment,
along with estimation of the current share of sales captured by downtown retailers, and
implications for sales per square foot performance in relation to industry benchmarks.
. Calculation of income-based retail sales pull-factors for retail segments in the region,
highlighting both the strength of the area as a regional destination, and specific retail
segments in which opportunities exist. Data from the Iowa Department of Revenue
will be used.
. Prediction of growth in retail sales based on trade area demographics through 201 I,
with linkage to demand for retail space.
. Evaluation of the downtown business mix and identification of potential niches and
opportunities.
. Examination of prevailing retail, entertainment, and service rent levels, in relation to
land values.
. Assessment of college student retail spending implications. The approach will build
off of previously collected ERA survey data on student spending habits, corroborated
by local information.
. Discussion of national retail 'industry trends and shifts in retail spending that have local
significance.
Economics Research Associates
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The ERA Team will also work with City Staff to discuss implications for parking, access,
transportation, and related factors. Key outputs will include potential demand for retail,
assessment of current supply, and opportunities for new retail development, by segment.
Office Markets
The office market assessment focuses on the current array of office and service businesses
active in the downtown area, and develops an approach to identify potential office
segments that are under-represented in the market. Work efforts will include:
. Assessment of recent trends for office using employment sectors, using NAICS
employment codes collected from State of Iowa sources, as well as ERA in-house GIS
data.
. Analysis of city-wide and downtown location quotients for office using employment
sectors, to ascertain if current levels of office employment and establishments are
consistent with state and national benchmarks.
. Work with City Staff to estimate current office space inventory in downtown and the
region, as well as lease rate differences between office and retail uses.
The office market demand assessment will highlight opportunity segments that can be
pursued as part of broader downtown reinvestment efforts. Related analysis will also
highlight factors regarding the real estate economics of downtown office development, and
related factors.
Housing Markets
The housing market assessment will focus analysis on several related efforts, with the
intent of identifying the range of potential individuals / households that would consider a
downtown residence. The approach will be built on a combination of lifestyle-based
demographic factors, supported by more specific data from the Internal Revenue Service
(IRS) on migration by income level. Key work efforts will include:
. Evaluation of current / recent home sales trends, permits, prices and amenities for the
region and downtown, noting changes in supply, demand factors, and near-term
implications.
. Assessment of recent home price increases across the region, benchmarked to regional
and national data, to ascertain impacts of interest rate growth.
. Analysis of annual IRS county level migration data, looking at the number of migrants
into and from the Iowa City area by adjusted gross income level, and county of origin.
. Identification of opportunity lifestyle-based population segments in the local market
with a preference for urban housing options.
. Discussion of other college towns that have initiated downtown revitalization efforts.
. Defining potential for additional rental and owner-occupied housing in the study area.
. Understanding current rent rates for apartments, the mix of current supply, in relation
to demand. .
Economics Research Associates
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Hotel Market Assessment
ERA will assess the area hotel market, building related inventory information from
established sources (Smith Travel Research), as well as in-house data. The approach will
include evaluation of related demand drivers for hotel, including:
. University-related activity, ranging from enrollment to attendance at major events
. Employment growth in specific industry sectors
The approach will focus attention on development potentials for hotels in the downtown
area.
Civic / Public Facilities
As part of the downtown analysis effort, ERA will also review the current statos of
downtown public assembly buildings, including theaters, event / performance spaces, and
meeting facilities. Interviews will be conducted with venue staff to ascertain visitation and
related impact on the downtown area.
At the conclusion of Task 2, ERA will meet with the client team to discuss implications of
the market analysis, and possible policy responses. This meeting will set the stage for
development of Task 3, which follows.
Task 3: Development Strategy Implications
Based on conclusions reached during market and planning phases, the consultant team will
refine strategy implications. While precise conclusions will logically evolve out of the
research process, initial efforts could focus on:
. Identification of strategy recommendations for downtown, possibly relating to
tenanting, parking, new attractions, priority projects, partnerships, and other elements.
. Recommendations for near-term and mid-term infill development project priorities.
. Identification of barriers to development, either policy or market-based.
. Discussion of incentive programs to encourage residential/commercial development,
including the use of special districts.
. Discussion of implementation efforts relating to management, marketing, tenant
attraction / retention, and related elements.
Final Report
ERA will prepare a memorandum report that summarizes the research efforts taken to
arrive at noted conclusions. Initial draft copies of the document will be produced in Adobe
Acrobat format; a total of 20 hard copies of the final report can be produced, along with a
digital version for publication on web sites.
Economics Research Associates
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Timing and Budget
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Based on our understanding of your objectives, we are prepared to complete the market
analysis and issue our initial findings and recommendations approximately within the
timeframe identified in the scope of services, with additional time for client comment.
Importantly, the timing factor may be influenced by decisions regarding the survey
approach used. Our proposed project budget for these tasks is as follows:
Task Work Efforts Timing Budget
Task 1 Kick-off, Focus Groups, and 4 weeks $17,800
Business Surveys
Task 2 Inventory, Retail, Residential, Office, 8 weeks $27,000
Hotel Market Analysis
Task 3 Development Strategy Recommendations 4 weeks $7,500
and Implementation
Sub Total $52,300
Travel Expenses $2,500
Total Proiect $54,800
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The above table includes reimbursable expenses associated with travel costs to Iowa City.
We estimate reimbursable expenses at no more than 5% of the professional fee, or about
$2,500. We will endeavor to keep reimbursable expenses as low as possible. Expenses
include travel costs, report reproduction costs, express delivery charges, research data and
other customary expenses related to the completion of work. The budget assumes that 3-4
trips to Iowa City can be made. Additional trips are likely, as ERA is starting up a project
in Ankeny in February.
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Optional Items - Surveys
As mentioned above, ERA has included the ability to complete additional survey work,
which is included as an optional service. CD-Dial has the capability to conduct statistically
valid surveys, using a combination of mail and internet or phone to collect data. The
following table summarizes related cost implications.
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Survey Approaches:
Mailed Survey of 1,500 U of I Students
Mailed Survey of 950 Local Residents
Total:
Phone Survey of 250 Local Residents
Phone Survey of 400 U of I Residents
Total:
Cost
$17,400
$13,534
$30,934
$5,490
$5,409
$10,899
Optional Items - Design Charrette
ERA also includes the option of a 2-day design charrette where RDG staff can develop
planning concepts for identified priority projects that may emerge from the market analysis
process.
2~Day Design Charrette to Layout Development
Concepts for identified sites
$6,000
Economics Research Associates
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Firm Profiles
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Economics Research Associates
ERA is an internationally-recognized consulting firm specializing in all aspects of real
estate and land use economics, urban planning and development, commercial recreation
feasibility, strategic planning for communities and corporations, and management and
marketing services. Since its incorporation in 1958, the firm has completed more than
16,000 assignments for a wide-range of public- and private-sector clients in all 50 states
and in 90 foreign countries. Since 1981, ERA has been owned as a California Corporation
by its principal consultants. The firm is unique in its distribution of responsibility and
ownership. Twenty-four of the senior professionals in all offices are shareholders;
professional consultant tenure with the firm averages ten years. The firm's portfolio of
national and international clients is served from offices in strategic locations, including Los
Angeles, San Diego, San Francisco, Chicago, Washington, D.C., New York City, and
London.
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Real Estate Services
By providing a market-driven development program and realistic estimates of [mancial
feasibility, ERA enables its clients to invest in, develop, and manage profitable real estate
ventures. Development firms, financial institutions, insurance companies, corporations,
individuals, attorneys, and landowners seek and rely upon our advice and counsel.
Assignments involving urban real estate have included economic planning for major
mixed-use developments and planned communities, across all major property sectors:
retail, office, industrial, hospitality, primary residential, recreational properties, and senior
housing. The firm often works in complex markets and with unique client structures
requiring innovative analytical approaches. Services in this area include:
...
. Real Estate Market Analysis
. Program Development and Marketing Strategies
. Financing Strategies and Transactional Due Diligence
Economic Policy and Planning Services
Based on a clear analysis of a community's economic base and competitive position, ERA
helps cities, states, and regions create strong and diverse local economies, vibrant
commercial districts, and successful public-private partnerships for economic
development. This work includes efforts to give new life to urban waterfronts, aging
downtowns, and older neighborhoods. Often working in multi-disciplinary teams, ERA
focuses on identifying specific projects and policies to enhance a community's economic
performance in light of shifting demographics, fiscal priorities, and consumer behavior.
The firm works with communities to determine appropriate economic strategies for such
infrastructure and public amenities as convention and sports facilities, corridors, parks,
cultural and educational facilities, and major public events. ERA often addresses issues of
economic diversification in light of major shocks to a local economy. ERA's experience in
transportation and transit economics is widely known. Projects have ranged from real
estate development strategies for land surrounding transit stations to measurement of the
Economics Research Associates
Page 7
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impacts of major public investment in highways, ports and airports, corridors, high-speed
rail, and regional transit systems. Services include:
. Downtown Revitalization and Economic Development Strategies
. Transit and Transportation Economics
. Fiscal and Economic Impact Analysis
. Public-Private Partnerships
RDG Planning and Design
RDG maintains major offices in Omaha and Des Moines, and provides a wide variety of
design and planning services. The company is a regional leader in urban design,
downtown and housing planning, comprehensive planning, enhancement of transportation
corridors, and design of educational and religious facilities, RDG was formed in 1989 and
has a staff of about 123 people at its five office sites. It currently has active projects in
over 28 states and in Europe.
The company offers a special expertise in community planning and creative problem
solving, Their mission is to creatively influence life for the better through purpose-driven
design. They believe in applying new ways of thinking and innovative approaches to the
preparation of plans that address community and regional issues. At the same time, plan
recommendations must be based upon a realistic assessment of the practicality of
implementation. The resultant product, as evidenced by RDG's numerous successful
planning efforts, is an innovative plan with an emphasis upon implementation.
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CD-Dial
CD-DIAL is the Iowa State University Extension Community Development - Data
Information & Analysis Laboratory, Housed in the Sociology Department at ISU, the unit
has provided technical assistance and training to organizations, local and state
govemments, and other ad hoc groups in all of Iowa counties since its inception.
Originally founded by Dr. Vernon Ryan (Emeritus Professor, Department of Sociology) in
1979, the unit offers data collection using mail and telephone surveys and focus groups, In
addition, evaluation services for small and moderate scale programs are available.
The mission of the unit is to improve the quality of Iowa community life by educating and
providing technical assistance in survey methodology, data analysis and interpretation, and
evaluation to communities, agencies, and organizations. CD-DIAL services are provided
in a collaborative manner that recognizes the value of local knowledge in solving
community issues, In this regard, staff use a facilitative approach during data collection,
analysis, and reporting, The non-profit program employs graduate and undergraduate Iowa
State University students and operates on a fee-for-service basis.
Economics Research Associates
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Staffing and Management
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This assignment will be completed by the Chicago office of ERA, managed by Christopher
Brewer, Principal. Mac Nichols, Senior Associate, will be providing additional skills in
Task III of the analysis, helping to formulate core strategy recommendations and
implementation goals. Key Chicago office personnel include Melissa Mayer, Associate
and Jeff Baird, Analyst.
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RDG Planning and Design staffing will include Gary Lozano, AI CP and Martin Shukert,
F A1CP; RDG will be a subcontractor to ERA. RDG will be responsible for development
of the building inventory component, and will participate in the focus groups.
--'
In addition, Kathlene Larson from CD-Dial will be on the tearn to implement the noted
survey approaches. Kathlene is the research coordinator for CD-Dial, and has been in that
position since 1997.
Resumes are attached.
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Economics Research Associates
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ERA Project Experience
ERA Projects in Iowa
Mason City Downtown Market Assessment
Mason City, Iowa
Client: Mason City Downtown Association
ERA is completing an assignment with the Mason City Downtown Association to evaluate
market support for retail and residential development in the downtown area. The
assessment includes evaluation of retail inventories and sales growth, as well as downtown
residential development and sales trends. The report is backed by analysis of underlying
economic and demographic trends for Mason City and a larger 50-mile regional market
that the community serves, as well as analysis of benchmarks for downtown housing
development in cities across Iowa and the Midwest. ERA's assignment is occurring
alongside a related downtown master planning effort being orchestrated by RDG Planning
and Design. The assessment highlighted the unique potential strength of downtown Mason
City as a destination, anchored by the existence of a regional shopping mall that continues
to operate in the downtown area.
Hiawatha Town Center Market Study
Hiawatha, Iowa
Client: City of Hiawatha
The City of Hiawatha, a suburb of Cedar Rapids, wanted to develop a town centerto create
a commercial base for the city and provide an environment that would be attractive to
adjacent, more urban housing. ERA prepared an overview of the regional economy and
the commercial implications for Hiawatha to establish its competitive niche and to define
prospects for new development. Further analysis detailed the specific retail and
commercial niches that would be feasible for development in the city, and the types of
housing that have market support and would complement the urban / retail environment.
Market and Financial Analysis for the Prairie Trail Master Plan
Ankeny, Iowa
Ciient: City of Ankeny I Urban Design Associates (UDAl
Selected as part of the UDA master plan tearn for Prairie Trails, ERA had two primary
tasks on this project, which is now nearing completion. Initially ERA was tasked with
developing the commercial market analysis for the I,OOO+acre site. Initial efforts included
extensive interviews with area stakeholders, a review of demographic and economic trends
for Ankeny, as well as Johnston, Altoona, and West Des Moines, and economic base
assessments. Commercial real estate segments studied by ERA included retail, cinema,
entertainment, hotel, office, and industrial. For each property type, ERA evaluated
absorption trends, lease rates, demand potentials, and capture potentials for the Prairie
Trails Site. Following the market analysis effort, ERA developed a detailed fiscal impact
model of the project, evaluating the phasing impact of about $21 million in public
investment for the project iri relation to growth in the development's property tax base.
The fiscal impact model included assessment of residential absorption, as well as
Economics Research Associates
Page 10
Economics Research Associates
Page 11
commercial office and retail development, which drove estimates of property taxes to
participating jurisdictions.
Residential Market Assessment
Iowa City, Iowa
Client: Diversified Rehabilitation Services
ERA was engaged by Diversified Rehabilitation Services to prepare a market analysis for a
proposed residential development in Iowa City. The proposed site was located to the West
of the Iowa River, just off of Greenwood Drive, North of West Benton Avenue. The client
has plans to develop a multi-family project with apartment and owner-occupied units. The
current zoning for the subject property's location allows for up to 56 units, but the
developer's plans call for up to 100 units. As part of the market analysis process, ERA
evaluated demographic trends for Iowa City, as well as the current status of the residential
market, ranging from single family home sales to development of new condominium units.
The approach included interviews with local brokers and planning officials. Final
recommendations relating to absorption and demand were also highlighted.
S.E. 14th Street and Army Post Road Revitalization Plan Market Assessment
Des Moines, Iowa
Client: RDG Planning and Design I City of Des Moines
ERA was engaged by the Des Moines Office of Planning and Development, through a
contract with RDG Planning and Design to provide market and planning assessments
relating to the S.E. 14th Street and Army Post Road Revitalization Plan. ERA's approach
in this assessment included a review of historic demographic trends, including population,
median age, household size, and percapita income for the defined trade area, which
included portions of both Polk and Warren Counties. Related residential and commercial
development trends were also evaluated, noting new building permits and occupancy
benchmarks, as well as recent supply additions, and discussion of the impact of the new
southern belt route around Des Moines (Iowa Route 5). Report conclusions were used to
justify near-term demand potentials for retail space development, as well as other infill
projects.
Forest Avenue Corridor Market Assessment
Des Moines, Iowa
Client: City of Des Moines
ERA was engaged by the City of Des Moines on a market assessment for the Forest
A venue Corridor, with emphasis on the area between 25th Street and Martin Luther King
Drive. The assessment focused specifically on the impact and market influence generated
by Drake University, which is situated along Forest Avenue, beginning at 25th Street.
ERA's approach included definition and evaluation of specific retail market potentials in
terms of population, age, and income levels, with detailed breakdowns of students and
local residents. Related market analysis of residential demand was also considered,
looking at demand for apartments, single-family homes, and condominiums. The
assessment looked at broader planning factors, traffic counts, crime issues, and the need to
redevelop former industrial and gas station sites along the corridor.
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Other Significant projects completed by ERA in Iowa include:
Highest and Best Uses Analysis
Des Moines, Iowa
Client: YMCA Greater Des Moines
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Pleasant Hill Corridor Master Plan Marllet As_rnent
Pleasant Hill, Iowa
Client: City of Pleasant Hill, RDG Planning and Design
6th Avenue Corridor Master Plan and Revitalization Stretegy
Des Moines, Iowa
Client: Neighborhood Development Corporation I RDG Planning and Design
Route 5 Corridor Market Assessment
West Des Moines, Iowa
Client: City of West Des Moines
Council Bluffs Bass Pro Economic Impact Assessment
Council Bluffs, Iowa
Client: Iowa West Foundation
Public Assembly Facilities Study
Des Moines, Iowa
Clients: Polk County, Greater Des Moines Convention and Visitors Bureau, & Des Moines
Development
Marllet and Financial Assessment for Honey Creek State parll Lodge
Centerville, Iowa
Client: Iowa Department of Natural Resources
Downtown Riverfront Master Planning Assessment
Quad Cities, Iowa and Illinois
Client: Hargreaves Associates
Grays Lake Master Plan
Des Moines, Iowa
Client: Des Moines Park Department
Performing Arts Assessment
Ottumwa, Iowa
Client: Bridgeview Center, Inc.
Adaptive Reuse - Burlington Medical Center Downtown Campus
Burlington, Iowa
Client: Burlington Medical Center
Downtown Revitalization
Cedar Falls, Iowa
Client: City of Cedar Falls
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ERA experience in College Town Markets
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State College Urban Village Marttet Fea.lblllty AHelsment
State College, Pennsylvania
Client: Borough of State College I Ferguson Township
ERA was engaged by the Borough of State College and Ferguson Township on a market
feasibility assessment for the urban village area, a neighborhood directly adjacent to Penn
State Universitv and downtown State College. ERA's approach included a specific
assessment of the impact of Penn State University students on local demand for residential
and retail development, along with interviews with local stakeholder groups, demographic
comparisons, and fiscal impacts of residential versus retail development. The approach
evaluated overall retail inventories, current sales, and vacancy levels. ERA also provided
case study examples of infill downtown projects in other similar college town markets
around the country. Project recommendations for the neighborhood focused on issues
associated with considerable student housing in the defmed neighborhood, which reduced
retail market potentials. The approach included identification of near-term strategy efforts
to reposition the neighborhood for potential revitalization. Based on ERA
recommendations, the Borough has gone ahead and engaged a planning firm to develop
options for creating physical connections between West Campus and the neighborhood.
Austin Downtown Retail Strategy
Austin, Texas
Client: Austin Downtown Alliance
The Downtown Austin Alliance (OAA) retained ERA in the summer of 2004 to develop a
comprehensive strategy for retention and recruitment of new retail uses for Downtown
Austin. The primary objectives of the study included the assessment of available market
support from all potential market segments - Universitv of Texas students, downtown
employees and State office workers, downtown and regional residents, tourists and
convention visitors. To complete this analysis, ERA evaluated trends in downtown
housing and commercial office development, as well as the competitive context for retail
development in the region. ERA performed a detailed market-segmentation based analysis
of area demographics of residential populations within downtown Austin and in the
surrounding area. In addition, ERA provided a summary of downtown retail lease rates
and trends and analyzed opportunities created by the downtown Convention Center,
proposed rail transit routes, preservation of view corridors and significant proposed
development projects. These findings will provide a framework for a major retail presence
in downtown Austin, complementing the existing retail base with new uses and providing a
framework for future planning and development policies that will sustain public and
private investment in the downtown.
Economics Research Associates
Page 13
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Downtown Cinema Market Assessment
Evanston, Illinois
Client the City of Evanston and AHC Evanston LLC
ERA was retained by the City of Evanston and ABC Evanston LLC, to project the demand
for art and commercial cinemas in downtown Evanston. The impetus for this research is a
project that has been proposed in downtown Evanston that would include cinema, as we\1
as entertainment functions. ERA examined current and projected forecast populations and
household income data, divided by age levels, for the City of Evanston and the surrounding
market areas. ERA selected market areas for commercial and art theatres. These trade
areas were determined by information on prospective theatres from the client, population
density and composition, access issues, and competition from local theatres, including
competition from other entertainment options. ERA calculated demand using a visitation
model that incorporated demographic information and participation rates. ERA also used a
gravity model, a complex economic model, which estimates relative market share based on
location to relative population and competition from current and proposed theatres. ERA's
assessment was used to help justify the eventual development of a new mixed-use theater
and retail center in downtown Evanston, which has now been operating successfully for
more than 5 years. The program anchor is a 12-screen first run multiplex and a 6-screen
fine arts theater component, along with supporting retail and restaurant uses.
Chapel Hill Market Analysis
Chapel Hill, North Carolina
Client: Stainback Public Private Real Estate
The Downtown Chapel Hill Sma\1 Area Plan places one guiding principle for the town's
commercial center above a\1 others in importance: "The preservation and extension of the
people/pedestrian-oriented character of the Downtown Center, and the fostering of
programs and policies which would tend to intensify the social and cultural activity that
defines this character." Adhering to the principles set forth in the Sma\1 Area Plan, ERA
worked with Stainback Public Private Real Estate (SPPRE) and the Town of Chapel Hill to
evaluate the development potential of two key sites in the downtown of this historic
university town. The sites, both currently used for surface parking, have long been slated
for mixed-use development. ERA was asked to evaluate the market support for a variety
of commercial, residential, arts, entertainment and public uses at the proposed
redevelopment sites. In light of the findings from this analysis, ERA advised the Town on
issues related to the mix of uses, the pricing, the anticipated absorption pace, and the likely
benefits to other properties downtown. The design team, led by HKS Architects, is
currently in the process of fmalizing the conceptual master plans for the two sites.
Economics Research Associates
Page 14
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Town of Normal Parks Master Plan
Normal, Illinois
Client: Town of Normal
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ERA was engaged by the Town or Normal to provide key inputs to the recreational master
planning process. ERA's approach included a full assessment of programming, to include
attendance, capacity, and need for new facilities to support programs. As weU, we
assessed the current financial situation of the park department, noting revenues and
expenses for key recreational departments, including golf, recreational programs, aquatics,
and other activities. The assessment also included a review of capital spending plans for
the park department over the next 5 years. This master planning process was completed in
the winter of 2004. Since the plan was adopted in 2005, the Parks Department has
proceeded to implement key aspects of the strategy, which included increased capital
funding for park facility improvements. As well, the Department moved to regain control
of maintenance operations at their golf course, based in part on recommendations by ERA.
Flint River District Strategy
Flint, Michigan
Client: Sasaki Associates I Kettering University
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ERA was engaged by Ketterinll Universitv through Sasaki Associates to complete a series
of market assessments related to a revitalization strategy for a defined corridor in the City
of Flint, Michigan. The corridor includes key institotional users, including Kettering
University and Hurley Hospital. ERA's approach includes assessment of market support
for infiU retail and residential development. Initial efforts have included assessment of
market support factors for retail, including population size and traffic counts, During the
faU of 2004, ERA's role included assessment of the financial performance of identified
retail and residential projects proposed for the study area. Specific assessment of student
age populations and employment associated with Kettering University was also included in
this assessment.
Strategic Plan for University Busin..s Districts
Cincinnati, Ohio
Client: University of Cincinnati
In 1998, ERA was commissioned in association with Hargreaves Associates of Cambridge,
MA, to formulate a revitalization plan for three commercial districts that surround the
campus of the Universitv of Cincinnati: Corryville, and the Calhoun and McMillan Street
corridors. The analysis identified potential market segments, expenditure potentials and
average spending patterns, and determined necessary sales levels and likely capture rates in
order to derive total supportable space. ERA also created development programs for two
priority sites and advised the university on approaches to attracting private-sector
investment and developer interest in the projects.
Economics Research Associates
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Economics Research Associates
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University of Maryland East Campus Market Analysis
College Park, Maryland
Client: University of Maryland
Cassidy & Pinkard, on behalf of the University of Maryland College Park IUM), retained
ERA to assess the market feasibility and development potential of the East Campus site, a
38-acre parcel across from the main campus. The East Campus site is University of
Maryland's largest and most important development opportunity. Its prominent location
and large scale have prompted the University to "think big" about the opportunities to
bridge the campus and community and create a regional destination.
UC San Diego Retail Strategic Plan
San Diego, California
Client: University of California, San Diego
The University of California. San Diego retained ERA to analyze ,the future needs for retail
services, evaluate the university's retail development and leasing policies, and recommend
strategies for future retail planning. The university's objective was to provide better
services for the campus community and improve campus life. ERA projected near and
long-term demand generated from on-campus students, off-campus students, faculty, and
staff by college and major institutional areas. ERA conducted a comprehensive survey of
the UCSD community and held focus groups to understand retail preferences and shopping
patterns and worked closely with a UCSD steering committee to coordinate the strategy
with other campus objectives.
Experience for RDG follows.
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Downtown Burlington Plan
Burlington, Iowa
The Downtown Burlington Plan represents a comprehen-
sive and innovative approach to planning in this large,
historic downtown of a Mississippi River community of
about 30,000. The planning process included an extensive
market study to define potential retail, housing, and office
absorption. The plan also includes a system to determine
adaptive reuse targets by relating the "quality of use"in
a building to its historic significance. The document also
considers markets for public assembly facilities;n the dty.
One of the plan's greatest challenges is defining strategic
focus in a Downtown with rich natural and built environ-
ment resources. The plan defines four key development
nodes that together define the seeds for long-term
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Downtown Burlington Plan (cont'd)
downtown development. The plan calls for a redeveloped Mississippi Riverfront that features functional improvement of the exist-
ing, art deco Municipal Auditorium, increased event parking, an expanded River Walk, and a riverfront trolley, using an existing short
line railroad. The riverfront would be linked to the historic depot area by way of a pedestrian overpass and viewing platform over the
Burlington Northern and Santa Fe mainline. Other features include an expo center and hotel related to the riverfront a joint perform-
ing arts center, and both new and historic residential development.
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City Administrator
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Pella Town Center Plan
Pella, Iowa
The Pella Town (enter Plan considered existing conditions and development potential
in this distinctive town center district. A three-day downtown planning charrette was
central to the planning process. A key concept that emerged out of this process was the
Molengracht, a re-creation of a Dutch urban canal. The project, built on a half-block
site south of one of the district's main commercial streets, is the centerpiece of a $10
mlllion, mixed-use development project incorporating a hotel, commercial and office
development, senior housing, and a parking garage. In addition to developing the town
center plan, RDG also completed the urban-renewal plan; assisted the city WIth devel-
oper selection; and designed the canal, plazas, and public environment that, together
with superb new Dutch revival buildings, create a signature development for this
community. RDG previously completed the city's comprehensive plan and its attractive
downtown streetscape program.
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Marshalltown Downtown Plan
Marshalltown. Iowa
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With the recent completion of a streetscape improvements project Main Street Marshalltown's appearance is very good. However,
the areas around Main Street, including public parking areas behind Main Street, other commercial streets, and adjacent residential
neighborhoods detract from the positive image of downtown. In addition, a new library is planned for a site two blocks from Main
Street and the community hospital, located just east of downtown, is expanding. The plan recommends strategies for key improve-
ments in areas adjacent to Main Street, identifies linkage strategies for the library and other adjacent attractions, and identifies first
priority adaptive reuse and new construction projects for the community to pursue.
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Mount Vernon Downtown Plan
Mount Vernon, Illinois
Downtown MountVernon was historically noted for its commercial and civic activity, attractive architecture, and great retailing. But
today's downtown has changed, resulting in a retail decline and significant gaps in the district's fabric. Yet, a reinvestment process
is beginning, including new building investment, community events, a strong participatory management association, a drive to
restore the historic Granada theater, and growing public recognition of the district's importance to the community. RDG worked
rollaboratively with downtown businesses, the Downtown MountVernon Development Corporation, and other citizens to craft a
market-based program that takes advantage of emerging opportunities. The plan presents a visionary yet practical design and
development concept, proposing major improvements in the publiC realm and identifying important investment opportunities that
respond to the district's potential markets. The plan is being implemented and has already resulted in the purchase of a strategic
redevelopment site by the Downtonw Mount Vernon Development Corporation and the beginning of a substantialstreetscape
enhancement project.
...
Economics Research Associates
Page 22
References
Marteet and Financial Analysis for the Prairie Trail Master Plan
Tim Moerman
Director of Economic Development
Town of Ankeny
220 West First Street
Ankeny,IA 50023
515.963.3548
State College Urban Village Marteet Feasibility Assessment
Carl Hess
Planning Director
Borough of State College
243 South Allen Street
State College, P A 16801-4864
814.234.7109
Chapel Hili Market Analysis
Mr. Phil Hervey
Senior Long-Range Planner
Town of Chapel Hill
405 Martin Luther King Jr. Blvd
Chapel Hill, NC 27514
Phone: 919.968.2728
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Economics Research Associates
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Resumes of Key Personnel
Christopher Brewer, Principal
Mr. Brewer has more than 10 years of experience in the economic analysis of real estate
and land use issues. His consulting practice focuses on economic and feasibility analysis,
strategic planning, and economic planning services for developers, public agencies,
financial institutions, and universities. Recent project experience has focused on market
and financial assessments for traditional neighborhood developments, town centers, hotels,
and related urban real estate categories. Recent retail and commercial assignments inclnde:
. For the Mason City Downtown Association, a market analysis for downtown and the
city as a whole, focusing on demand for retail, as well as assessment of existing
vacancy conditions, retail sales, and demand implications for downtown housing.
. For the Town of Ankeny, a market and financial assessment for the Prairie Trails
Master Plan, noting demand potentials for a town center, as well as overall financial
performance of the planned traditional neighborhood development.
. A market study and redevelopment approach for the Urban Village neighborhood of
downtown State College, Pennsylvania. The approach looked at estimates of retail
spending potentials for the defined neighborhood and linkage to downtown,
. A retail and residential market assessment for the F orest Avenue Corridor in Des
Moines. The study explored supportable levels of retail spending, and developed
related implications for supportable inventories of retail space, as well as residential
development implications.
. For the City of Des Moines, a market evaluation of the 6"' Avenue Corridor that
focused in particular on how changing demographics have created demand for
specialty retail and restaurant development.
. For the West Side neighborhood in San Antonio, a market assessment for spin-off
development implications associated with the development of the SBC Arena. The
assessment considered the existing supply of retail space in the market, current
spending, and leakage to other retail centers in the region.
. A market and financial assessment for the Dallas Farmers Market. The effort included
evaluation ofrecent downtown housing trends in downtown Dallas, as well as a review
of recent retail, office, transportation, and tourism development trends in the city.
. A financial review of an adaptive reuse mixed use project in downtown Durham, North
Carolina called West Village Phase II. The project utilized a discounted cash flow
analysis to estimate developer returos on investment, analyzing the need for the City of
Durham to provide financial incentives to the project developer.
Mr. Brewer received a Bachelor of Arts in International Relations, Economic
Development, and Political Science at Drake University (1991). Graduate studies at the
University of New Hampshire (1993) led to a Master of Science in Environmental
Economics, Impact Assessment and Natural Resource Monitoring. Prior to joining ERA,
Mr. Brewer worked for Thorne Consultants, a Washington, D.C. based real estate
consulting firm.
Economics Research Associates
Page 24
McDuffie (Mac) Nichols. Senior Associate
Mac Nichols has twenty years of experience in downtown revitalization and redevelopment,
urban neighborhood commercial district revitalization, historic real estate development,
community development, public-private partnerships and strategic planning. He has extensive
experience designing and managing revitalization incentive grant and loan programs and
processes supporting revitalization projects and implementation strategies for private
corporations, nonprofit organizations and govemment. He joined ERA in 2005 as a Senior
Associate working on urban retail and commercial projects and brownfield redevelopment.
Recent projects include the master plan for Bryn Mawr, Pennsylvania, mixed-use
redevelopment program for Franklin & Marshall College in Lancaster, Pennsylvania, retail
analysis for the University of Maryland in College Park, retail analysis and merchandising mix
for a private development in downtown Santa Fe, New Mexico, the economic master plan for
Miami, Florida, and reinvestment incentives for Fulton Street in Manhattan in New York City.
Prior to joining ERA, Mr. Nichols served as Director of Preservation Development Initiatives
at the National Trust for Historic Preservation in Washington, DC managing a pilot program
combining urban commercial development, residential neighborhood revitalization in historic
and older districts, cultural heritage tourism and targeted financial incentives. He designed
incentive grant and loan programs for preservation-based revitalization projects in Philadelphia,
Detroit, Miami and Saint Paul. He developed program standards and eligibility criteria, systems
and implementation models. His projects included a national survey of New Markets Tax
Credits eligible commercial districts, an analysis of tax increment financing in Pontiac,
Michigan, retail market demand analysis in inner-city Chicago and historic neighborhood
redevelopment in Georgia.
As the Senior Program Manager for Technical Services at the National Trust's National Main
Street Center, Mr. Nichols oversaw a nonprofit consulting practice serving forty-three
statewide Main Street revitalization programs, including Main Street Iowa. He consulted on
downtown and neighborhood commercial revitalization programs in over 200 local Main Street
revitalization programs in 49 states in the US, Puerto Rico, the US Virgin Islands, India and
Singapore. He consulted on the development of urban neighborhood commercial district
revitalization programs for Boston, Baltimore, Detroit, and Los Angeles. He directed a project
creating a "community-initiated development" process for nonprofit revitalization
organizations. He developed rural Main Street revitalization programs for communities with
populations under 5,000.
The Governor of Maryland appointed Mr. Nichols to the Smart Codes Steering Committee to
develop a rehabilitation building code and development guidelines for core areas. He has
served as guest lecturer at the Center for Urban Redevelopment Excellence at the University of
Pennsylvania and the Center for Smart Growtb Policy Research at the University of Maryland.
He is co-author of the book, Marketing an Image for Main Street.
He is a member of the National Main Street Network, the International Downtown Association
and the National Trust for Historic Preservation. Mr. Nichols holds a Bachelor of Arts degree
in Political Science and History from the University of Alabama.
'..
...
Melissa P. Mayer, Associate
Melissa Mayer is an Associate in ERA's Chicago office. She has experience in market and
feasibility stndies, economic impact analysis, and related assessments. She has evaluated
cultnral (including museum and similar operations), entertainment, office, retail,
hotel/lodge, and meeting facility projects in 22 states across the country. Ms. Mayer's
experience extends to working with both the private and public sectors. Prior to joining
ERA, Ms. Mayer worked at PricewaterhouseCoopers in Financial Advisory Services.
While there, she performed valuation and appraisal analyses for various types of
commercial property including office, industrial, branch banks, high-density residential,
senior living, and rights-of-way.
Some of the projects in which Ms. Mayer has been involved include:
. St. Louis Missouri - Downtown Redevelopment: Highest and best use analysis
for a downtown site in St. Louis, Missouri. Presentation of potential uses and
product mix from the following uses: multi-family housing, hotel, retail, food and
beverage, event space, and entertainment attractions. Expected performance of
uses and trend analysis also included.
. Wichita, Kansas - Downtown Redevelopment Market Analysis: Assessment of
real estate market support in Wichita for a proposed downtown mixed-use project.
The analysis included evaluation of office, residential, and entertainment/retail
markets.
. Lincoln, Nebraska - Neighborhood Revitalization Plan: A review of financial
tools and financing techniques as well as testing the financial feasibility and
identifying funding gaps for identified public/private development catalyst project
in a neighborhood revitalization process.
. Otber projects - Ms. Mayer has worked on include highest and best use for
mixed-use development, retail demand analyses, market analyses for performing
arts facilities in Arkansas and Illinois, a music venue stndy in Tennessee, market
and feasibility analyses for a number of indoor waterpark hotels and state park
lodges in various states, market analysis for an interpretive center in Arkansas,
market analysis of an independent arts cinema in Indiana, and museum market
analyses in several states.
Education
Bachelor of Business Administration from the University of Wisconsin - Madison
Double Major: Real Estate & Urban Land Economics, Marketing
Page 25
Economics Research Associates
PLANNING BGPg:..
Gary L. Lozano, AICP
Partner
--
eRE 0 E N T I A L 5: University of Iowa, Masters in Urban and Regional Planning, 1977
Iowa State University, Bachelors in Architecture, 1972
American Institute of Certified Planners Certified, 1985
EX PER I ENe E: Gary Lozano joined RDG Planning & Design as a Partner in 2001. He brings to the firm twenty-three years of professional planning,
supervisory, and management experience in the areas of neighborhood planning, development planning, comprehensive 100g-
range planning, and regional planning in several communities.
At RDG, Mr. Lozano has led comprehensive planning proje<:ts in Waukee, Polk City, Monticello, Ankeny, Denslon, and Mason City,
Iowa. He has also led a number of neighborhood planning projects including Des Moines 6th Avenue, East Grand Neighborhood,
Beaverdale, Ingersoll Avenue, and 50uthside Corridor Plans. Mr. Lozano supervises the planning staff and focuses on project man-
agement.
Planning Administrator; City of Des Moines, Iowa (1996 - 200l)
. Led long-range and development planning functions of City
. Updated City's Comprehensive Land Use Plan
. Staff to Plan and Zoning Commission and Zoning Board of Adjustment
. Neighborhood Finance Corporation Board Member
. M.P.O. Technical Comminee Member
Assistant Planning Director; City of Des Moines, Iowa (1986 -19%)
. Managed work program for 22-person Planning Department
. Staffed City's Neighborhood Revitalization Planning Initiative, including creation of Neighborhood Finance
Corporation
Current Planning Manager; City of Omaha, Nebraska (1984 - 1986)
. Led City's Development Planning Division
Associate Planner, Current Planning Division; City of Des Moines, Iowa (1982 -1984)
. Reviewed all Subdivisions, Site Plans, and Planned Unit Developments
. Prepared Zoning Ordinance text amendments
Assistant Planner, Advanced Planning Division; City of Des Moines, Iowa (1979 - 1982)
. Developed inner-city revitalization plans
. Wrote City's tax abatement plan
Housing Rehabilitation Supervisor; City of Davenport, Iowa (1977 - 1979)
. Developed and implemented a comprehensive housing rehabilitation program for inner-city target areas
....
Gary Lozano, AICP
RDG Planning & Design
301 Grand Avenue; Des Moines, IA 50309
515-288-3141 (voice)
515-288-8631 (fax)
www.rdgusa.com
glozano@rdgusa.com
RDG SWB In(
...
--
CCANN<NGBGPg..
--
Martin H. Shukert, FAlep
Principal
eRE DEN T I A L 5: M.Arch. University of California, Berkeley, 1974
BA, Yale University, 1971
American Institute of Certified Planners Certified, 1984
fellow of the American Institute of Certified Planners, 2004
EX PER I E N (E: Principal, RDG Planning & Design, 1989-present
Director, Mayor's Office of Economic and Policy Development, 1988-89
Planning Director, City of Omaha, 1983-1988
Housing and Community Development Director, City of Omaha, 1981-1983
Martin Shukert is a Principal of RDG Planning & Design and is a city planner and urban designer with over 30 years of experience.
As Planning and Community Development Director for the City of Omaha, Mr. Shukert was responsible for the administration of
a department of over 120 staff members, with an annual budget of over $10 million. He was responsible for the public financing
of over $600 million of development projects, including the Riverfront Development Project. Along with staff, he was responsible
for Omaha's award-winning neighborhood development program, completed a new Zoning Ordinance for the City, managed the
preparation of major comprehensive plan sections, and was involved in many aspects of city development and policy. Since 1989,
Mr. Shukert has continued his commitment to planning excellence and innovation in a wide variety of planning and urban design
projects throughout the Midwest region. His work has included comprehensive planning, housing plans, large scale land planning,
transportation, transit, and trails planning, redevelopment planning and implementation, town center planning, corridor design,
tourism planning, graphic design, and a variety of other work. Specific project areas include:
. Innovative comprehensive plans. Mr. Shukert has completed comprehensive plans for over 50 com-
munities in Nebraska, Iowa, and North and South Dakota, including such cities as Beatrice, Plattsmouth,
Chadron, Columbus, Norfoik, Fremont, Ralston, and Kearney, Nebraska; leMars, Peila, Altoona, Ankeny,
Denison,Oskaloosa, Mount Vernon, Ottumwa, and Windsor Heights, Iowa; Huron and Yankton, South Dakota;
and Dickinson, North Dakota. A common Quality of these plans is the molding of community systems into a
unified vision of a community's future. In addition, Mr. Shukert has developed community futures plans for such
large cities as Counci! Bluffs, Iowa and Bellevue, Nebraska.
. Development Ordinance updates. Beginning with the complete rewrite of the Omaha Zoning Ordinance when
he was the Omaha Planning Director, Mr. Shukert has completed many zoning ordinance and subdivision
updates for both cities and counties, including the Kearney, Nebraska Unified Development Ordinance.
. Transportation and trails planning, including the State of Nebraska Trails Plan; urban design and neighborhood
development elements of Omaha's 10th Street Trolley Plan; a community transit study for Des Moines' enterprise
community; trails and transit plans for Casper, Wyoming; and trail master plans for Fremont, Kearney, and Blair,
Nebraska.
. Innovative housing planning programs, including an innovative housing charrette program with Aquila that
has developed strategic housing plans for nearly 80 communities in eight states; and housing plans for the Hall
County Housing Authority, the Siouxland Metropolitan Area; Scot15biuff, Gering, and Columbus, Nebraska; Iowa
Falls, Marshalltown, Webster City, and Ames/Story County, Iowa; and McPherson County, Kansas.
. Urban design, town center, and corridor plans for Alliance, Scottsbluff-Gering, Uncoln, Ralston, Hastings, Grand
island, South Omaha, and Fremont, Nebraska; and Oskaloosa, Pella, Perry, Clear lake, Shenandoah, Burlington,
Marshalltown, and Council Bluffs, Iowa; and Mount Vernon, Illinois.
RIlC \\'II)III(
...
!mC\\\Ifllli(
...
...,. '~'-~"-""."~--"----'~~'- -,-"...._.."_.,,",,. ..............,._--..-
.
.
Rog..
PLANNING. DESIGN
--
Martin H. Shukert, FAlep
Principal Planner
EXPERIENCE
{CONT'DJ:
. Large scale master planning, including the master plan for the $500 million Shell Point Village in Fort Myers,
Florida; the Aksarben campus in Omaha; the land Use and Mitigation for the Interstate 40 Relocation Plan in
Oklahoma City and other major projects.
Wayfinding and community graphics programs for Downtown Des Moines, Yankton, Clear lake, Scottsbluff-
Gering, and Nebraska City.
. Master planning for innovative new community projects, including Millard Town Center, a New Urbanist redevel-
opment project for an industrial site in West Omaha; Morningside Pointe, an SO-acre mixed use development in
Fremont, Nebraska; McKinley (om mons, a major new community housing development in Great Bend, Kansas;
and Miami Heights, a mixed-income residential redevelopment project for Omaha.
. Neighborhood redevelopment plans, including the 6th Avenue and East Grand Districts in Des Moines; the South
Omaha business district; and the South locust corridor in Grand Island.
. Award~winning urban design and streetscape projects, including the Pella Milengraght in Pella,lowa, and
South 24th Street Streetscape in Omaha, Nebraska..
--
Martin Shukert, FAICP
RDG Planning & Design
900 Farnam on the Mall, Suite 100; Omaha, NE 68102
402.392.0133 (voice)
402.392.0413 (fax)
www.rdgusa.com (web)
mshukert@rdgusa.com
.
.
".~ ~ .-
December, 1997 to
present
k1tih,I(,)W5t&, 2002
December, 1997
January, 1995 to
April, 1995
Kathlene Larson.
418 East Hal~ Iowa State University
Ames,lA 50011-1070
(515) 294-3451
Professional Experience
Iowa State University Extension, Community Development-Data Information &
Analysis Laboratory
Ames, Iowa
Research Coordinator (Extension Specialist 111): Develop proposals and monitor project
budgets, work with community and organizational teams to defme assessment and evaluation
project methodology and develop data collection instruments, conduct focus groups, data
analysis, write interpretive reports, prepare and give oral presentations on survey results and
selected training topics. Provide day-to-day management of two Research Assistants, Unit
Secretary and three student employees as they mail self-administered questionnaires, input
survey results and create distribution frequencies. Highlights of accomplishments:
=> Completed more than 50 reports and presentations on community and local agency survey
and evaluation projects.
=> Conducted twenty-five focus groups, including associated analyses and reporting
"" Facilitated work of the state Child Care Quality Ad Hoc Committee, including development
of a proposal for a Child Care Quality Rating system being presented to the 2004 Iowa
General Assembly.
"" Provided leadership to an ad hoc group composed of academic, public policy, and local
community representatives looking at methods to disseminate results of early childhood
research.
:::::. Served on the ISU Extension Empowerment Evaluation Conference Planning Team
"" Served on a development team for changes to the ISUE Plan 200 Web Reporting System
(outcomes reporting)
Iowa Department of Human Services, Bureau of Collections
Des Moines, Iowa
Technical Writer/Program Planner 1lI: Reported to the Chief of the Bureau of Collections and
headed a team offour staff with responsibilities for budget development and monitoring,
evaluation of programs and policies related to this Title N-D child support agency, planning,
contract management, audit of program outputs against federal requirements and development of
outcomes, including developing a method for results-oriented budgeting. Previous additional
responsibilities included procurement, including development of Requests for Proposals.
Iowa Department of Human Services, Bureau of Collections
Des Moines, IA
Internship in family policy: Interned as a Program Planner II with the Iowa Department of
Human Services Child Support Recovery Unit. Responsibility included construction of an RFP
to privatize child support order establishment.
Resume for Kathlene Larson
L=on
2
Awards
April, 2006
Iowa State University College of Human Sciences
Ames, Iowa
Dean's Research Recognition Reward for collaboration and research in early care and education.
Education
May, 1996
Iowa State University
Ames, Iowa
Master of Science in Human Development and Family Studies, with emphasis in family program
and policy evaluation. Thesis title was "The Effect of Access Counseling on Visitation and
Child Support Compliaoce." Since completing the degree, have completed an additional IS
additional graduate hours in family program and policy evaluation.
May, 1993
Iowa State University
Ames, Iowa
Bachelor of Science in Sociology. Minors in Psychology and Family Services.
Selected Publications, Presentations, and Reports
Larson, K.A. & Heglaod, S. 2006. Benefits, Rewards, aod Support: Incentives to Building
Quality in the Iowa Child Care Workforce. Iowa State University Extension, Ames, lA,
under contract with the Iowa Department of Management. Available at
www.extension.iastate.edulcd-dial .
Larson, K.A.; Artz, G.; Heglaod, S.; Kuku, Y.; & Otto, D. 200S. Child Care, Parents, & Work:
The Economic Role of Child Care in Iowa. Under contract with the Iowa Business Council.
Available at www.extension.iastate.edu/cd-dial
Larson, K.A.; Grudens-Schuck, N.; & Allen, B. 2004. Methodology Brief: Cao you call it a
focus group? PM 1969a. Iowa State University Extension, Ames, IA. Available at
httos:llwww.extension.iastate.edufstore/ltemDetail.asDx?ProductID=64S6&ScricsCode=&C
ategorvID=92&Kevword
Grudens-Schuck, N.; Allen, B.; & Larson, K.A.; 2004. Methodology Brief: Focus group
fundamentals. PM 1969b. Iowa State University Extension, Ames, IA. Available at
httos:llwww.extension. iastate.edufstorelltemDetail.asDx?ProductID=64S6&ScricsCode~&C
ategorvID=92&Kevword
Larson, K.A. & Ryan, V. 2003. A tool for developing questionnaire content. Journal of
Extension, 41 (October). Available at htto:llwww.ioe.org/ioc/20030ctober/tt3.shtml
Larson, K.A. & Heglaod, S. 2003. Iowa Family Child Care Providers' Survey: Final Report.
Community Development - Data Information & Analysis Laboratory, Iowa State
University Extension, Ames, IA. Available at www.cxtension.iastate.edu/cd-dial .
NOTE: A full list of project reports is also available upon request.
GIBBS
PLANNING
GROUP
Wendy Ford
Economic Development Coordinator
Office of the City Clerk
410 East Washington Street
Iowa City, Iowa 52240
29 January 2007
Dear Ms. Ford:
Gibbs Planning Group, Inc. is pleased to submit this proposal to provide a market research
analysis for the city of Iowa City, Iowa.
Gibbs Planning Group will provide a complete qualitative analysis of existing retail and, when
appropriate, make recommendations for its improvement. Such an analysis is made with an
on-site visit to the project, which can take from 2 to seven days. In preparing for this field
evaluation, GPG reviews the area's demographics (household income, ages, growth rates, etc.)
for their effect on the site's redevelopment potential. At the site, GOO confers with the client
and the client's leasing representatives. Before proposing a redevelopment scheme, GOO
evaluates the nearby shopping centers, residential developments and traffic patterns for their
regional impact on the site. Within the site, all existing and planned buildings are assessed for
possible retail use in the redevelopment plan.
GPG's comprehensive retail analysis includes the site's tenant mix, vehicular circulation and
parking, visual merchandising, storefront design and signage, pedestrian movement, adjacent
land uses, appropriate building types, retail management, marketing and promotional plans,
physical maintenance, security and other elements considered relevant or requested by the
client.
One of the most important elements in redeveloping an historic urban square is to have an
accurate and realistic understanding of the location's commercial market potential. This
market research can be the baseline data for your organization to determine what is likely to
happen to the square under that existing status quo, as well as to what potential additional
retail businesses are supportable during the next five years. It is anticipated that the fmdings
of this analysis will allow for your group to set goals, policy and make specific short and long-
term implementation actions.
GPG will also review all of the support systems for the retail district including: streets, parking,
refuse collection, signage, lighting, pedestrian circulation, adjacent land uses, zoning codes,
tenant mix and surrounding retail. The result of this intense review is an objective list of
specific enhancements and modifications designed to increase retail sales and traffic suitable
for both the short and long-range tenure of the town or shopping center.
Gibbs Planning Group appreciates the opportunity to provide you with this proposal. We look
forward to assisting Iowa City. Please feel free to contact us if you have any further questions.
Sincerely,
GIBBS PLANNING GROUP, INC.
lilt. f ~
Robert J. GIbbs, ASLA
President
330 E. Maple Street No. 310 Birmingham. Michigan 48009
URBAN RETAIL CONSULTING + TOWN PLANNING + MARKET RESEARCH
Tel. 248.642.4800 Fax.248.642.5758 gibbsplanning@aol.com
GIBBS
PLANNING
GROUP
29 January 2007
Wendy Ford
Economic Development Coordinator
Office of the City Clerk
410 East Washington Street
Iowa City, Iowa
Dear Ms. Ford:
On behalf of Gibbs Planning Group (GPO), I am pleased to respond to your request
for retail consulting services for the city of Iowa City, Iowa. This proposal has been
designed to provide the Chamber of Commerce, the City of Iowa City and the
Downtown Association with a retail market analysis to determine the types and
sizes of retail development and effective marketing that will be supportable in
Downtown Iowa City now and for the next five (5) years.
Robert J. Gibbs, GPO President, has a broad range of both private and public
sector experience across North America, Europe and the Pacific Rim. Public urban
retail consulting clients include: Birmingham, Cambridge, Charleston, Chicago,
East Lansing, Knoxville, Madison, Miami, Naples, Portland, Seaside, Seattle,
Southfield and the State of Florida. GPO's business clients include: EDS, The
Kentland's, General Motors, Rouse, Steiner Associates, Taubman and Simon
Properties.
Please frod below a summary of GPO's proposed approach, scope of services and
fees that respond to my understanding of your request:
Task One: RetaB Market Analysis
This market analysis is designed to provide you and your planning team with an
estimate of the types and amounts of new retail development that is supportable at
your site. The analysis will forecast your project area's development potential
presently and during the next five years.
As a part of this study, GPO will comb the entire downtown Greenville region,
visiting most shopping centers and retailers. The assessment will include:
. evaluation of the stores' quality, service, and merchandise to seek out potential
voids or over-supply of a particular good or service. This hands-on inventory allows
for GPO to understand the market conditions, and to make adjustments in
statistical census data to account for real world conditions in the City.
The following issues will be addressed by GPO during the retail market analysis:
a. What is the likely short term and long-term trade area served by the study
area?
b. What do we estimate the different patron segments (Le. workers, tourists,
residents, visitors) to be, as serviced by the retailers?
c. GPO will collect demographic data including: household income, consumer
expenditure potential by retail category, education levels, % white-collar
employment, age, projected growth, etc.
330 E. Maple Street No. 310 Birmingham, Michigan 48009
RETAIL CONSULTING + TOWN PLANNING + MARKET RESEARCH
Tel. 248.642.4800 Fax: 248-642-5758 cibbsolanninelalaol.com
d. GPG will prepare a map identifYing the location of all major retail centers in
the primary and secondary trade areas, which will better explain the effects
of the gravitational model of competing retail districts on the primary and
secondary trade area.
e. GPG will review the existing proposals for the development of the residential
and commercial areas located in or adjacent to the study area.
f. GPG will define a primary and secondary trade area for the supportable
retail development.
g. GPG will factor into its analysis of consumer expenditure the effects of
pedestrian circulation, general vehicular circulation patterns, strength of
existing retail competition, proposed adjacent residential and commercial
construction, as well as other relevant conditions.
h. GPG will prepare a written summary of the relevant population and
demographic characteristics of the trade area including the socio-economic
characteristics and buying patterns of the population.
i. GPG will project the immediate and long term economic opportunities the
customer base can support.
j. GPG will issue a letter of qualitative opinion as to whether or not retail
development is supportable in the study area and what size of retailers
would be most successful.
k. GPG will prepare a written analysis of which retail categories (men's apparel,
sporting goods, hardware, etc.) currently face excessive competition, thereby
making them susceptible to store closures, as well as which retail categories
show a void in competition and can therefore support additional
development.
1. GPG shall provide a general list of potential retail and entertainment
businesses that could be tenants in the new development.
Step Two: Charrette Participation
GPG will be available to participate, at a location determined by you, in a planning
charrette of up to Five (5) days. During the charrette, GPG will review the retail
market conditions of the region with a member of your team and assist your
architects in preparing master plans for the commercial sections of the study area.
GPG will focus on tenant mix plans and site development requirements of major
retail categories. In addition, GPG will be available to make presentations to the
public about our market research findings.
Methodology: .
GPG's market research is based upon a unique combination of hands-on research,
solid gradational modeling and testing with actualloca1, regional and national
developers and retailers. Based on U.S. Census data, a gradational model will be
conducted by GPG, examining the Iowa City region's trade areas, expender
potential (demand) and the existing supply (as found above).
Page 2
')!va City, !A. Downtmvn Analy.sls
Gibbs ,ofanning Group. tne.
1/29/2007
Using the Gibbs model, various supply and demand scenarios are conducted,
determining a full range of potential voids and over supply by each retail
categories. For example, the gravitational U.S. census model may indicate that a
particular retail segment is under represented in terms of physical store size, but a
particular retailer may actually have significantly higher than average service and
sales, pulling from a larger trade area than is typical.
The third element of GPG's approach (with your permission) will draw from our
many contacts with real estate brokers, developers and tenants. Our findings will
be shared with these industry leaders one-on-one and at national conferences such
as the International Council of Shopping Centers, The Urban Land Institute, The Main
Street Progrnm, the National Town Builders and the Congress for the New Urbanism.
These detailed discussions will not only allow for GPG to cross-check the accuracy
of our fIndings, but often leads to direct leads with many potential developers and
new retailers.
Professional Fees:
GPG's proposed fee for the above consulting services is a lump sum amount of
Forty-Jive Thousand Dollars ($45,OOO), which includes travel and lump sum
costs. GPG will be available for additional meetings, services, presentations, and
consulting on an hourly or per diem basis as authorized by you and outlined
below:
Principal: $250.00/hr.
Associate: $20.00/hr.
$3,500. per diem
$150. per diem
Limits of Scope of Services:
The services described in this agreement are for qualitative retail and planning
analysis only, and should not be used as the sole basis of development, financing,
or leasing. The following items are not included in the services described by this
proposal:
a. Environmental reviews or analysis for toxic or contaminated site conditions.
b. Engineering, building and structural architectural design and engineering.
d. Detailed cost projections or development estimates.
e. Real estate leasing or brokerage services
Conditions of AgreemBnt:
a. GPG will begin services as described by this proposal upon receipt of a Ten
Thousand Dollar ($JO,OOO) non-refundable retainer. This retainer will be
deducted from the final invoice for services completed per this proposal.
b. GPG will invoice the owner on a monthly basis or at the completion of each
Step.
c. This proposal will be valid for 30 days from today's date.
d. The tasks outlined in this proposal shall be completed within a contract
Page 3
/rm'R Citv fA. Dovi,mtovvn AnalYSIS
Gibbs Planning Groue !n,~'
1/29/2007
."~--------------_.~---------------------'----"'---'-....--.---------------...--..-----..-...--
period of 6 months, followed by presentations to sponsoring partners of the
study, the Iowa City Council, and the public.
e. This agreement will not be enforced by either party until each party has in
its possession a copy of this agreement signed by the other.
f. In the event of termination or suspension due to the fault of others than
GPG, GPG will be paid compensation for all completed work, plus other fees
which may have been authorized by the Owner for expenses resulting from
such termination or suspension.
g. All claims, disputes and other matters in question arising out of, or relating
to, this agreement or the branch thereof, will be decided by any arbitrator;
said arbitrator will be appointed by American Arbitration Association, and
arbitration shall occur in Oakland County, Michigan.
h. GPG's responsibility to any errors or omissions resulting from the services
provided under this agreement is limited to $5,000.00.
i. This agreement represents the entire and integrated agreement between
GPG and the signee, and supersedes all prior negotiations, representations
or agreements, either written or oral.
j. This agreement may be amended only by a written instrument signed by
both GPG and a representative of the signee.
k. Municipal zoning and land-use variances may be needed as part of the plan
review process.
If you agree with the terms and conditions of this proposal, please sign below and
return a copy to my offices with a retainer as noted above.
Thank you again for the opportunity to submit this proposal and I am looking
forward to assisting you in the near future.
Sincerely,
GIBBS PLANNING GROUP, INC.
I accept the above terms & conditions:
h.1.~
Robert J. Gibbs, ASLA
President
Name
Date
....................................................................
Title
Representing
--END OF DOCUMENT--
Page 4
Iowa City, JA Downtown Analysis
Gibbs Planning Group, Inc.
1/29/2007
GIBBS
PLANNING
GROUP
GPG CLIENT REFERENCE LIST
MOllie & Polywldes Architects
/80 E. California Blvd @ Pitcher Alley
Pasadena, California 91105-3230
Placentia, CA: Retail Market Analysis
Contact: Tony Perez
(626) 844-2400 x. 23/
Castle & Cooke North Carolina, LLC
2/0 Oak Avenue
Kannapolis, NC 2808/
-North Carolina Research Campus Retail Market Analysis
Contact: Lynne Scott Safrit, President
(704) 927-110/
SL Joe Company
/00 Bec/rrich Road, Suite 200
Panama City Beach, FL 32407
-Retail Market Analysis of two mixed-use developments as well as the surrounding multi-county
area; Workshops for employees.
Contact: Mark Kohl
(850) 636-3200
City of PIano
/520 Avenue K
P.o. Box 860358
Plana, Texas 75074
-Retail Consulting Services for City of Piano's Historic Downtown
Contact: Frank Turner
(972) 94/-7122
City of Northville
Downtown Development Authority
2/5 w: Main Street
Northville, Michigan 48/67
-Retail Market Study and Downtown Commercial Planning Study
Contact: Gregory H. Presley
(248) 348-1124
City of Ulllversity Phu:e
37/5 Bridgeport Way West
University Plan, Washington 98466
-Retail Consulting, Town Planning and Market Research
Contact: Steven Sugg
(253) 566-5656
TretlSllre Coost Regional Planning COIIIICU
30/ East Ocean Blvd, Suite 300
Stuart Florida 34994
Palm Beach County URA project in Palm Beach, FL: Retail Market Study and Planning Services
Contact: Dana Little
(772) 22/-4060
GIBBS
PLANNING
GROUP
..
Significant Experience & Commissions
Academic
Urban Land Institute: Ten Principles for Developing Traditional Town Centers: 2006
Harvard University, Continuing Education Lecturer Urban Retail Principals: 1994-2006
University of Michigan, School of Architecture & Urban Planning Visiting Lecturer: 1998-2006
University of Michigan, Masters of Landscape Architecture: concentration, Urban Planning: 1984
Oakland University, Bachelor of Arts: concentration, Social Studies & History: 1977
Rutgers University, Walt Whitman School of Government: 1995
University of Maryland Visiting Lecturer: 1994
University of Miami, School of Architecture Visiting Lecturer: 1995, 1996
Lawrence Institute of Technology, Site Planning Junior Undergraduate Course Instructor: 1995, 1996
Awards, Honorarium & Uctures
American Planning Association National Convention Lecture: 2006
AP AlFlorida A ward of Excellence, St. Lucie County Master Plan: 2006
Florida Main Street Annual Conference Presentation: 2006
California Home Builders Community of the Year, San Elijo, California: 2006
Midtown Alliance, Keynote Speaker, Atlanta, Georgia: 2006
Rochester Regional Community Design Center, Keynote Speaker, Rochester, New York: 2006
Finding Community & Commerce in Town Centers, Willistun, Vermont: 2006
City ofBuflillo, NY, Downtown Partnership Keynote Lecture: 2005
ULI Award, The Glen Town Center: 2005
Kansas State University, Honorary Lecture: 2005
Michigan Home Builders Community of the Year, Eaton Station: 2005
Advanced Session, Congress for New Urbanism: June 2004
Florida Economic Development Deparbnent, Keynote Address: 2004
Keynote Lecture, Urban Land Institute, Austin, Texas: 2004
How to Tame Big Box Retail, Urban Land Institute, Beverly Hills, California: 2004
Keynote Lecture, Florida American Planning Association: 2003
National Trust for Historic Preservation Panel Member on National Chains: 2003
Royal Society of Planners, Dublin, Ireland: 2001
National Trust for Historic Preservation, Keynote Speaker, Indianapolis, Indiana: 200 I
Urban Land Institute, Regional Keynote Speaker, Detroit, MiChigan: 2000
Cbristchurch, New Zealand, International City & Town Centre Conference Keynote Lecture: 1998
Dearborn, Michig/m, Intemational Council of Shopping Centers Conference Keynote Lecture: 1998
Indiana Main Street Annual Conference National Endowment of the Arts Keynote Lecture: 1998
Michigan Society of Landscape Architeets Merit Award, Birmu,ghAm Master Plan: 1998
Seaside, Florida, Seaside Institute Smart Growth State Conference Speaker: 1998
West Palm Beach, Florida, Urban Land Institute Mayor's Forum Keynote Speaker: 1998
Chicago, Illinois, Chicago Transportation Conference Keynote Lecture: 1997
Los Angeles, Californis, California Cities for Livable Communities Lecture: 1997
New Y oli<, Urban Land Institute Lecture: 1997
St. Louis, Missouri, RailvolutiOll Lecture: 1997
National Endowment fur the Arts, Harvard University Faculty to the Mayor's Instate for City Planning:
Gary, Indiana; Nashville, Tennessee; Santa Fe, New Mexico; Long Beach, California; Cincinnati,
Ohio; Anchorage, Alaska: 1996
Novi, Michigan, American Society of Landscape Architeets Merit Award, The Vista's of No vi
Master Plan: 1995
Congress fur New Urbanism, Fin!, Second & Fourth Congress Lecture: 1994-1997
Michigan Society of planning Officials Honor Award, Oxfurd Township General Area Plan: 1994
UrIHm PIllIuring COlfSlllting
Louisiana Recovery Authority: 2006
West Palm Beach, Florida: 2006
2
Downtown Placentia, California, Master Plan: 2006'
Downtown Master Plan, Santa Ana, California: 2006'
Downtown Master Plan, Whittier California: 2006'
Niagara Falls, Canada: 2005-2006'
Overland Park, Kansas, Master Plan Review: 2006
Downtown Study, Crystal River, Florida: 2005
State of Florida, Community Development: 2005
Town Expansion Plan, Ashford, England: 2004
Zoning Study, Austin, Texas: 2004
Downtown Plan, Sarasota Florida: 2004-2005
East Lansing-Michigan State University: 2004
Westgate Master Plan, Toledo, Ohio: 2003
Downtown Plan, Wilkes-Barre, Pennsylvania: 2003
Northwest Expansion for 40,000 population, Doblin, Ireland: 2001
King Street & Market Square Retail Plan, Charleston, South Carolina: 2003
Third Ward Master Plan, St. Louis: 2002
Harper A venue Corridor, St. Clair Shores, Michigan: 200 I
Downtown Study, Bloomington, Indiana: 2000
Mid-Block Task Force, Portland, Oregon: 2000
Downtown Study, Macon, Georgia: 2000
Downtown Study, Kirldand, Washington: 2000
Downtown Master Plan, Lake Orion, Michigan: 2000
Master Plan, Macon, Georgia: 2000
Master Planning Study, Normal, Illinois: 2000
Master Plan, Grosse Pointe Farms, Michigan: 1999
Retail Market Analysis and Site Planning, Trenton, New Jersey: 1999
CBD Master Plan (DPZ prime), Baton Rouge, Louisiana: 1998
Master Plan (DPZ prime), Hickory, North Carolina: 1998
CBD Study, Lower Hull, New Zealand: 1997-1998
CBD Master Plan and Charrette, Macomb Township, Michigan: 1998
CBD Study, St. Paul, Minnesota: 1998
CBD Study, Wildwood, Missouri: 1998
Hartford Road Corridor Study (DPZ Architects lead consultant), Baltimore, Maryland: 1997
Downtown Master Plan, Bennettsville, South Carolina: 1997
Howell CBD Master Plan, Howell, Michigan: 1997
Third Ward Public Market Plan, Milwaukee, Wisconsin: 1997
Master Plan Evaluation, Naples, Florida: 1997
CBD Master Plan, NorthviIle, Michigan: 1997
Sunset Transit Station Planning Study, Washington County, Oregon: 1997
City Master Plan Study, Birmingham, Michigan: 1996
City Master Planning Study, Cedar Mill, Oregon: 1996
Retail Planning Study (Lennertz Coyle prime), Forest Grove, Oregon: 1996
Cedar Mill Retail Market Study (Lennertz Coyle prime), Portland, Oregon: 1996
Urban Shopping Center Study, Windsor, Ontario: 1996
Lincoln Road lnfiIl Redevelopment Study (DPZ prime), Miami Beach, Florida: 1995
South Beach Planning Charretle, Miami Beach, Florida: 1995
Fifth Avenue Master Plan, City of Naples, Florida: 1995
CBC Master Plan, Oxnard, California: 1995
Master Plan, City of West Pahn Beach, Florida: 1995
CBC Master Plan, Ventura, Califumia: 1995
Master Planning Study, (McKenna Associates lead consultant), Bay City, Michigan: 1993
N_ditiJJ1UJ/ To.... P"""ing
Water's Edge Town Center, Athens, Georgia: 2006
North Carolina Research Campus, Kannapolis, North Carolina: 2006
Rouzan Town Center, Baton Rouge, Louisiana: 2006
Houston, Texas, Proposed Town Center: 2006'
Santa Ana Town Center, Albuquerque, New Mexico: 2006'
Erie CanaI Town Center, Rochester, New York: 2005-2006
San Elijo Town Center: 2005'
Proposed Town Center, Vancouver, BC: 2005
3
Leeland Station, Virginia: 2005
City of Carmel Town Center, Carmel, Indiana: 2005
Evening Rose Town Center, Tallahassee, Florida: 2005
Domino's Farms General Master Plan: 2004
Treasure Coast Regional Plan, Florida: 2004.
Lorna Stone, Rochester Hills, Michigan: 2003
University Place Town Center, University Place, Washington State: 2003
Domino's Farms Town Center, Ann Arbor, Michigan: 2002
The Glen Town Center, Glenview, Illinois: 2002
Village of Rochester Hills, Town Center Rochester Hills, Michigan: 2002
Rosemary Beach, Florida, Town Center Study: 2002
Baldwin Town Center, Grand Blanc, Michigan: 2002
BTS Town Center, Lansing, Michigan: 2001
The Hamlet, Cantun, Michigan: 200 I
Acme Town Center, Acme Township, Michigan: 2001
Nixon Road Town Center, Ann Arbor, Michigan: 2001
Prairie Crossings Town Center, Chicago, Illinois: 200 I
Asher Village, Linden, Michigan: 200 I
Regional Town Center, Draper, Utah: 2001
Coffee Creek Town Center, Chesterton, Indiana: 2001
Multiple Town Center Master Planning, DraPer, Utah: 2000
Bonita Springs Town Center! The Simon Company, Bonita Springs, Florida: 2000
Glenview Town Center, Glenview, Illinois: 2000
Eton Street Station Master Plan, Birmingham, Michigan: 2000
Shelby Town Center, Shelby Township, Michigan: 2000
Analysis and Zoning Review, Bay City, Michigan: 1999
Master Landscape Plan, Cherry Hill Village, Michigan: 1999
San Elijo Village Center Master Plan for proposed 250,000 ifcommercial center, San Diego, California:
1999
Mt. Laurel Village Center Master Plan (DPZ prime), Birmingham, Alabama: 1998
Northwest Landing Town Center Master Planning Study (Calthorpe Associates' lead consultant) Dupont,
Washington: 1998
Town Commons 60 acre TND, Howell, Michigan: 1998
Washingtnn Village Master Plan, Washingtnn Township, Michigan: 1998
Heritage Village Master Plan & Landscape Plan, Waterford Township, Michigan: ] 997
Westwood Village Master Plan & Landscape Plan, Bever]y Hills, Michigan: ]996-1997
The Kentlands Town Center expansion Master Plan (DPZ prime), Gaithersburg, Maryland: ]996
Aberdeen Town Center, Valparaiso, Indiana: ] 995
Mayfield Park Village Master Plan, Mayfield Township, Michigan: ]995
The Vistas Master Plan & PUD approval, Novi, Michigan: 1993
Woodside Village 800 acre Master Plan, Grand B]anc, Michigan: 1991
University PbmninglUniversity of Connecticnt Town Center Plan, Storrs, COnnecticut: 2004
Michigan State University, East Lansing, Michigan: 2003
Downtuwn Study, Illinois State University, Norma1, Illinois: 2000
High Street Master Plan, Ohio State University, Columbus, Ohio: 1998
State Street Master Plan, University of Wisconsin, Madison, Wisconsin: 1998
Adaptive Reuse Study, Jolm Hopkins University, Ba1timore, Maryland: 1996
42" Street Master Planning Study, University of Pennsylvania, Philadelpbia, Pennsylvania: 1996
Walnut Street Master Planning Study, University of Pennsylvania, Philadelphia, Pennsylvania: 1996
Thayer Street Master Plan, Brown University, Providence, Rhode Island: 1994
R(/IIiJ ConSlllling
Kannapolis, North Caro]ina: 2006
Long-ternl Planning & Development, Central F]orida Panhandle: 2006
Proposed Town Center, Baton Rouge, Lonislana: 2006
Palm Beach County, Florida: 2006
Proposed Town Center, Osceola, Florida: 2006
Bannister Mall, Kansas City, Missouri: 2006
4
Water's Edge Town Center, Athens, Georgia: 2006
Erie Station II, West Henrietta, New York: 2006
Goodyear, Arizona: 2006
Placentia, California: 2006
Proposed Town Center, Houston, Texas: 2006
Santa Ana Town Center, Albuquerque, New Mexico: 2006
City of Whittier, California: 2006
Lincoln, Nebraska: 2006
Burr Ridge Town Center, Burr Ridge, Illinois: 2005
Proposed Town Center, Vancouver, BC: 2005
Niagara Falls, Canada: 2005
Proposed Town Center, Rochester, New York: 2005
Daytona, Florida: 2005
University of Connecticut: 2004
D-C Ranch, Scottsdale, Arizona: 2004
Ashford, England, Expansion Master Plan: 2004
Biltmore Farms, Ashville, North Carolina: 2004
Jeckylllsland, Georgia: 2003
Ponce de Leon A venue Retail Study, San Juan Puerto Rico: 2003
Town Center Study, City of University Place, Washington: 2002
Marl Dock Waterfront Retail Study, Muskegon, Michigan: 2002
Bolton Road Market Study, Atlanta, 6eorgia: 2002
Cooley Farms Position Paper, Gilbert, Arizona: 2002
Market Study, Alfreda, Georgia: 2002
Market Study, Lower East Side Convent Hill; Milwaukee, 2002
Market Study, Near West Side-Highland Park, Milwaukee, 2002
GM Tech Center, Warren, Michigan: 2001
Coffee Creek Town Center, Chesterton, Indiana: 2001
Downtown Macon Revitalization, Macon, Georgia: 2000
Downtown Study, Portland, Oregon: 2000
Retail Planning Study, Chicago, Illinois: 1999
Retail Planning Study, Melbourne, Australia: 1999
Ellard Village Retail Planning Study, Roswell, Georgia: 1999
Retail Planning Study, Sydney, Australia: 1999
Retail Planning Study, Arlington, Texas: 1998
Retail Market Study, Asheville, North Carolina: 1998
Retail Planning Study, Austin, Texas: 1998
Downtown Retail Market Analysis & Retail Master Plan (DPZ prime), Baton Rouge, Lonisiana: 1998
Retail Planning Study, Boulder, Virginia: 1998
Retail Planning Study, Charlottesville, Virginia: 1998
Miracle Mile Retail Study (The Taubman Company prime), Coral Gables, Florida: 1998
Retail Market Study, Covington, Lonisiana: 1998
Retail Planning Study, Davidson, North Carolina: 1998
Retail Planning Study, Dexter, Michigan: 1998
Market Analysis & Retail Planning Study, Galveston, Texas: 1998
Market Analysis, Guelph, Ontario: 1998
Visual Merchandising Presentation, Jeffersonville, Indiana: 1998
State Street Market Analysis (JJR prime), Madison, Wisconsin: 1998
Grand A venue Retail Marlret & Financial Analysis, Milwaukee, Wisconsin: 1998
Retail Market Analysis, Oconomowoc, Wisconsin: 1998
High Street strategy and overall tenant mix, Ohio State University: 1998
Retail Planning Study, Orlando, Florida: 1998
Market Analysis, Piano, Texas: 1998
Market Analysis, Quincy, Michigan: 1998
Retail Planning Study, Smyrna, Georgia: 1998
Central Business District & Neighborhoods Retail Marl<et Analysis, St. Paul, Minnesota: 1998
Market Analysis & Retail Planning Analysis (Dover Kohl Associates prime), Winter Springs, Florida: 1998
Retail Market Analysis, Belmont, North Carolina: 1997
Market Analysis & Retail Planning Analysis, Dupont, Washington: 1996-1997
Market Analysis & Retail Planning Analysis, Eagle, Colorado: 1996-1997
Retail Marl<et Analysis, HiIIsdale, Michigan: 1997
5
Retail Planning Study, Long Beach, California: 1997
Retail Market Analysis, Merritt Island, Florida: 1997
Visual Merchandising Presentation, Norfolk, Virginia: 1997
Retail Study (McKenna & Associates prime), Richmond, Michigan: 1997
Retail Master Plan (DPZ prime), Bennettsville, South Carolina: 1996
Rodeo Drive-Golden Triangle Retail Planning Study, Beverly Hills, California: 1996
Downtown Market Feasibility Study, Northville, Michigan: 1996
Market Void Analysis, 42'" and Walnut Streets, University of Pennsylvania, Philadelphia: 1995-1996
Retail Planning Study (DPZ prime), Gaithersburg, Maryland: 1995
Homewood Building Retail Market Analysis & Retail Analysis, John Hopkins UniversiTY, Baltimore
Maryland: 1995
5'" Avenue Retail Master Plan (DPZ prime), Naples, Florida: 1995
Downtown Retail Master Plan, West Palm Beach, Florida: 1993
Retail Study (DPZ prime), Providence, Rhode Island: 1992
Fairlane Town Center Mall Entry Renovation Master Plan (The Taubman Company prime), Dearborn,
Michigan: 1991
RetaU Market R_arch
Palm Beach County, Florida: 2006
North Carolina Research Campus, Kannapolis, North Carolina: 2006
Central Florida Panhandle: 2006
Baton Rouge, Louisiana: 2006
Erie Station II, West Henrietta, New York: 2006
Water's Edge, Athens, Georgia: 2006
Town Center, Houston, Texas: 2006
City of Whittier, California: 2006
Santa Ana, California: 2006
Taylor Crossings, Idaho Falls, Idaho: 2006
Melon Valley, Hurricane, Utah: 2006
SW Albuquerque Regional Study, Albuquerque, New Mexico: 2006
City of Ball win, Missouri: 2006
Niagara Falls, Canada: 2005
Vilano Beach, Florida: 2005
SL Armand's Circle Business District, Sarasota, Florida: 2005
York Township, Michigan: 2005
Metro Health Center, Grand Rapids, Michigan: 2004
Rosemary Beach, Town Center Study: 2002
Frisco Square, Frisco, Texas: 2002
Glenview Navel Station Town Center, GJenview, Illinois: 2002
Downtown Waterfront Study, Jupiter, Florida: 2001
Corridor Study, 28'" Street, Wyoming, Michigan: 2001
Town Center, Prairie Crossing, Illinois: 2001
Corridor Study, Harper Avenue, St. Clair Shores, Michigan: 2001
Redevelopment Plan, Greenbrier Mall, Atlanta, Georgia: 200 I
Corridor Study, Van Dyke Highway, Warren, Michigan: 2001
Redevelopment Pian, Antioch Mall, Kansas City, Missouri: 2001
Town Center, General Motors Tech Center, Warren Michigan: 2001
Mexican Town, SW Detroit, Michigan: 2001
Hope VI Redevelopment Project, Norfolk, Virginia: 2000
Downtown Study, Bloomington, Indiana: 2000
Microsoft Regional Offices, Seattle, Washington: 2000
Inner Harbor East Retail Market Research, Baltimore, Maryland: 1999
Bon Marche' Mall Retail Planning Study, Baton Rouge, Louisiana: 1999
Stop & Shop Sopermarket Company Retail Analysis, Bloomfield, Connecticut: 1999
Retail Planning Study, Cambridge, Massachnsetts Harmony Town Center, Orlando, Florida: 2000
San Elijah Town Center, Carlsbad, California: 2000
Coffee Creek Town Center, Chesterton, Indiana: 2000
Dupont Circle Town Center, Dupont, Washington: 2000
Eastgate Mall Retail Planning Study, Chattanooga, Tennessee: 1999
North Broadway Project Retail Market Research, Tacoma, Washington: 1999
Inner Harbor East Retail Market Research, Baltimore, Maryland: 1999
6
Stop & Shop Supe11Illllket Company Retail Analysis, Bloomfield, Connecticut: 1999
Retail Planning Study, Cambridge, Massachusetts: 1999
Chattanooga, Tennessee, Eastgate Mall Retail Planning Study: 1999
Central Square, Cambridge, Massachusetts: 1999
Redevelopment Project, Bon Marche' Mall, Baton Rouge, Louisiana: 1999
Redevelopment Project, Northland Mall, Southfield, Michigan: 1999
Bon Marche' Mall Retail Planning Study, Baton Rouge, Louisiana: 1998
Town Center Analysis, Kentlands, Gaithersburg, Maryland: 1998
Marina Commercial Study, WCI Communities, Bonita Springs, Florida: 1998
Retail Market Analysis and Site Planning, Trenton, New Jersey: 1998
Downtown Redevelopment Study, Baton Rouge, Louisiana: 1998
Downtown Master Plan, BennettsviUe, South Carolina: 1997
Downtown Study, Naples Florida: 1996
Downtown Study, Northville, Michigan: 1996
Clematis Study, West Palm Beach: 1995
Landscape Architecture
Southwest Housing Corporation, Detroit, Michigan: 200 I
Woodbridge Estates, Detroit, Michigan: 200 I
Andover High School, Bloomfield Hills, Michigan: 200 I
Lahser High School, Bloomfield Hills, Michigan: 200 I
Hamlet ViUage Master Plan, Canton Township" Michigan: 2000
Cherry Hill Village Master Landscape Plan, Dearborn, Michigan: 1999
Columbia Center Landscape Plan, Troy, Michigan: 1999
Power Center Landscape Plan, Rochester Hills, Michigan: 1998
City Hall Landscape Master Plan, City ofLathrup Village, Michigan: 1997
Woodward Avenue Master Plan, City of Bloomfield Hills, Michigan: 1997
Barrington Woods Landscape Plan, Bloomfield HiDs, Michig8tl: 1995
Fairlane Town Center Entry Plaza Landscape, Dearborn, Michigan: 1992
Annie Lathrup Park Master Plan, Lathrup Village, Michigan: 1989
Land PIII""ing
Domino's Farms General Master Plan, Ann Arbor, Michigan: 2004
Country Club Green, Fenton, Michigan: 2001
Conceptual Land Planning, Genesee Township, Michigan: 2000
Neighborhood Planning, Oxford, Michigan: 1999
Conceptual Land Planning, Mundy Township, Michigan: 1998
Neighborhood Planning, Sterling Heights, Michigan: 1998
Conceptual Land Planning, Taylor, Michigan: 1998
Columbia II Office Building, Troy, Michigan: 1998
Golden Gate Estates, Auburn Hills, Michigan: 1996
Woodside Village Neighborhood Planning, Northville, Michigan: 1996
Country Club Village Master Plan, Northville, Michigan: 1991
Hidden Ridge Neighborhood planning, Bloomfield Hills, Michigan: 1990
Hemmingway Woods Master Plan & PUD Approval, Lake Orion, Michigan: 1990
Forest Hills Master Plan & PUD Approval, Lake Orion, Michigan: 1989
PtutiIIl CIieIIt List
Calthorpe Associates
Castle & Cooke North Carolina, LLC
Chevy Chase Bank, Maryland
City of Atlanta, Georgia
City ofBirming/lam, Michigan
City of Cambridge, Massachusetts
City of Chicago, II1innis
City of Draper, Utah
City of Madison, Wiseonsin
City of Naples, Florida
City ofPort1and, ()r<,gon
City of South field, Michigan
Duany-Plater.Zyberk Architects
General Motors COI'p!)ration
GID Investment Advisors, LLC
Kennecott Land Company
Lake Erie Land Company
Leeland Station, LLC
The Limited Cotpnration
Mitchell Oil Companies
Moule & poIyzoides Architects
Oliver McMiUan
Simon Properties
St. Armand's Business Improvement District
7
City of St. Paul, Minnesota
City of University Place, Washington
City of West Palm Beach, Florida
Department of Community Affairs, Florida
Dover & Kohl Partners
St. Joe Company
State of Oregon
State of Florida
The Taubritan Company
Treasure Coast Regional Planning Council
Professional Organization Membership
American Society of Landscape Atchitects: Member
Congress for New Urbanism: Charter Member
International Council of Shopping Centers: Cmporate Member
Michigan Society of Planning Officials
Urban Land Institute: Member
PubUcations
Atlantic Monthly
Chicago Tribune
Consumers Report
Crain's Detroit Business
Detroit News
Los Angeles Times
New York Times
Portland Oregonian
Urban Land Institute
WaIl Street JournaJ
330 E. MapJe Street No.3 10 Birmingham, Michigan 48009
Tel. 248.642.4800 Fax.248.642.5758 gibbspJanning@aol.com
.._______._~_.~_._~_____~__.__"..,____~__._~_._____"._~.____._,_.. __'OM ___.___________
8
WHAT
MAIN STREET
CAN LEARN FROM
THE MALL
A guided tour with a landscape architect and
retaUing specialist who believes that shopping
malJs - vUify them though we might - can
offer moribund citles what they desperately
need: practical lessons in the psychology of
commerce
by Steven Lagerfeld
Atlantic Monthly
Shopping with Robert Gibbs is like being
shown around a museum of retailing by an
eccentric curator. He mutters frequently,
counting under his breath and pointing vaguely
at store windows. He expounds enthusiastically
upon footcandles and price-point-to-aperture
ratios. He is cast into gloom by what he calls
internally illuminated signs.
Gibbs has the sort of occupation Anne Tyler
might invent for a character in one of her novels.
He is a retail consultant who travels the countrY
telling towns and small cities how to survive and
prosper by learning the lessons of the shopping
mall. Trained as a landscape architect at the
University ofMichie:an at Ann Arbor, Gibbs
worked for a dozen years as a retailing specialist
in the service of strip-shopping-center and
shopping-mall developers, studying, debating,
and adjusting virtually everything that might
affect a shopper's mood in the marketplace, from
color schemes to the location of escalators. In a
well-run mall, Gibbs says, even lhe bencbes are
positioned so 1hat lhe shopper at rest cannot help
gazing at the wares offered in store windows.
The overriding imperative is to lose no
opportunity, no matter how small, to make
a sale.
Gibbs walks down Clematis Street, the main
shopping street in West Palm Beach, Florida, as
ifhe were navigating a maze, seeming utterly
distracted even as he searches intently for clues
to the street's secrets. At forty he still has
some1hing of the smirking manner of the high
scbool wise gny. But on Clematis Street he is all
business.
Gibbs is impressed that most of the trash cans
and newspaper vending machines have been
painted the same dark green, a fushionable hue
now used in many malls. Even a pair of two-by-
fours supporting a tree have been painted. "A
little detail you would expect in mall
management," Gibbs says approvingly.
At the comer of Clematis and Dixie Highway,
?ne ofth.e m.a.m \IY.",
mtersections m town, a ~..-
new gym has opened, its
large plate-glass windows
displaying its clientele to
passing pedestrians and
motorists. The gym is
what Gibbs calls a
"generator": the traffic it
draws will help attract
related businesses, such
as restaurants, fast-food
outlets, perhaps a
sporting-goods store, to
the empty storefronts
nearby.
The gym is also a
brilliant piece of street
theater, telling all who
pass its windows that
West Palm is young, hip,
and attractive. It is not here by accident.
Borrowing a page from shopping-mall
management, lhe city's Downtown Development
Authority and the City Center Partnership, an
allied local nonprofit organization, have used
loans and other incentives to manipulate the
"tenant mix. " They worlred for four years to lure
the gym to this important location. The DDA is a
significant advantage to West Pahn Beach, as is
the energetic mayor, Nancy M. Graham. The city
has attracted several plum projects in recent
years, including a massive new county
courthouse. In 1992 the city council approved a
$12 million bond issue to renovate the
downtown district. Other money was
appropriated to CODvert Clematis from a one-way
into a two-way street and to install new
sidewalks, lights, and pahn trees.
Half a block east of the gym, at 331 Clematis,
Provident Jewelry & Loan offClll more evidence
1
of the city's ability to shape the street. A
pawnshop that once lent a vaguely disreputable
air to the neighborhood, Provident has been
transformed with the aid ofloans from the City
Center Partnership. With a fresh coat of paint, a
dapper awning, and a prim new sign that doesn~
shout "pawnshop," it has become an upright
citizen and an asset to Clematis Street. The
Imperial Gallery, a frame shop, and The Last
Resort, a Generation X clothing store, both
opened up with loans and other help.
Elsewhere on Clematis a large old building is
being carved up into snmller stores. To lend their
operations a bit oflocal flavor, weU-managed
malls often create tiny low-rent spaces called
"incubators't and recruit local entrepreneurs to
set up shop; some of them will thrive and open
bigger stores. West Palm Beach is doing the
same thing.
There are reasons to he hopeful about West Palm
Beach, and about other towns and cities that are
willing to borrow intelligently from the lessons
of the mall. For the first time in decades strong
trends in the national retail market seem to be
working in their favor. A reaction is setting in
against the monotony and homogeneity of the
shopping Ul811. People are spending less time in
malls--an average of only an hour and a halfto
two hours a month this year, according to one
source, as compared with three and a half hours a
month in 1990-and few new malls are being
built. Only four new regional maIls (800,000
square feet or larger) opened in the Uuited States
last year, as compared with twenty-seven in
1989.
Part of the explanation for this change is simply
that suburban markets have become saturated,
and part is that strip shopping centers, "big-box"
retailers, and "power centers" that bring high-
volume discounters together in one location are
drawing customers away from the U18IIs. But
Ul8U fatigue is a potent factor. In focus groups
people tell Gibbs that they are tired of shopping
in maIls filled with the same stores that they can
find everywhere else in the country. Many say
they want to shop in downtowns, in quaint, one-
of-a-kind stores. Gibbs does not have a
monopoly on this intelligence. Retailers are
already responding. Nordstrom has recently
agreed to open a store in downtown Norfolk,
Virginia. Even major discount retailers like
Caldor and Kmart are feeling the lure of
downtown markets. Kmart plans to open a store
in Manhattan next year, in the historic Herald
Square shopping district. "Signs of an urban
boom can be found almost everywhere," the
trade publication Shopping Centers Today
reported last faIl.
Gibbs came to West Palm Beach, a city of more
than 70,000, two years ago, to work on a new
master plan for the city with Andres Duany and
Elizabeth PIater-Zyberk, the Miami-based
pioneers of the New Urbanism. This SUl811 but
influential movement among architects and
urhan planners proposes to revive nineteenth-
century town-planning principles, using denser .
development and gridded street systems, among
other things, as an antidote to suburban sprawl.
Duany and Plater-Zyberk's greatest success so
far has been the much-publicized new town of
Seaside, a resort community in the Florida
panhandle. But Gibbs's enthusiasm for the New
Urbanist cause and for downtowns in general
doesn't stop him from working for the occasional
shopping-mall company that seeks his services.
And his own office, with its small staff, is
located not in a gritty city but in the genteel
downtown of Birmingham, Michigan, an afflueut
Detroit suburb.
What Gibbs contributes to complex cooperative
projects like the one in West Palm Beach is a
commercial sensibility unlike anything possessed
by the urban planners and architects who usually
design downtown-renewal efforts. Addressing
audiences nf such specialists, Gibbs takes a
puckish delight in shocking them with his views
on conventional urban planning. He shows them
slides of a generic "success" in street design and
then points out, feature by feature, how the
design actoaIly hurts the town's businesses.
The shade trees and planter boxes? Lovely, he
says, but they block shoppers' view of shop
windows and signs. Those handsome groupings
of benches and tables? They seem inviting until
Gibbs points out that they often attract teenagers
and other loiterers, who scare off shoppers. The
elegant Victorian streetlamps, the expensive
trash cans, and the distinctive granite paving
stones --.so beautiful that people will stare at
them as they walk by the storefronts," Gibbs
says-are little more than money down the drain.
Their costs must be amortized over many years,
but long before they have been paid off (and
before the town can afford to replace them) they
will be old-fashioned, marking the entire street
as out of date and out of step.
Gibbs sometimes clinches an argument by
2
showing his audience slides of some of the
world's most opulent shopping streets, including
Pahn Beach's Worth A venue, which happens to
be located about a mile (and a world) away from
Clematis Street. The W orth Avenue slide reveals
a pleasant but extremely plain street. It is lined
with a row of pahns and simple light poles. Its
sidewalks, conspicuously, are mere concrete.
As Gibbs and I traverse Clematis Street over the
course of two days, he pauses time and again to
consider the textured sidewalk paving blocks that
have been installed since his last visit. There is
no question that they are attractive. But are they
too porous to keep clean? Too fancy?
This is not the kind of question that planners and
architects often ask themselves. They tend to see
streets and sidewalks strictly as a civic realm, a
social environment where people meet and
interact, and they tend.to favor the sorts of
attractive sidewalks and streetscapes that seem to
promote sociability. Ifthey are not greatly
concerned about the impact of their work on the
welfare of haberdashers and stationers, that is not
surprising. They belong to professions that are
often at war with commercial interests.
Gibbs sees the street first as a commercial space.
Nourish commerce, his implicit credo goes, and
the people will come. A dirty street, a sidewalk
spotted with old chewing gum and grime, is a
turnoff for shoppers. And if people won~ come
downtown to shop, there simply won~ be a civic
reahn.
Fear of crime is one of the things that keep them
away, and grimy sidewalks are one of many
signs that hint at disorder, in Gibbs's view.
Standing outside the gym at the comer of
Clematis and Dixie Highway, he discourses at
length on an untidy collection of benches, tables,
and chairs outside a cafe across the highway.
This is civic space ouly in theory. In fact it poses
a threat to civic existence. "Those benches make
it look like this is a very difficult place to walk,"
he says, putting himself in the shoes of the
average (that is, female) shopper. "You've gotto
squeeze between those benches. And if a
teenager or some street person happens to be
there, you would have to touch them, because
you're so close together. That is like a sign
saying DON'T ENTER."
Ironically, one of the forces working in favor of
downtowns today is the erosion of the shopping
malls' image as a safe haven from crime. Only a
few years ago, Gibbs reminds me, it was rare to
see uniformed security officers in malls, because
the mere sight of a uniform was thought to be
unsettling to shoppers. Today uniformed guards
seem reassuring, and they can be seen in malls
everywhere. Even janitors are equipped with
thick, military-style belts and walkie-talkies.
Parking lots are patrolled by security vehicles
that proclaim their presence with roof-mounted
flashing lights. The Pahn Beach Mall, just a few
miles from Clematis Street, is so notorious
locally as a dangerous place that all pretenses
have been abandoned: the parking lot is studded
with tall observation towers, making it resemble
nothing so much as a prison yard.
Towns, Gibbs insists, must follow the malls'
example in dealing with the public's fears. That
means ensuring a visible police presence,
removing or rearranging benches and other
features that encourage loitering, and keeping the
streets and sidewalks clean. Mall managers, ever
inventive, are now improving the lighting in their
parking lots. The norm for illumination was a
footcandle or less just a few years ago, Gibbs
says. Now it is closer to three footcandles. Many
self-service gas stations, which must offer a
reassuring prospect to lure passing motorists off
the road, are now lit up like Hollywood sound
stages. The lighting in West Pahn Beach? Three
quarters to one footcandle, Gibbs estimated.
A town's retail planning, Gibbs says, should
begin where a mall's does--far from the selling
floors. A simple example of mall thinking is
what Gibbs calls the "no-left-turn rule": Never
locate a shopping center in a place where
commuters will have to make a left turn to get in.
People tend to shop on their way home from
work, the thinking goes, and they are less likely
to stop if it involves making a turn against
traffic.
This is no idle observation. At one point in his
career Gibbs traveled around the country as a
member of a team evaluating sites for future
shopping malls. Gibbs recalls that the opinion of
the traffic consultant mattered most. He vetoed
so many sites that he was called The Terminator.
There is a corollary for towns and strip shopping
centers: coffee shops and doughnut stores ought
to be located on the workbound side of a main
road, grocery stores and other services on the
homebound side. "Just one left turn will kill
you," Gibbs says.
3
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Mall merchandising begins in the parking lot.
Gibbs points out that at the Gardens of the Palm
Beaches, an upscale mall several miles from
West Palm Beach, the plantings around the
building and parking lots, with their lush, tightly
trimmed shrubs, seem to suggest that shoppers
are arriving at a special place, and that perlJaps
they are special as well. It's almost like having a
doonnan. It's certainly a fur cry from the feeling
one gets in the rundown West Palm Beach
parking lot where Gibbs and I parked.
Once, guiding me into a lavish urban mall called
Georgetown Park, in Washington, D.C., Gibbs
was able to predict which way I would torn upon
entering. Most casual shoppers who are not
immediately bound for a specific store--which is
to say most shoppers-travel counterclockwise.
Nobody knows why, though it's reasonable to
suppose that driving on the right-hand side of the
road has something to do with it. A good mall
designer will take special care to ensure that
entering shoppers have a powerful unobstructed
vista of storefronts to their right. Rarely will that
vista run the length of the maIl, however. It is a
cardinal rule to keep shoppers' eyes on the
merchandise at all times. Designers try to
confignre malls with enough twists and toms that
the shopper looking ahead is constantly looking
toward a wall of storefronts. Gibbs is so
convinced of the importance of what he calls the
"deflected view" that in laying out the main
shopping street of a small new development in
Novi, Michigan, he put two thirty-degree toms
near its middle. Straight streets, he believes, are
one of the biggest commercial handicaps of a
town like West Palm Beach.
There are other rules. Clothing stores, for
example, should never be located next to
restamants: for some reason the smell offood
hurts clothing sales. In downtown areas clothing
stores should never be located on the north side
of a street: the colors of clothes displayed in a
shop window with a soothern exposure begin to
fade within holD"S. Western exposures are bad for
restamants: the setting sun at dinnertime makes
customers uncomfortable. Restaurants can
prosper on side streets and in other less-desirable
locations, because they usually do not rely
heavily 00 drop-in business. They are
destinatioos. Most retail stores count on drawing
a lot of impulse shoppers, and thus need to be
located in high-traffic areas.
Designers also know that the average shopper,
strolling along at three or foUr feet per second,
walks past a storefront in about eight seconds.
That's how long a shop owner has to grab a
consumer's attention with an arresting window
display. Downtown merchants must live with the
same eight-second rule, but they can also sell to
passing motorists--and the window of
opportunity for "merchandising to the car," as
Gibbs puts it, is less than a secood.
Sophisticated retailers use a variety of subliminal
clues to attract shoppers. At Georgetown Park,
Gibbs pointed out a high-priced stationery store
that had created a window display featoring a
small old wooden desk with a few pricey writing
implements casually strewn about, including four
ordinary-seeming lead pencils in a wooden box,
priced at $215. The tableau, Gibbs informed me,
was "lifestyling" par excellence-focusing the
shopper's attention not on the goods themselves
but 00 attractive things associated with them.
Buy these outrageously expensive pencils, the
display suggested, and you will have taken one
more step toward a life of tweeds and
contemplation in the English countryside.
The lifestyling message was amplified by the
window designer's skillful exploitation of what is
called the price-point-to-aperture ratio. The
appealing desk-and-pencils tableau was framed
inside the window, much as a picture is
positioned inside a mat in a picture frame. In
retailing the size of the aperture is often used to
provide shoppers with clues about what is in a
store. A relatively small enclosed space suggests
high quality and prices to match. This is one
reason why Tiffany & Co. displays its wares to
passersby in tiny vaultIike spaces. Big windows
and big displays generally suggest lower prices.
The Duany and Plater-Zyberk plan for West
Palm Beach calls for a revitalized downtown
core and also thousands of units of new housing
in the surrounding area, now a depressing jumble
of empty lots, old buildings, and gas stations.
The dimensions of the cltallenge fucing the city
became clear to me after I drove through the area
for the first time on heavily traveled Dixie
Highway: I sped through the intersection with
Clematis without realizing that it was the heart of
downtown West Palm Beach, not just another
cross street in the area's endless grid of semi-
urban sprawl.
In the past the neglect of commerce by planners
and architects was compounded by an inability
to cope with the automobile. The car has
generally been treated as an enemy, with
4
disastrous results for downtown commerce.
During the 1960s and 1970s, for example, there
was a great vogue in planning circles for banning
cars from downtOwn streets and creating
pedestrian malls. The experiment was disastrous.
Many downtown maIls have since been ripped
up, and the streets rebuilt for automotive traffic.
Surveying a small parking lot just off Clematis,
Gibbs says that a conventional urban planner
would waste no time converting it into a park,
with benches, trees, and perhaps a fountain. "The
shoppers will be happier if they have a place to
sit and watch the fountain," he says, in disdainful
deadpan imitation of a hypothetical planner's
argument In Gibbs's view, the problem is that
people won~ stop, park their cars, and get out to
visit such a park. And if they don~ do that, the
merchants of West Palm Beach won~ have an
opportunity to sell them anything.
Slowly, however, towns are coming to grips with
the car. At the intersection of Clematis and EI
Campeon Boulevard, Gibbs can barely make
himself heard over the roar of heavy machinery.
Even before he and his colleagues were called in
to help draw up the new master plan, city
officials had decided to reroute the traffic that
flows over one of the Palm Beach bridges and
around the outskirts of town onto an extended
and widened El Campeon, recently renamed
Quadrille. The goal, virtually unheard of in latc-
twentieth-<:entury America, is to pump more cars
into the downtown.
For Gibbs's purposes, not just any kind of traffic
will do. Just east of that intersection Clematis
Street is bisected by U.S. I--which is actually
two one-way roads when it passes through West
Palm Beach. Cars and trucks speed by, creating a
forbidding double moat that slashes through
Clematis and discourages pedestrians from
walking the length of the street
The city's new master plan calls for a radical
alteration of the traffic pattem. Both branches of
U.S. I will be converted into two-way roads,
with on-street parking, one lane in each
direction, and a turning lane. Instead of flowing
through town as quickly as water, traffic will
slow to the speed of syrop. The idea is to
transform this sonIIess thoroughfilre into a vital
cily street.
As Gibbs sees it, Clematis Street is fighting the
same problem that a lot of other American main
streets are: it doesn~ have a purpose anymore.
During the 1920s it connected the train station,
on the west end of town, with the ferry to Palm
Beach, on the east end. But after two bridges, on
either side of town, began funneling traffic
around Clematis, its fate was sealed. The
Woolworth's, the McCrory's, and the Sears,
Roebuck all continued to prosper for a while, but
business inevitably followed the cars.
Historians analyzing the decline of America's
towns and cities after the Second World War
usually put most of the responsibility on the
federa1 government's head. The interstate
highway system and federal mortgage subsidies
for single-family homes spurred suburban
growth, the argument goes, and doomed the
downtowns. In Gibbs's version ofurban history,
based on his travels, another force looms large:
the highway bypass. As the number of cars on
the roiId soared after the war, town merchants
and residents sought relief from traffic-<:Iogged
streets. Their demands coincided with the
interests of the state highway departments and
traffic engineers, who wanted to keep building
roads and whose highest professional goal was
the unimpeded flow of cars. Routing highway
traffic around the outskirts of town must have
seemed the obvious thing to do. The downtowns
thus unwittingly initiated their own march to a
commercial grave.
Retailers flock to what Gibbs and other retailing
specialists call a "main-main" intersection-the
place where the two most heavily traveled roads
in an area meet. Historically, towns grew up
around main-mains. In one town after another
across the country, the opening of a new bypass
created a new main-main outside town. There,
beginning in the 1950s, strip shopping centers
began sprouting. Then came the interstate
highways, creating where they crossed state
highways or other interstates a new set of main-
mains still farther from the old downtowns. It is
usually at these new crossroads that one finds
large regional shopping malls today.
Standing on the south side of Clematis under a
hot Florida sun, Gibbs launches into an
impassioned diaguosis--a1most an autopsy-of a
men's clnthing store on the other side of the
street, at No. 335. This touches on the matters
that seem closest to his heart. Minotes before, he
dragged me into the store almost against my will.
Housed in an eighty-year-old two-story building
painted the color of putty, the store features a
large blue umbrella awning overhung by a large
internally illuminated white-plastic sign. The
5
__".,~.~____~___.__.______.~_.._...~__._n.__'_.'~__________.__~.__"._._,.__._,___~.__,__,..,_,_.,,_
store's name appears in big letters of washed-out
blue over the tag line MEN'S WEAR--SHOES.
The sign seems to date from the 1950s or 19605.
Inside, the store was everything I had feared--
small, cramped, dark, and, in more ways than
one, stuffy. Shoes and sport coats were displayed
in closed glass cases, and the store was
dominated by a counter with cash register in the
middle of the floor. The proprietor seemed to
watch us suspiciously.
On the sidewalk Gibbs is almost angry. "You
wouldn~ have gone in there if! hadn't made
you," he declares, "but he sells a lot of what you
wear." He reels off a list of brand names he
spotted in his expert visual frisking of the store:
Corbin, Cole Haan, Allen-Edmonds, Bass,
Sperry Top-Sider. These are "very line names,"
Gibbs says, the kinds of brands that would
interest affluent locals and tourists (not to
mention visiting retail consultants and writers).
But the store offers passersby barely a clue about
what it has for sale.
Its most prominent signs should promote the
brand names it carries, Gibbs says, to take
advantage of the millions of dollars that big
companies spend on advertising to shape
perceptions of their products. And what would
be good for this store would be good for West
Palm Beach.
"People will see 'Cole Haan' and they will drive
off the road," Gibbs explains. "They will say, 'I
thought this was a dnmpy area. If they sell Cole
Haan, they can't be that bad.'"
The store could give itself an even bigger lift,
according to Gibbs, by making use of a few
rudimentary lifestyling gestures. To hear him tell
it, Iifestyling is the 1ate-twentieth-century
equivalent of the barber pole, announcing to
shoppers what's for sale. It is ubiquitous in the
mall but virtually nonexistent on Clematis Street
and other American main streets. Its vocabulary
is easily acquired. Simply placing a canoe paddle
or a bicycle in the window of the men's store,
Gibbs says, would telegraph several messages to
passing shoppers, including the vital (and
correct) information that it is selling clothes that
fit what Gibbs classifies as "the L. L. Bean
look."
Down the street, at Mac Fabrics, we count seven
signs with the store's name on them, and Done
displaying brand names. "Brands are what give
you credibility," Gibbs says. Ifhe had his way,
signs advertising brand names would hang from
the imitation-antique light poles that line the
street.
This, obviously, is not a sentimental view of the
American town. Gibbs is not proposing to restore
the cozy village of the popular imagination. NOT
does he think that the town will ever eradicate
the malls, Wal-Marts, power centers, and other
commercial innovations of American retailing.
The American shopper's expectations have by
now been completely conditioned by malls and
national advertisers. The shopper wants, at the
very least, much more choice than the traditional
town ever provided.
The same people who tell Gibbs in focus groups
that they are tired of malls complain that many
small towns are, well, too small. Why drive half
an hour to browse through only a handful of
stores? Gibbs's rule of thumb is that a town
needs at least 200,000 square feet of retail space,
about the same amount as in a small mall, to
become what retailers call a destination--a place
that people are willing to travel to.
And once they get to their destination, people
don~ really want to shop in old-fashioned small-
town stores. Americans, in their time-honored
way, want a variety of often contradictory things.
They may like quaint, one-of-a-kind stores that
seem to sell unique merchandise, but they also
want the comfort and security of national brand
names on the goods they buy, and they don't
want to pay a lot for them.
Mall operators and national retailers are moving
quickly to give people what they want, and
Gibbs's message is that towns must do so too if
they wish to survive and prosper. That silll
leaves plenty of room for individuality. Each
town must build on its unique strengths and its
unique markets. What can~ be escaped, however,
is the ueed for a conscious strategy for
commercial survival.
Gibb's prescriptions for the streets of West Palm
Beach and of other American towns and small
cities borrow so heavily from the mall that it
becomes difficult to see how, except for the
absence of a roof over its streets, a place
reconstructed along such lines would differ from
a mall. It might be a town, but would it be a
community?
When I ask him about this, Gibbs just shrugs his
6
shoulders. He is not a philosopher-king. He does
not pretend to know how to deliver an active
civic life and a sense of community. but he
believes that these things are impossible without
a vital commercial life. That is something that he
can help deliver.
He is not particularly worried that his
prescriptions will lead to the homogenization of
Main Street The mall is a machine for shopping.
In contrast, the pieces of the downtown shopping
machine lie about unassembled, and in all
likelihood they will never be put together in the
way that they can be in a mall, with its single
cotpOrate owner. Main Street will always retain a
certain redeeming randomness. But if it does not
learn the ways of the shopping mall, it will not
retain much economic vitality. People who care
about cities, Gibbs says, should be outraged that
mom-and-pop shoe-store owners renting space in
a mall or a strip center enjoy the benefits of the
latest thinking in retailing, while those who open
for business downtown get virtually no help at
all.
It is hard not to feel some trepidation about the
world Robert Gibbs imagines. But it is also hard
not to agree with him that commerce matters,
even to the world his critics might prefer. The
Greeks, after all, cherished their agora, but it was
always first and foremost a place of business. It
is probably troe that community and civic spirit,
like happiness and love, are often found when
you're not looking--sometimes even when you're
out shopping.
Copyright@ 1995 by The Atlantic Monthly
Company. All rights reserved
7
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III
III
III
11II
11II
11II
PROPOSAL FOR
DOWNTOWN IOWA CITY
MARKET NICHE ANALYSIS
Submitted by
Marketek, Inc.
January 2007
January 29, 2007
Ms. Wendy Ford
Economic Development Coordinator
Office of the City Clerk
410 East Washington Street
Iowa City, Iowa 52240
Subject: Downtown Iowa City Market Niche Analysis, Iowa City, Iowa
Dear Ms. Ford:
In response to your request for proposals for 0 Downtown Iowa City Market Niche
Analysis, Marketek, Inc. is pleosed to submit the following qualifications and scope of
work. The purpose of the proposed research is to provide a comprehensive assessment
of potential market support for retail/service, office, residential and entertainment uses in
downtown Iowa City and to help the city establish 0 customized and effective business
development effort to strengthen the commercial base and energize the entrepreneurial
environment in the downtown.
The Marketek team is more than 0 consulfing group-we offer solutions. We recognize
the challenges faced by communities and economic development professionals to
perform, respond to economic shifts and create measurable results. Marketek is
committed to producing results with our clients. We work to ensure that every market
analysis encompasses on implementation and business development component so that
the resulfs ore put to work. Our team motto is: We toke our clients from Research to
Resullsl This statement reflecfs our philosophy that organizational capacity-building and
economic development go hand-in-hand for ultimate success.
Marketek knows firsthand the value of close client contact. We work to provide our
clients with 0 clear understanding of the marketplace together with targeted business
development strategies and 0 game plan for tracking results -- 011 essential ingredients for
sustained success.
We will be happy to respond to any questions you might hove in your consideration of
our proposal.
Very truly yours,
MARKETEK. INC.
~1.(C_,-- C,--.," "Cl-~ u-l } L} '---
Eleanor Quinn Matthews
Principal
l i cI\-fuc_",-CY .
100 waverly way, n.8.
atlanta, go 30307
(p)404.522.2243
(1')404.524.9939
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100 waverly way, ".e.
at;lcnt;a, go 30307
(P)404.522.2243
(P)404.524.9939
mar'...ete...
Table ot Contents
1.0 Firm Profile ................ ..... .......... ....... ........ ........ ... '" '" ............. ....... ... ............ ..........1
2.0 Project Tea m ................. ....... ..... ..................... ......... ... '" .... ... ................ '" .............2
3.0 Qualitications a nd Experience............. ........ ... ......... ....... ....... '" .........................3
4.0 Project Approa c h ...... ..... ..... ................................................................................ 7
5.0 Project Timeline .................................................................................................15
6.0 Cost Estimate .....................................................................................................16
7.0 Appendices .......................................................................................................17
Appendix A - Team Resumes
Appendix B - links to Sample Marketek Reports
"Iowa City... The Beautiful Land"
-Native American Translation
. 3rd Best Metro for Livability out of 331 (Expansion Management Magazine, 2004)
. 3rd Best Small Metro Area out of 168 (Forbes, 2004)
. 5th Best Metro Area for Expanding a Business out of 329 (Expansion Management
Magazine, 2004)
Hard at work for over 25 years on downtown deveiopment, Iowa City is eager to ensure
that downtown's success will be sustained over the long term. Toward that end, the
community has formed a collaboration of all key partners-the City, Chamber and
Downtown Association committed to a positive, proactive and market-based game plan
for enhancing downtown Iowa City's role as the shopping, entertainment and cultural
center of the metropolitan area. As part of that objective, the downtown is keenly
interested in attracting the young professional market and developing a niche within the
creative services sector. This market analysis project will directly respond to these
potential opportunities and provide an 'on-the-ground' marketing program to
immediately apply the study's results. This proposal is organized as follows: I. Firm Profile,
II. Project Team. III. Qualifications and Experience, IV. Scope of Work, V. Timeline, and VI.
Budget.
I. FIRM PROFILE
Marketek is a market anaiysis and planning firm with a key specialty in Downtown and
Neighborhood Revitalization services. Building a strong, vital business district is
determined by its capacity to draw immediate and future demand from the surrounding
community and other target markets. Marketek can be considered a "key success tool"
in this process. Our rigorous market research, which we combine with innovative,
customer-directed marketing concepts, leads to a workable plan to increase shoppers
and business in the Downtown Business District. Our philosophy is to 'take clients from
research to results"
Since 1984, Marketek Inc. has prepared retail market analyses, marketing strategies and
recruitment strategies for over 350 communities and commercial districts throughout the
United States. Marketek investigates factors that affect the success of a development in
reaching and attracting its key customers. Our analysis and interpretation of a project's
unique attributes translate into realistic, specific recommendations for development
choices.
With offices in Atlanta, Georgia, Charleston, South Carolina and Portland, Oregon, we
are able to serve all regions of the country with the following key services:
. Market Analysis: Retail,
Residential. Office, Industrial
. Tourism Development Strategy
. Business Recruitment
. Strategic Planning
. Business Retention & Expansion
. Business Assistance
. Target Marketing Strategy
. Consumer Research & Analysis
. Marketing Campaigns
. Organizational Assessment
. Organizational
Development/Training
Marketek's principals draw on extensive backgrounds in community development, real
estate development, urban planning and marketing to provide comprehensive services
for development, redevelopment, turnaround and enhanced management
opportunities and challenges, Since its founding in 1984, Marketek has worked on market
analysis and research assignments for nationai development organizations, public
agencies, industrial corporations, commercial developers, builders, financial institutions
and non-profit institutions. Marketek has pioneered a practical. hands-on approach to
community economic revitalization. In addition to a wide range of economic
development experience, Marketek has working knowiedge of retail. office, hotel,
industrial. all types of residential. resort, retirement and mixed-use projects through direct
project experience. As a national firm, we have consulted throughout the United States,
learning from the best practices of dozens of cities and towns and staying abreast of
national trends and innovations in the development industry.
Marketek's regional and national experience with local governments and private
developers alike offers clients a broad perspective that is deeply rooted in a passion and
commitment to make local communities the best places to live. Marketek operates with
a smail staff, believing that the success of a consulting firm is based on the experience,
capabiiities and project participation of its principals, the quality of their work and
satisfaction of their clients, Marketek's principals are selective in the assignments they
accept to ensure that clients receive the highest quality market and feasibility analyses
for the best value. Our "hands-on" approach typically results in continued involvement
in the community or development project iong after a consuiting assignment is
completed. Marketek is a member of the American Planning Association, the National
Main Street Center, the Urban Land Institute and the Internationai Downtown
Association. For more information, visit our website: www.marketekinc.com.
II. PROJECT TEAM
A summary chart of project team members together with their expertise and project roles
appears below, Project team resumes appear in Appendix A. Marketek principals wiil
provide all services for the Downtown Iowa City Market Niche Analysis. No
subcontractors or junior level staff will be part of this initiative. We are proud to do all the
work ourselves,
Team Member
Mary Bosch, Principal
Marketeklnc.
Portland, OR
Expertise
Market Feasibility
Analysis
. Market-Consumer
Research
. Public Outreach
. Business Development
Programs
. Arts-based
Development Strategies
. Strategy
1m lementation
Marketek Principal
since 1989
@lIIarnetet\
Proposol for Downtown Iowa City Market Analysis Services
2
Downtown Iowa City Market Analysis Services (continued)
Team Member
Eleanor Matthews,
Principal
Marketek, Inc.
At/anta, GA
Expertise
. Retail Market Analysis
. Residential Market
Analysis
. Mixed-use Market
Analysis
. Consumer Research
. Urban Planning
Roles and Responsibilities
. Market Analysis
. Site Visits
. Opinion Research
. Strategy Development
. Retail Trends Analysis
Marketek Founder,
1984
Melissa Mailloux
Senior Associate
Marketek, Inc.
since 2006
Survey & Market
Research
Market Analysis
. Plan Preparation &
1m lementation Guide
.
.
III. QUALIFICATIONS AND EXPERIENCE
This section responds to the RFP's request for pertinent experience, an outline of our
approach to the project and examples of work demonstrating results. Please see
Appendix B for links to Marketek's market analysis studies that appear on the web.
Marketek Exoerience With Similar Work
Notable Marketek projects that include downtown/neighborhood market analysis,
business development, and/or recruitment and retention are included in the table
below.
Marketek Projects Summary
Relevant Projects for Downtown Iowa City
1. Commercial Corridor Market Analysis,
Council Bluffs Chamber of Commerce,
Council Bluffs, Iowa
2. Retail/Residential/Office Market Analysis
and Strategies, Sixteen Livable Centers
Initiative (LCI) Projects: 2001 - 2006, Atlanta
metro area for Tunnell-Spongier-Walsh,
EDAW, ARCADIS
3. Downtown Market Feasibility Analysis,
Marketing Plan, Henderson. NV Urban
Renewal Agency
4. Downtown Market Analysis and Business
Development Plan for Dallas, OR
5. Business Retention Program and Action
Plan, Downtown Prineville, OR
6. Residential and Retail Market Assessments
and Redevelopment Strategy for
Downtown Deiray Beach, Delroy Beach, FL
7. Business/Retail Incubator Analysis,
Economic Development Council,
Tillamook, OR
8. Downtown Market Analysis for Silverton, OR
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Proposal for Downtown Iowa City Market Analysis Services
3
Marketek Projects Summary (continued)
Relevant Projects for Downtown Iowa City
9. Market Analysis and Business Development 24. Economic Restructuring Training, Main
Plan, Downtown Woodland, WA Street Certification Institute, National Main
10. Retain Concept Plan for the Revitalization Street Center, Washington. DC
of the Martin Luther King, Jr. Historic District. 25. Downtown Retail and Residential Market
City of Atlanta, GA Analysis and Marketing Plan for the City
1l. Retail Market Analysis and Business of Canby, OR
Development Training, Old Town Lansing, 26. Retail Market Analysis and Action
Michigan Arts District Strategy for Jefferson County and City of
12. Art-based Economic Development, Madison, Indiana
presentation at 2005 Oregon Downtown 27. Economic Market Analysis, Automobile
Development Conference Ailey, Okiahoma City, Oklahoma
13. Economic Impact Analysis and Strategy 28. Retail Market and Visitor Market Task
Recommendations for LlSC/NMSC Pilot Force Facilitation for Economic
Commercial Revitalization Program, Development Strategy, Portland
including Tacoma, Oakland, Lansing, Development Corporation
Providence, Philadelphia and Richmond 29. Retail Market Analysis and Business
14. Downtown Mixed-Use Market Analysis, Development Recommendations,
Veneto, OR Cornelius, OR
15. Downtown Atlantic Retail Market Study & 30. Downtown Retail Market Analysis and
Marketing Plan, Atlantic, IA Business Development Strategy,
16. Business Recruitment and Retention Lewistown, MT
Workshops and Training Programs for CA 3l. Downtown Retail Market Analysis and
Florida, Georgia, Illinois, Iowa, Oklahoma, Business Development Plan, Redmond,
Oregon, North Carolina, Utah, Washington OR
and Wisconsin states and over 40 local 32. Retail Market Analysis and Commercial/
downtown and/or Main Street Programs Mixed-Use Development Strategy, City of
17. Retail Market Focus Groups/Strategy, EI Cerrito, CA
Portland Development Commission, 33. Downtown Market Study and
Oregon Revitalization Strategy, Oskaloosa, IA
18. Retail, Office, Residential Market Analysis 34. Retail Market Analysis, Business
and Marketing Plan for Tailahassee, Florida Development Program, Lakeport, CA
Downtown Improvement Authority, 35. Retail Market Analysis and Business
Tallahassee, FL District Revitalization Strategy, Crestllne,
19. Business Mix AnalYSis/Markel/Economic CA
Assessments for 30 Oregon downtowns 36. Retail Market Assessment, Gridley, CA
under 30,000 population with Oregon 37. Market Analysis and Marketing Action
Downtown Development Association Plan, Castle Rock, WA
20. Retail, Office, Residential Market Analysis, 38. Economic Restructuring Resource Teams
Rockwood Town Center Plan, City of in Oklahoma, Mississippi, Florida, Arizona,
Gresham, OR Utah, California for National Main Street
21. Analysis and Evaluation of Iowa Main Center
Street Program: Business Development 39. Retail and Residential Market Analysis,
Services, Des Moines, IA Marketing and Branding Plan, Avondaie
22. Business Assistance Team/Retention Estates, Avondale, GA
Program Strategy & Implementation for 7 40. Downtown Market Analysis/Moster Plan
Oregon communities. U.S. Department of and Arts Opportunity Analysis, Hayden. iD
Agriculture 4l. Commercial Corridor Market Analysis,
23. Mixed-Use Downtown Site Analysis, Council Bluffs Chamber of Commerce. IA
0 ortuni Foundation. Inc" Madras. OR
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Proposal tor Downtown Iowa City Market Analysis Services
4
..._"~^.~ ~_.
Proven Results
Listed below are but a handful of our satisfied clients who will serve as references for our
quality work product and outstanding services. For additional case studies, please visit
Marketek's website: www.marketekinc.com.
Downtown Retail and Housing Market Analysis and Marketing Plan, Canby, Oregon, 2002,
2006,2007
Canby has impiemented significant plan elements through its urban renewal district and
other funding sources. In addition to streetscape improvements throughout the
downtown, over a haif dozen recommended private redevelopment projects have
been implemented in strategic locations, Marketek recently compieted a downtown
Canby housing market analysis, which is helping to spur pians for two downtown housing
projects. Marketek currentiy is working with Canby on a retail marketing program,
Marketek principal-in-charge: Mary Bosch.
Contacts: Matilda Deas, Planning Director, City of Canby
503.266.9404, deasm@ci.canby.or.us
Ms. Catherine Comer, Executive Director, Canby Business Development
503,266,3720, cbd@canby.com
Retail Market Analysis and Marketing Project: Downtown Madison and Jefferson County
Indiana (2002); Marketing Implementation Assistance (2006)
"I look back on the study you did as the culmination and highpoint of the Collaborative
Marketing Project. Marketek not only got our locomotive running full steam and had
everyone working together, but you also gave us the direction, experience and wisdom
needed to help you produce a first-class analysis and evaluation of the retail market of
the ENTIRE county, "
-Ms. Ann Grahn
Marketek principal-in-charge: Eleanor Matthews
Contact: Ann Grahn, Chair (former), Collaborative Marketing Project, Madison, IN
812.265.9959, dagrahn@aldelphia.net
Sixteen Livable Center Initiative (LCI) Studies in the Atlanta Metropolitan Area, Atlanta
Regional Commission, 2001 - 2006
Marketek participated in sixteen LCls to provide market assessments and redevelopment
recommendations for residential, commercial and mixed-use projects.
Marketek principal-in-charge: Eleanor Matthews
Contacts: Joddie Gray, Planning Manager, Urban Trans Consultants
404.588.0180, grayj@urbantrans.com
Caleb Racicot, Principal, Tunnell-Spangler-Walsh
404.873,6730, cracicot@tunspan,com
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Downtown Veneta Mixed-Use Market Analysis (Retail, Office, Lodging), City of Veneta,
Oregon, 2006
Marketek principal-in-charge: Mary Bosch
Contact: Ric Ingham, City Administrator, Veneta, Oregon
541.935.2191, Ringham@ci.veneta.or,us
Downtown Economic and Market Analysis for 30+ Oregon Downtowns, Oregon
Downtown Development Association (ODDA), 2002 - 2006
Marketek principal-in-charge: Mary Bosch
Contact: Vicki Dugger, Executive Director, Oregon Downtown Development Assoc.
503,587,0574, Vicki@odda,org
Downtown Mixed-Use Market Feasibility and Development Plan, Henderson, NV, 2004;
Phase I Implementation: Create the Marketing Tools (2005)
Marketek principal-in-charge: Mary Bosch
Contact: Michelle Romero, City of Henderson
702,267,1516, Michelle,Romero@cityofhenderson,com
3-Phase Mixed-Use Market Analysis and Redevelopment Strategy, Main Street Downtown
Fort Pierce, Florida (1997,1999,2005)
Marketek principal-in-charge: Eleanor Matthews
Contact: Doris Tillman, Director, Fort Pierce Main Street
Member, Fort Pierce Redevelopment Agency
772,466,3880, tillmandd@aol.com
Mixed-Use Market Analysis and Marketing Plan: Retail, Office, Residential, Tallahassee
Downtown Improvement Authority, City of Tallahassee, Florida, 2003
Marketek principal-in-charge: Eleanor Matthews
Contact: Marilyn S. Larson, Executive Director
Tallahassee Downtown improvement Authority
850.224.3252, larsonm@talgov.com
Economic Impact Analysis and Strategy Recommendations, L1SC/NMSC Pilot
Commercial Revitalization Program, Tacoma, Oakland, Lansing, Providence,
Philadelphia, Richmond, 2001 (end date)
Marketek principal-In-charge: Mary Bosch
Contact: Sheila Daniels, Senior Program Director
L1SC Center for Commercial Revitalization, New York, NY
212.455.9803, sdanlels@liscnet,org
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Proposal for Downtown Iowa City Market Analysis Services
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IV. MARKETEK APPROACH TO DOWNTOWN IOWA CITY PROJECT
Among the goals and outcomes of the multi-sector market analysis services for are to:
· Create an accurate and realistic picture of the district's retail. lodging.
entertainment. office and other commercial potential within the downtown Iowa
City marketplace, including the location and characterization of the existing
supply of businesses, consumer preferences, needs and buying patterns and
opportunities and challenges for growth and development.
. Understand the gaps in the retail market and conversely, the potential for
increased retail sales by sector and/or merchandise type.
· Clearly understand the needs and preferences of downtown Iowa City's key
target markets, including community residents, university students, employees,
business owners, visitors and passers-through,
· Provide the district with key business retention and recruitment strategies and a
game pian to strengthen and diversify the local retail/service industry.
. Provide user-friendly data for promoting target business opportunities to existing
and prospective businesses and developer prospects.
In the course of work, the Marketek team wili make every effort to build on the past
visioning efforts of the district and the work of the Economic Development. Marketing,
Communication and any other program committees, The Marketek team will work
efficiently, carefuliy planning each trip and coordinating ali aspects of work with the
local committee. Marketek's proposed work plan follows, but is subject to discussion and
change by the downtown Iowa City market analysis/economic development team.
STEP 1. ORIENTATION, PROJECT KICK-OFF
Marketek will work closely with the local project team in organizing a kick-off team
meeting to establish clear project steps, timeline and outcomes. We recognize that
each downtown has its own unique chalienges, needs and interest in the market analysis
process and we will be open and flexible to those needs. We will review ali prior relevant
studies and documents related to the feasibility anaiysis.
Marketek will participate in a driving and walking tour of downtown Iowa City, other
commercial districts and any regionally significant sites to gain an understanding of key
economic attributes, issues, development projects and opportunities.
STEP 2. TARGET MARKET ANALYSIS AND COMMERCIAL ASSESSMENT
A development profile will be produced for downtown Iowa City which describes the
primary market or trade area (defined specificaliy for this research) in terms of socio-
economic characteristics and trends, physical characteristics, historic and current
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Proposal for Downtown Iowa City Market Analysis Services
7
development patterns and summarizes the key issues and opportunities related to future
commercial development. Marketek relies on primary and secondary data sources in
preparing the demographic analysis including business owners, ESRI Business Information
Solutions, City data sources and other relevant information.
A. Socio-Economic Profile
Using secondary data such as the Census, county and regional employment data and
other public and proprietary data sources, demographic, lifestyle and economic
analyses for downtown Iowa City and its primary market area will be performed for the
years 2007-2012.
B. Profile of Other Target Markets
To the extent that information is available, data will be collected and analyzed related
to the size, characteristics and growth trends of other key target markets for downtown
such as: employees, residents, visitors, university students and other customer groups.
C. Physical Profile
A physical overview will be provided as follows:
. Patterns of retail, office, residential and entertainment uses/competition in the
downtown district and the surrounding area will be identified. analyzed and
related to the area's general economic prospects.
. Proposed and anticipated developments/public and private investment in the
area, and mixed-use infill development will be assessed in terms of possible
impacts on development and market demand.
. General study area characteristics and quality will be assessed.
D. Commercial Market Assessment
Based on and including the results of the preceding steps, a Commercial Market
Assessment 'report card' will be prepared identifying assets, liabilities, barriers and
opportunities for future commercial development in the downtown Iowa City district.
These factors may relate to market conditions, properly ownership, business clustering,
overall deveiopment patterns and a variety of other conditions. This background
document will provide district stakeholders with a common base of information about
opportunities and issues related to retail and general commercial development.
STEP 3. STATISTICAL RETAil/COMMERCIAL MARKET ANALYSIS
The purpose of the market analysis is to provide a comprehensive assessment of potential
market support for retail/service, residentiai. office, entertainment and lodging in
downtown Iowa City. The competitive supply of such uses in the market area will be
analyzed to provide realistic projections regarding future levels of demand and supply.
Based on this analysis, development/redevelopment and marketing recommendations
for these uses will be provided. These recommendations will include a focus on
development nodes and potential redevelopment sites in the project study area that will
be identified in the course of the study. The research tasks outlined below will build upon
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Proposal tor Downtown Iowa City Market Analysis Services
8
all prior analyses and economic or development studies with strategies and
recommendations related to downtown.
A. Retail/Restaurant Market Analysis
1. Conduct a representative survey of competitive retail/service businesses with
emphasis on tenant/merchandise characteristics, square footages, average
rental rates, occupancy rates, absorption rates, sources of demand and
consumer profiles.
2. Identify and characterize existing and projected target markets for retail uses in
the downtown (e.g., downtown Iowa City residents, university students, area
workers, market area residents, visitors, seniors, etc.)
3. Determine existing gaps/leakage in the retail base by comparing retail sales in the
market area to the spending potential of market area households by type of retail
category (home furnishings, grocery, apparel, health care, restaurant, etc.)
4. Estimate the potential market demand for retail/service space in the market area
for the years 2007-2012 using a methodology which converts projected population
growth and retail expenditure patterns to square footage projections by type of
merchandise. Categories will include but not be limited to several merchandise
categories under each of the general headings of Shopper's Goods,
Convenience Goods, Personal Services and Eating & Drinking (i.e" restaurants).
5. Determine the proportion of potential retail and other commercial demand that
downtown Iowa City can expect to capture now and for the next five years.
6. Based on the competitive survey, target markets and gap and demand analyses,
describe optimal businesses and activity mix that would increase and sustain the
economic vitality of downtown. Identify any market voids and specific
retail/commercial niches to be filled.
7. Recommend business clustering strategies and optimum locations for key business
targets.
8. Recommend marketing strategies for implementing your market study results and
attracting qualified business prospects and developers.
B. Residential Market Analysis
1. Survey and summarize characteristics of existing residential market supply,
focusing on comparable products to the target housing type.
2. Determine potential demand for residential products including for-sale housing
and rental apartments. Demand projections will include estimated annual
absorption rates for specific recommended product types given varying planning
assumptions at varying rents and prices through the year 2012.
3. .Determine the expected market segmentation by product type. Market
segments that will be analyzed include primary residents, students, area
employees, pre-retirees and retirees.
4. Identify parcels that couid accommodate housing in single- or multi-use formats.
5. Recommend product mix, amenity orientation and phasing strategies for
residential development in downtown Iowa City and its surrounding areas.
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Proposal for Downtown Iowa City Market Analysis Services
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C. Office Market Analysis
1. Analyze Iowa City employment trends for office-occupying jobs over the last five
years and convert t 0 estimated square footage absorption.
2. Create a comprehensive inventory of all multi-tenant for-lease office buildings
over 5.000 square feet. Provide the location, total square feet, current vacancy
and quoted rent. Calculate separate vacancy rates for the downtown and
suburban submarkets.
3. Forecast office-occupying employment for Iowa City through 2012 and estimate
downtown submarket capture based on interviews and recent trends.
4. Identify sites that would be most competitive for office development and describe
the type of product with the strongest market potential.
D. Civic/Cultural/Entertainment Opportunities
1. Based on stakeholder and other interviews, identify opportunities for new or
expanded civic, cultural and/or entertainment facilities.
2. Conduct research into facilities that have been constructed in comparable
downtown districts.
3. Identify parcels that could accommodate such facilities, focusing on locations
that would enhance pedestrian activity.
4. Determine target markets, supportable facility characteristics and next steps in the
pursuit of additional entertainment opportunities.
E. Lodging Opportunities
1. Working with the local project team, Marketek will define the lodging product
type that is desired in downtown Iowa City.
2. An inventory of all comparable lodging space will be conducted with attention to
size, amenities, target market and quality.
3. Analyze historic and current occupancy rates and other key factors influencing
future occupancy.
4. Determine current and future potential for lodging properties and key
characteristics, amenities, success factors in the downtown.
STEP 4. OPINION RESEARCH
Given the critical importance of achieving sustainable economic success in downtown
Iowa City, it is also proposed that business and consumer research be conducted.
Opinion research will complement the statistical market analysis and be conducted
through a combination of approaches including written and electronic surveys, focus
groups and one-on-one and large group meetings. Volunteers will be an integral part of
the survey research process, helping in particular with extensive publicity and, possibly,
distribution of hard copies of surveys to business owners.
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Proposal tor Downtown Iowa City Market Analysis Services
10
J
A. Survey of Shopping/Uving Preferences
Obiectives
. Determine the shopping habits and preferences of key target markets.
. Determine existing perceptions about shopping in the downtown.
. Determine the types of shopping opportunities that will attract target market
segments to the downtown.
. Determine the interest in and preferences for downtown living.
Tasks
1. With the participation of the local project steering committee, draft a survey
instrument. Survey of Shopping Preferences, suitable for self-administration by area
residents, university students. area workers, and other target markets of the
downtown Iowa City district. Marketek has had extensive experience and success
with online surveys and will work to achieve a high response rate.
2. Develop a "cover letter" for the survey(s) explaining its purpose and requesting the
help of the respondent in this important initiative.
3. Conduct one or more custom electronic surveys of key target markets: area
residents, university students, employees and local high school students.
Supplement electronic surveys (often made available on the district's website)
with hard copies of the surveys for those without computer access. Incorporate
customized survey questions for each target market. For example, students may
be asked about the amount of their average weekly spending and what they
spend their money on. Note: No funds are budgeted for mass survey mailings.
4. Publicize the surveys with the help of the local project team.
5. Analyze and synthesize survey results.
B. Town Hall/Neighborhood Meeting(s) and Focus Groups
Obiectives
. Obtain business district and key stakeholder input to help define the vision that will
influence the district's retail potential as well as shopping. cultural and
entertainment preferences.
. Identify unique attributes of and current perceptions of downtown Iowa City as a
place to do business.
Tasks
1. Identify appropriate forum(s) and publicity tactics to gather input.
2. Identify particular target audiences where a focus group (or individual interviews)
may be beneficial. (Ex: Property owners, realtors. developers, arts/cultural
groups.) Conduct approximately four focus group meetings.
3. Organize and conduct a neighborhood meeting for other key stakeholders and
those interested in the district's future economic success.
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Proposal for Downtown Iowa City Market Analysis Services
11
C. Business Owner Survey and/or Focus Groups
Obiectives
. Obtain input from business owners regarding key issues and opportunities related
to doing business in downtown Iowa City. Obtain an understanding of needs and
interests regarding strengthening existing businesses.
. Gain insight to retail/commercial market issues, business opportunities and
potential barriers.
Tasks
1. Work with the locai project team in developing a business survey and assuring
high response rate. Utilize electronic survey approach, supplemented by hard
copy distribution as necessary. (This proposal and cost estimate assumes the use
of an electronic survey format. Tabulation of hard copies is possible, but is not
included in the cost estimate.)
2. Analyze and synthesize results and their application for business recruitment and
retention strategies.
3. Organize and lead a business owner forum or focus group to hear of issues ancj
opportunities, first hand, from neighborhood retail/service businesses.
D. In-store Visits
Obiective
. Gain direct insight to the retail and service mix, merchandising and business
practices and issues and opportunities facing the existing business base.
Tasks
1. Make in-store visits to the majority, if not all, of the businesses in the downtown
district and competing districts to assess existing business condition, merchandise
and the business mix.
2. With the help of the local project team identify select business owners who are key
stakeholders or leaders and should be personally interviewed during the business
visitation.
3. Summarize issues and observations regarding retail and general commercial base.
STEP 5. ANALYZE THE POTENTIAL TO DEVELOP AND ENHANCE A CREATIVE CLUSTER IN
DOWNTOWN IOWA CITY
In response to downtown Iowa City's interest in attracting more entrepreneurs
representing creative economic sectors (from advertising to architecture) and young
creative professionals, Marketek will identify and analyze those factors of critical
importance to success in the creative clusters. The following tasks will be undertaken:
1. Prepare approximately 5 case studies of cities successful in targeting creative
niches, such as Portland, OR. Charleston, SC, Austin, TX and Bozeman, MT.
2. Conduct focus groups of representatives of Iowa City's creative cluster to
understand their needs, interests, challenges and opportunities related to living and
working in Iowa City.
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Proposal tor Downtown Iowa City Market Analysis Services
12
3. Identify key characteristics, factors and variables necessary to successfully develop
the Creative Enterprise Cluster niche and evaluate how Iowa City 'stacks up.'
4. Recommend strategies to attract and enhance Iowa City's attractiveness to young,
creative, entrepreneurial professionals.
STEP 6. CONCLUSIONS AND STRATEGY RECOMMENDATIONS
Based on the commercial and residential assessments, the statistical market analyses,
extensive opinion research and Marketek's experience in working with downtown and
neighborhood business districts from coast to coast for over 20 years, conclusions and
recommendations will be provided related to the following:
. Business/Merchandise Mix
. Market Position
. Business Retention/Expansion Strategies
. Business Recruitment Strategies
. Marketing and Promoting Downtown Iowa City for Economic Success
Recommendations will address the question: How can we put our market analysis to
work in successful business developmenn Specific types of retail. service and
entertainment businesses to recruit or merchandise lines to add to current businesses will
be identified. The emphasis will be on businesses that will complement and improve the
existing downtown commercial mix and increase target market attraction. Using the
market analysis as a foundation, guidance also will be provided regarding the best
location for key target businesses within the downtown district.
Working with the downtown Iowa City stakeholders, a clear message will be developed
regarding what the downtown business district wants to be known for and how it will
distinguish itself regarding service, retail. non-retail. restaurant entertainment and other
businesses. As a result a market position statement will be developed for downtown that
will focus future commercial expansion and be used in promoting downtown to business
prospects.
Business development recommendations will be two-pronged, focusing both on
strategies aimed at helping existing businesses expand or redevelop and on ones that
seek to recruit new business to fill market voids. Business expansion and assistance tactics
such as training programs, mentoring and one-an-one technical assistance will also be
recommended.
The consulting team will create a strategic marketing plan to promote the downtown
business district's offerings to its target business markets and a schedule of business
development activities, The plan will be developed in collaboration with the local
downtown team and others who will be actively involved with implementation.
Marketing strategies may include: advertising (print electronic, direct mail),
presentations, a website, special events and other activities.
A succinct summary of action steps will be provided with priorities for the next 6 to 12
months as well as longer term strategies for putting the market analysis to work.
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Proposal for Downtown Iowa City Market Analysis Services
13
STEP 7. WRITTEN REPORT OF FINDINGS
Marketek will prepare a customized written report for the downtown Iowa City team
incorporating all findings, conclusions and recommendations, supported by an exhibit
package of tables. charts and other documentation. Marketek will make revisions of the
draft study based on staff/local team comments and prepare a final document for
distribution. Four bound copies and one CD will be prepared for distribution to the
downtown Iowa City project team.
Optional Services
BUSINESS CLUSTER PLAN
Planning the best. most suitable location for new and expanding businesses is a common
shopping center tactic that can be successfully applied in downtown business districts as
well. Marketek works with clients to characterize and plan for existing and future business
clusters on a block by block basis, helping achieve optimum pedestrian/shopper flow
and enhancing overall sales to the district.
MARKETING IMPLEMENTATION
Marketek is eager to work with clients on implementing their market studies for strategic
target marketing and business development results. Our services range from creating
prospect lists to organizing marketing and branding campaigns to achieve the desired
results. Help with developing and producing collateral materials, overall
marketing/public relations plans, target market messaging, website development,
staff/team training, prospect management and other related services are also some of
the implementation services that we offer clients. Fees are negotiated on a project-by-
project basis.
TRAINING
With the market analysis and development strategies as the foundation, downtown Iowa
City is ready to move toward reaching its market potential through business expansion
and recruitment. Marketek has extensive expertise in delivering the following training:
. Business Expansion and Enhancement Workshop
. Business Recruitment Workshop
. Marketing Your Business District
. Location, Location, Location-Real Estate Essentiais for Downtown Iowa City!
. Economic Gardening: New & Tried & True Models in Downtown Business
Development
. Preparing and Distributing your Marketing Collateral Material
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Proposal for Downtown Iowa City Market Analysis Services
V. TIMELlNE
The following table outlines a proposed timeline for completion of the basic market
analysis services for the downtown Iowa City project. Note that many steps are
overlapping or concurrent. Marketek is able to initiate the project in early spring 2007.
Downtown Iowa City Market Analysis - Project Schedule
Project Activity
Step I: Project Orientation
Step II: Target Market and
Commercial Analysis
Step III: Statistical Market Anaiysis
Step IV: Opinion Research
Step V: Creative Cluster Strategy
Step VI: Findings and
Recommendations
Step VII: Written Report
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Month
3
Month
4
Month
5
Month
6
Proposal for Downtown Iowa City Market Analysis Services
15
VI. BUDGET ESTIMATE
The following table summarizes the estimated cost of completing the proposed scope of
services. We recommend a review be done during the project initiation meeting to
ensure that both downtown Iowa City and consultant team have an understanding of
the project expectations, activities, on-site meetings and deliverables, Marketek
anticipates at least three multiple-day site visits during the course of the project. All
services provided for this project will be on a time and materials basis with a not-to-
exceed amount stipulated in the final negotiated contract. No additional overhead
charges will be added to these costs.
Downtown Iowa City Market Analysis - Preliminary Project Budget
Project Activity
Total Budget
Step I: Project Orientation/Site Visit
Step II: Target Market Analysis and Commercial Assessment
Step III: Statistical Market Analysis: all sectors
Step IV: Opinion Research
Step V: Creative Cluster Analysis and strategy
Step VI: Findings/Marketing Plan/Strategy Recommendations
Step VII Written Reports
$6.500
$8.500
Project Management-Interim reports, client communications
Project Expenses -Travel, Data Purchases
$7,500
$2,500
$5,500
$65,500
Total Project Cost
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Proposal for Downtown Iowa City Market Analysis Services
16
Appendix A
Team Resumes
Mary Bosch, Principal, Marketek, Portland, Oregon, 503.504.6770
Mary has expertise in retail, office and residential feasibility analysis, marketing downtown
business districts, business development and consumer research. She is experienced with
every facet of the business development process -- from the perspective of the
entrepreneur to the developer and the economic development professional. Her core
skills include: market feasibility analysis, competitor assessments, consumer research,
marketing and business planning. Through her work on downtown revitalization
assignments throughout the nation, Mary has acquired a strong understanding of what it
takes to rebuild a community's retail base.
Since beginning her planning career over 25 years ago, Ms. Bosch has completed
market research, business development and management projects for a wide range of
public sector and business clients in industries as varied as real estate development.
health care, retail, government, insurance, utilities and non-profit organizations.
In the downtown/neighborhood development arena, Ms. Bosch has conducted
assignments for well over 130 communities throughout the United States on various
aspects of economic development including market analysis, business retention and
recruitment programming, niche marketing and cluster planning. Ms. Bosch has taught
courses on Market Analysis, Business Recruitment/Retention and Business Pians for
Business Districts for statewide downtown organizations in Oregon, Washington, CA.
Florida, illinois, Indiana, Iowa, Oklahoma, Wisconsin and other revitalization organizations.
Ms. Bosch is a lead trainer on economic and business development for the National Trust
for Historic Preservation-National Main Street Center Manager Certification Institute. Ms.
Bosch co-authored with the Oregon Downtown Development Association, "Downtown
Market Analysis & Business Recruifment Made Eaw" a step-by-step workbook. In fall
2005, she presented "Demystifying Business Recruitment" at the CA Downtown
Association conference and "Successful Markef Analysis" at the Florida Main Street
conference. Recently, she also presented, "The Economics of Main Street" for the
Washington Department of Transportation annual conference. Other recent conference
presentations include: "Transforming White Elephanfs to Whife Knights, " "Asset Mapping
Your Downtown" and "Benchmarking Downtown Progress."
Mary holds a Master of City Planning degree from the Georgia Institute of Technology
and is also a graduate from indiana University in Communications. She was Community
Development Coordinator for the Georgia Power Company, where she helped establish
the Georgia Main Street Program, and then served as Strategic Planner for the Southern
Company directing corporate issues research. Ms. Bosch is a member of the Clackamas
County Oregon Economic Development Commission and serves on the local advisory
committee to establish a Portland Commercial Revitalization Program through the Local
Initiative Support Corporation.
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Proposal for Downtown Iowa City Market Analysis Services
17
Eleanor Quinn Matthews, Principal, Marketek, Atlanta, Georgia, 404.522.2243
Ms. Matthews has over 20 years experience in market research and urban planning. She
has served as project director for market assignments concerning residential. commercial
and industrial uses. large scale planned communities and resorts and adaptive reuse
and redevelopment programs. Since founding MARKETEK, Inc" in 1984, Ms. Matthews
has completed research projects for clients throughout the United States. In addition to
her work in the development industry, Ms. Matthews has a wide-range of public sector
experience including editing the City of Atlanta Comprehensive Development Plan,
1983-1988, and economic development and land use studies for numerous local
governments. Ms. Matthews has completed downtown revitalization assignments for
more than sixty downtown and neighborhood development organizations in a dozen
states.
Eleanor has presented at local and state downtown and planning conferences on
numerous topics related to Market Analysis, Retail Trends, Successful Revitalization and a
host of related topics. Her easy-going presentation style easily engages audiences in
these demanding topics.
SELECTED EXPERIENCE
Marketek, Inc., Atlanta, Georgia
President
1984 - present
Responsible for management of Marketek, Inc" an Atlanta-based consulting firm
specializing in market analysis, economic development and city planning.
Robert Charles Lesser & Associates, Atlanta, Georgia
Associate
1983 - 1984
Directed and participated in market analysis studies for development projects
throughout the United States. These assignments included residential. retail. office and
industrial development plans.
EDUCATION
Georgia Institute of Technology, Atlanta, Georgia
. Master of City Planning
Queen's University, Kingston, Ontario, Canada
. Bachelor of Arts/Economics and Political Science
. Master of Arts/Economics
@YlII8r'IWteI\
Proposal for Downtown Iowa City Market Analysis Services
18
Melissa Marie Mailloux, Senior Associate, Marketek, Atlanta, Georgia, 404.522.2243
As a senior associate at Marketek, Melissa Mailloux has prepared numerous market
analyses and redevelopment plans for neighborhoods, municipalities and targeted sites
for public and private sector clients. Ms. Mailloux has also developed market-based
economic revitalization strategies for downtown districts and commercial corridors
throughout the southeast. Prior to joining Marketek, Ms. Mailloux worked with Dr. Larry
Keating at Georgia Tech's City and Regional Planning Program, co-authoring the
housing elements of the Comprehensive Plans for the Cities of Atlanta and Peachtree
City, Georgia.
Ms. Mailloux holds a Master of City and Regional Planning degree from Georgia Tech
and an undergraduate degree in mathematics from Berry College.
SELECTED EXPERIENCE
Marketek, Inc., Atlanta, Georgia
Senior Associate
2005 - present
Conduct market studies, economic deveiopment plans and downtown revitalization
strategies throughout the nation. Projects include retail. office and residential
development for public and private sector clients.
Georgia Tech City and Regional Planning Program, Atlanta, Georgia
Research Assistant to Dr. Larry Keating
2004 - 2005
Co-authored and provided research support for the housing elements of the
Comprehensive Plans for Atlanta and Peachtree City.
Community Design Center of Atlanta: Atlanta, Georgia
Project Manager
2005
Designed and coordinated project siting bus shelters and amenities in
Atlanta neighborhoods. Administered community opinion sUNeys to
Humanity home residents.
low-income
Habitat for
EDUCATION
Georgia Institute of Technology, Atlanta, Georgia
Master of City Planning; May 2006
Berry College, Rome, Georgia
Bachelor of Science; Mathematics; December 2003
@Y ........l:et\
Proposal tor Downtown Iowa City Market Analysis Services
19
Appendix B
Sample reports
As a policy, Marketek does not distribute reports and documents that our clients have
contracted and paid for. Feel free to contact our clients to ask them for copies of our
reports. Also, please refer to the following web links that connect you to Marketek studies
on our clients' websites. See project descriptions below.
1. City of Veneta, Oregon, Retail. Office and Lodging Market Readiness Analysis,
2006
www.ci.veneta.or.us/pdf /MarketReadinessReport 7 -6-06.pdf
2. Atlanta Regional Commission, Livable Centers Initiative, Town Center Plans:
Mixed-use Market Studies, 2001-2006. Selected studies completed within a
calendar year appear on the web pages below. Click on the reports with the
following city names to view Marketek's work.
Upper West Side, Acworth, Doraville available at:
http://www.atlantaregional.com/cps/rde/xchg/SID-3F57FEE7 -
DD15743A1arc/hs.xsl/323_ENU_HTML.htm
Jonesboro Road Corridor Study available at:
http://www.tunspan.com/jonesboro/docs.htm
3. Jefferson County, City of Madison, indiana, Retail Market Analvsis, 2002
www.madisonindiana.org/images/pdf/report.pdf
@~
Proposal for Downtown Iowa City Market Analysis Services
20
Randall Gross / Del'elopment ECOIwm!n
PROPOSAL TO PREPARE
Market Niche Analyses for
Downtown Iowa City
Submitted January 27, 2007
To the City of Iowa City
By Randall Gross I Development Economics
With the University of Iowa, Tippie School of Business
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'16('(/__ I().~ ,'\I,~('m()11 N'Jllt!. ,V(Jrlj'(!ot/ l./olIlIlll/(,I'/llIrg} 2/ / 7 Soulll /1fi'i('(/. I'd +27-/ '-728-/96'1, Filr 728-837/
Randall Gross / Development Economics
January 27, 2007
ATN: Ms. Wendy Ford, Economic Development Coordinator
Department of Planning and Community Development
410 East Washington Street, Iowa City, IA 52240
Tel 319-356-5248 / Email: wendv-ford@iowa-citv.ora
REF: Downtown Market Niche Analysis
Dear Ms. Ford:
I am very pleased to submit this proposal to prepare a Market Niche Analysis for
Downtown Iowa City, on behalf of Randall Gross / Development Economics (RGDE) and the
University of Iowa's Tippie School of Business. This proposal responds to your RFP issued
December 15, 2006. Thank you also for taking the time to speak with me and for your input.
The Consultant Team
RGDE is a specialist in economic analysis, economic development, and strategic
planning, with 20 years of experience on over 400 projects for public and private clients
throughout the U.S and abroad. Particular expertise is provided in Downtown revitalization and
development, with work for many cities to enhance their marketing and revitalization efforts. In
addition to market analysis of all uses, RGDE also brings expertise in financial feasibility and fiscal
cost-benefit assessment to help determine the public or private return from investment.
I utilize the findings from the economic analyses to develop marketing, development, and
management strategies as well as action-oriented implementation plans that help move downtown
efforts forward. Finally, I conduct direct outreach to potential investors, developers, and tenants to
pro-actively assist efforts to attract business and encourage entrepreneurship.
I am also pleased to include on my team faculty and students of the University of Iowa's
Tippie School of Business. Professor Frank Rydzewski brings significant private sector
experience and is now teaching courses in business strategy and product management in the
university's MBA program, with a focus on integrating practical business experience with theory to
promote innovation. He will be managing the efforts of students in conducting consumer intercept
surveys, focus groups, and other market research to assist RGDE in this effort.
The Proposal Format
The proposal includes a detailed Scope of Work for the Market Niche Analysis. Additional
strategic planning services are offered above and beyond the market analysis to assist the City
and its partners with implementation of marketing, development, and management efforts aimed
at strengthening Downtown Iowa City as a place to live, work, shop, and play. Following the Work
Plan, this document includes a proposed budget, timeframe, and statement of qualifications
including profiles of comparable projects completed by RGDE and resumes of myself and Mr.
Rydzewski.
I look forward to the opportunity of working with you and your partners on your Downtown
marketing and revitalization efforts.
Randall Gross, Proposer
2311 Connecticut Ave, Ste 206, Washington DC 20008. Te/202-332-7430. Fax. 202-332-1853.
email: Ranaross@ao/.com. Contact: Randall Gross.
USA: 231 J Connecticut Ave" Sle 206 Washington. DC 20008 Tel:(201)332.7430 Fax:(202)332-1853 Ranf!ross@aol.colll 2
Africa: 103 Algernon Road, NOlWood (Johannesburg) 2117 South Africa. Tel +27-11-728.1965. Fax 728-8371.
Randall Gross / Development Economics
Iowa City Market Niche Analvses
Proposed Scope of Work
I. EXISTING CONDITIONS ASSESSMENT
1 . Meeting. Meet with client team to collect, review or refine objectives, scope of work,
contact lists, existing documentation, etc. Of particular importance will be discussion of
the specific investment, development, business retention, recruitment, and marketing
objectives for the City and its partners.
2. Existing Document Review. Review all existing documentation presented by the client.
3. Site Analysis & Inventory. Conduct site reconnaissance and analyze the overall
marketability of downtown for the key business uses (office, retail, entertainment,
residential, lodging, etc), in terms of building stock, location, transportation access,
physical characteristics, surrounding uses, available buildings and sites, and other factors
impacting on overall marketability. Existing downtown buildings and uses will be
inventoried and a database will be created for use by the City.
4. Interviews & Existing Market Conditions.
a. Conduct extensive in-person and telephone interviews with real estate brokers,
agents, developers, representatives of downtown and economic development
agencies, university & planning officials, and others as necessary.
b. Conduct interviews with downtown area businesses and collect and analyze
information on business operations, merchandising strategies, sales trends, etc.
5. Existing Conditions Summary. Provide summary of Existing Conditions in terms of
existing inventory, business operations, and market conditions in the downtown area.
II. RETAIL, ENTERTAINMENT, & SERVICE MARKET ANALYSIS
The retail market analysis will forecast demand for retail space by specific type of retail
store category, as well as for restaurants, entertainment (e.g., theater), and personal service
establishments. Special attention will be paid to existing retail projects and businesses, along with
recruitment of entrepreneurs and new businesses to downtown. Specific key tasks include:
1 . Assess Retail Sales. Conduct an anaiysis of trends in retail sales data provided by the
City or State as relevant.
2. Consumer Intercept Survey & Focus Groups.
a. A consumer intercept survey would be conducted by the University of Iowa's
Tippie School of Business to gauge the perceptions, demographics & lifestyles,
shopping habits, needs, and interests of people who are shopping in Downtown
Iowa City, beyond what may have already been accomplished previously.
b. Focus groups will also be conducted to gain further detailed information on
consumer preferences (for retail as well as for housing) in the downtown area.
3. Define retail trade area(s).
4. Assess demographic trends and forecasts, including impact of new residential uses.
5. Assess and forecast downtown employment, student, and tourist base.
6. Forecast trade area household, employee, student, and tourist expenditure potentials by
type of retail good.
7. Conduct an assessment of the competitive supply, including detailed inventory of
competitive retail nodes.
8. Determine downtown sales capture, existing and future economic gaps in the market.
9. Forecast market potentials for retail, restaurants, entertainment (e.g., theater), and
service uses by specific business category, in terms of square feet and sales potentials.
10. Determine potential market rents.
11. Marketing and Development Recommendations.
USA: 231 J Connecticut Ave" Ste 206 Wl1shington, DC 20008 Tef:(202)332-7430 Fax:(202)332-1853 RlIfll1m.U@Uol.cOt/l 3
Africa: 103 Algernon Road, Norwood (Johannesburg) 2/ /7 South Africa. Tel +27-J }-728-/965. Fax 728-8371.
Randall Gross / Development Economics
a. Identify Target Tenant Mix. Recommend tenant / store mix and anchor uses that
would help maximize overall downtown potential.
b. Identify specific tenants supported both through the economic analysis and
through Task 2 consumer survey data.
c. Identify specific project investment or development concept opportunities.
d. Provide direct outreach to prospective tenants, investors, and developers using
the information gleaned from the market analysis.
12. Summary. Provide findings from the Retail Market Analysis in a written report.
III. OFFICE MARKET ANALYSIS
The Office Market Analysis will forecast the demand for economically-viable office
commercial uses, including mixed-use projects, by specific type of tenant. Specific tasks would
include the following:
1. Assess employment base, trends, and forecasts in Iowa City and surrounding areas.
University and demographic trends would also be analyzed, as an input for determining
the role of the university and "Iifestyle"-driven demand for professional and other office
space in this market.
2. Conduct interviews with representatives of the University of Iowa, regional corporations,
or others that may be considering the development of office space.
3. Define the office market area(s) and sub-markets relevant to Downtown Iowa City.
4. Inventory existing office supply in the competitive market and assess absorption,
occupancy, rents and rental structures, tenant mix, tenant sources, building types, and
other factors.
5. Calculate overall market area and sub-market occupancy and absorption trends.
6. Identify key employment and demographic spin-off drivers that will influence future
demand; and forecast sub-market absorption in the larger context of the area market.
7. Determine economic potentials for ollice uses in square feet, based on an assessment of
site capture and absorption forecasts for prospective sites.
8. Determine Downtown Iowa City capture of market and sub-market office demand within
the competitive marketplace.
9. Determine Market Rents.
10. Marketing Concepts & Development Recommendations. Identify marketing concepts for
office development, tenanting, or investment. Recommend appropriate investment and/or
development projects for further analysis, in terms of location/sites, product, phasing,
tenant mix, etc.
11. Direct Outreach. Provide direct outreach to prospective office tenants, developers, or
corporate users based on the results of the market analysis. Information gleaned from
this outreach will inform marketing and financing efforts.
12. Summary. Provide findings from the Office Market Analysis in a written report.
IV. RESIDENTIAL MARKET OPPORTUNITIES ASSESSMENT
Conduct a market opportunities assessment to determine the potentials for for-sale and rental
housing. The RFP does not suggest the need for a full residential market analysis, so this
assessment would focus on identifying further mid- and long-term opportunities for residential
development to complement the recent construction.
1. Sales and Rental Trends. Collect and analyze data on condominium, townhouse, and
other housing sales and rental trends in the Iowa City area.
2. University-related Housing Assessment. Collect and analyze information on student and
other university-related housing, university growth, and university-related housing needs.
3. Market Area and Lifestyle Niches. Define geographic market area(s) and specific lifestyle
and targeted geographic niches as sources for market demand for various types of
downtown housing product. Focus groups would be conducted by U of I to gather
additional, detailed information on consumer housing preferences. (see Phase II).
USA: 2311 Connecticut Ave" Ste 206 Washington, DC 20008 Tel:(202)332~7430 Fax:(202)332-1853 Runtlro.u@(/ol.cmn 4
Africa: 103 Algernon Road, Norwood (Johannesburg) 2//7 South Africa. Tel +27-11-728-/965. FlU 728-837/.
Randall Gross I Development Economics
4. Demographic Trends and Forecasts. Assess market-area household & employment
tends and forecast household demographics within the targeted lifestyle and geographic
niches.
5. Comparable and Competitive Supply Assessment.
a. Inventory existing and planned competitive housing product. Collect data on
absorption, unit mix/size, pricing, buyer or renter origin/sources, lifestyle choices,
amenities, and other market inputs.
b. Assess comparable niche housing product performance within the region and
elsewhere.
6. Overall Downtown Housing Opportunities. Identify key housing development opportunities
and product types that can be further tested through market analysis under separate
scope, if necessary.
7. Summary. Provide findings in a written report to convey the market opportunities for
further residential use and its impact on downtown retail markets.
V. LODGING & OTHER MARKET OPPORTUNITIES ASSESSMENTS
Based on part on the Existing Conditions Assessment (Phase I) and on client input,
RGDE would conduct market reconnaissance to identify opportunities for other types of
development in the downtown Iowa City area. Such opportunities may include hotels & other
lodging, tourist attractions (e.g., museums), cultural & other audience support facilities, and other
uses. Where there are specific opportunities identified, RGDE would identify and test potential
development concepts through more in-depth market analysis. Such concepts may include:
. Hotels and other lodging facilities
. Meeting & conference facilities
. Tourist! visitor attractions (e.g., museums, etc)
. Audience support facilities (cultural & civic centers, stadia, arenas, etc)
. Event programming (& any associated facilities)
For any of these facilities, a more detailed market analysis would include an assessment
of existing supply of visitor attractions and services, visitor trends, lodging rates & occupancies,
university-related activity, participation rates, market or service areas, and forecasted demand.
Strategies for development, marketing, and management will again be recommended. For the
purposes of this proposal, it is assumed that at least one of these uses will require a market
analysis.
VI. IMPLEMENTATION STRATEGIES AND ACTION PLAN
1. Based on the market analyses, a summary will be provided of the marketing,
development, and recruitment strategies for downtown. Overall niche marketing concepts
will also be explored that may incorporate specific development projects and event
programs. Design and space utilization considerations will be considered as they relate to
downtown buildings and sites for new infill construction. In addition to the niche marketing
strategies outlined for each type of use, business retention, entrepreneurship
development, & business recruitment programs will also be delineated. These strategies
will provide a foundation for an Implementation Action Plan that delineates the timing,
responsibility and cost for specific implementation actions.
2. Presentations and Public Discussion Forum. RGDE will facilitate presentations on the
study's findings and recommendations to the three groups, as specified in the RFP.
3. Final Report. A final report will be prepared that includes the market findings,
implementation strategies, action plan, and client input.
USA: 2311 Connecticut Ave" Ste 206 Wr.uhington, DC 20008 Tel:(202)332-7430 Fax:(202)332-J853 Rllnf!ross@lIol.com 5
Africa: 103 Algernon Road, Nonvood (Johannesburg) 2117 South Africa. Tel +27.11-728./965. Fax 728-837/.
Randall Gross / Development Economics
Proposed Budget & Timetable
The following budget is proposed based on an $85 hourly rate. Completion of this work would
realistically require 200-230 days, based on the experience of this consultant and current
workload. However, there can be some flexibility in schedule, depending on the needs of the
client. The consultant has completed more than 400 similar assignments over a 20+-year career
and would be assisted by University of Iowa faculty and students.
Phase
Hours
Fee
I.
II.
III.
IV.
V.
VI.
Existing Conditions 35
Retail Market Analysis & Outreach 86
Office Market Anaiysis & Outreach 76
Residential Opportunities Assessment 30
Hotel/Other Opportunities Assessment" 57
Summary Report 10
$ 2,975
7,310
6,460
2,550
4,850
850
Sub-Total Fee
294
~24,99~
Expenses
Consumer Intercept Survey & Focus Groups (U of I)
Demographic Forecast Data, travel, etc.
Sub-Total Expenses
$ 5,000
2,000
$ 7,000
$33,945
TOTAL
"Includes assessment of other market opportunities olus one detailed analysis of one market.
Payment would be made based on invoices submitted following completion of each or several
phases and submission of written products (i.e., after completion of draft reports or memoranda
for one or more phases).
DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
Proposed Work Plan
Phase
Month
1 2
3
4
5
6
7
8
1. Existing Conditions
2. Retail Market Analysis
3. Office Market Analysis
4. Residential Opportunities
5. Hotel/Other Opportunities
6. Implementation Report
MMM
USA: 231 I Connecticut Ave" Ste 206 Washington. DC 20008 Tel:(202)332-7430 Fa.x:(202)332-J853 Ranl!ron@aol.com 6
Africa: 103 Algernon Road, Nonvood (Johannesburg) 2117 SvuthAfricll. Tel +27-1 J-728~1965. Fax 728-8371.
Randall Gross / Development Economics
COMPANY PROFILE:
Randall Gross I Development Economics
Randall Gross is a sole proprietor providing strategic consulting services in development economics. His
market analyses, development feasibility studies, and comprehensive strategies form the basis for real
estate & community development initiatives, trade & industrial development, urban revitalization, &
training projects. Mr. Gross has provided consulting expertise to public, private, and non-profit
organizations on over 400 projects worldwide during the past 20 years.
Mr. Gross works closely with communities and private companies to identify opportunities. He analyzes
real estate markets andforecasts demand; performs economic base assessments, determines the fiscal and
economic impacts of projects, plans, and land uses; assesses municipal financial structures; determines
project financial feasibility; and conducts cost-benefit modeling. He also provides training, negotiating,
and marketing outreach & other assistance to communities and private companies to help implement
strategic plans & projects.
He specializes in conducting real estate development feasibility studies, community and downtown
revitalization strategies, economic and tourism development strategies, policy analyses, fiscal/economic
impact assessments, and target industry / employment studies.
Mr. Gross earned a Masters of Public Policy from Georgetown University where he published research in
the International Journal of Housing Science. He received a Bachelor of Arts degree with Honors in
Urban Studies and Political Science from Northwestern University. He has additional certification in
Urban Politics.
Mr. Gross is a newly-elected Board Member of the National Capital Chapter of the American Planning
Association (APA). He is also Founder and Immediate Past Chair of the APA GALlP Division. He has
been a speaker at APA Conferences from 1994-2005. edited the Council for Urban Economic Development
(CUED) Base Reuse Newsletter, and served as committee member of American Economic Development
Council (AEDC).
Mr. Gross has also founded an economic consulting firm based in Johannesburg South Africa. African
Development Economic Consultants (pty) LId - ADEC - with the express purpose of transferring his skills
and empowering Africans. His African office is fully staffed. Mr. Gross was afeatured speaker at the World
Summit for Sustainable Development in Johannesburg in 2003.
Committed to improving his community, Mr. Gross won Project of the Year Award as a volunteer for
Neighborhood Design Center. In 2004. he was elected to the Alumni Board of the Georgetown Public
Policy Institute (GPPI). He also provides training and related capacity-building services to clients
worldwide.
USA: 2311 Connecticut Ave" Ste 206 Washington, DC 20008 Tel:(202)332-7430 Fax:(202)332-1853 Rl1nJ!ron@(/ol.com 7
Africa: 103 Algernon Road, Norwood (Johannesburg) 2117 South Africa. Tel +27-11-728-1965. Fax 728-8371.
"''''_~','"~''O$'''t'''''''''~'"'''''._'__.
Randall Gross / Development Economics
KEY PROJECT SERVICES
RGDE provides Strategic Planning, Economic, & Development Consulting Services
Community Development & Revitalization Strategies
I. Neighborhood & Community Revitalization Strategies
II. Socio-Economic Assessments
III. Community Strategic Plans
IV. CBD Revitalization Strategies
V. Rural Village Development & Micro-Enterprise Strategies
VI. Community Economic Development Training, Org Development, & Capacity Building
LED, Tourism, & Regional Economic Development Strategies
I. Tourism Development & Conservation Project Market & Finance Strategies
II. Target Industry & Agricultural Sector Economic Analyses
III. Corridor Development Strategies
IV. LED/Regional Economic Development & Marketing Strategies
V. Labor Market Analyses
VI. Small Business Development & POI Strategies
VII. PPP/lnfrastructure & Economic Development
VIII. Military Base Reuse & Technology Development Strategies
Real Estate Market & Project Feasibility Assessments
I. Market Potentials & Financial Feasibility - i.e., Housing, Retail, Office, Industrial, Tourism
II. Specialty Markets - i.e., Artist Housing" CBD/Districts, R &0/ Technology Parks, Museums
III. Highest & Best Use Analyses, Asset Management Strategies
IV. Adaptive Re-Use Analyses - i.e., Military Bases, Hospitals
V. Non-Profit & Institutional Use Needs & Market Assessments
VI. Public Use Needs Assessments - i.e., Sports & Recreation, Health Facilities
Planning & Transport Economics Studies
I. Airport & Ocean Port Growth Forecasting & Development Strategies
II. Planning Development Forecasting
III. Economic & Strategic Inputs to lOP & Long-Range Comprehensive Plans
IV. Transit-Oriented Development (TOO) & Forecasting
Municipal Finance & Fiscal Cost-Benefit Studies
I. Development Project Fiscal Net Impact Studies
II. Land Use Fiscal Cost-Benefit Analyses (Input to Planning)
III. Municipal Fiscal Conditions Assessment (& Input to lOP)
IV. Public Development Financing
Economic Impact Studies
I. Private and Public Economic Impact Analyses & Input to EIA
II. Economic Benefits Studies
III. Community Benefits Analyses
IV. Public Return-on-Investment Analyses
Public Policy Analyses
I. Program Analysis (Surveys, Multivariate Regressions / Statistical Packages)
II. Cost-Benefit Modeling & Fiscal Analysis
III. Public Policy Research, Monitoring / Review, & Design
USA: 23/ J Connecticut Ave" Ste 206 Washington, DC 20008 Tel:(202)332-7430 FllX:(202)332-/853 R(/nl!ms.~@aol.com 8
Africa: 103 Algernon Road, Nonvood (Johannesburg) 21/7 South Africa. Tel +27-1/-728-1965. Fax 72R-8371.
Randall Gross / DCl'c/ofJ/IlCIII Econo/llics
DOWNTOWN & TOWN CENTER PROJECTS
--Randall Gross is a specialist in community development economics. He has consulted for more than 20
years providing market & financial analysis, land use economics, and strategic planning services for the
redevelopment and revitalization of downtowns, town centers, and urban communities.
He works directly with public agencies, private developers, and communities to understand needs, assess
economic assets and potentials, and create targeted implementation plans to meet goals and objectives.
Specifically, he forecasts the market demand and financial feasibility of projects, determines highest and
best use for buildings and land, designs creative strategies that better integrate housing and employment,
and creates mechanisms to maximize community benefits including job creation and fiscal stability.
He has particular experience providing inputs on market potential. fiscal & economic impacts, and strateqic
plannina as part of master plans for Downtowns and Town Centers. He has worked on a broad range of
projects and has particular expertise in Downtown retail, tourism, and housing. He has worked with, or
helped establish. Community Development Corporations and Business Improvement Districts (BIOs)
focused on Downtown development and management. He has assisted Main Street and Chamber
organizations on downtown recruitment and incentive issues. He has determined the potential for use of
Tax Increment Financing (TIF) and other tools that leverage Downtown rnvestment.
Mr. Gross is a recent Division Chairman in the American Planning Association (APA) and current elected
At-Large Board Member at the National Capital APA Chapter. He is also an elected Board Member of the
Georgetown Public Policy Institute, past committee member in the American Economic Development
Council (AEDC), and former editor of the Council tor Urban Economic Development (CUED) military base
reuse newsletter. Mr. Gross recently edited a book on Downtown Plannina for the APA. Relevant downtown
and town center projects include:
Market Analvses. StrateQic Plans. & Technical Assistance
Historic Village Core Expansion Plan, Pinehurst, North Carolina.
Mr. Gross recently worked on a downtown plan for the Village of
Pinehurst as part of a planning team led by Raybould & Associates.
Pinehurst is world famous for its golfing and recently hosted the U.S.
Open. The historic village center remains as it was designed in the
19205 as part at the overall Frederick Law-Olmstead plan for the
community. However, the Village saw the need to pro-actively plan
for extension of the village core into an industrial service area
nearby. Mr. Gross provided market and economic inputs to the
charrette process and overall vision plan for the Village Core
expansIon.
Reference:
(2005). Warren Raybould (prime contractor), Raybould Associates
vvam=m if; I'avbouldassoclates.com. Tel 919-834-6420 I cell 919~604-3663
Delaware Main Street: Retail Revitalization, Newark, Delaware. Randall Gross worked under contract
with Delaware Main Street to develop a program and add capacity in retail revitalization. The focus of this
program was to create incentives that would attract retailers to the city of Newark. Mr. Gross conducted
capacity-bUIlding workshops focusing on the use of incentive mechanisms for encouraging retail
revitalization. Newark's Main Street program is operated by the city government.
Village Center Master Plan Inputs, Ada, Michigan. Mr. Gross is completing work on a village center
master plan for Ada, Michigan, as part of a planning team led by ACP Planning & Visioning. He helped
facilitate the charrette process and provided retail market analysis and residential opportunities
assessments as inputs to the overall planning effort. Mr. Gross focused attention on the Village's
opportunities for developing its arts & crafts district as a means of generating destination business potential.
Downtown Retail Recruitment Strategy, Sidney, Ohio. Mr. Gross worked with the City at Sidney, Ohio
on a market potentials analysis and retail recruitment strategy. This city has been among the most
Irs\. :._i II ('"tlllc('[i,'ifl ,11"('. S/I' :.or, ~V(/,lIlill,t:I")/, n(' ]()(j()8 Tef:( :'02 !.U2-7.J-3fJ l-'uI:(2IJ:!. !.1.12-/(-I53 8~!'!.L';.I"" ,r rl",I" III l)
.lfri"II: /In ..I!gnwi/I Nuod. ;Vnnroud I./ulwlllln/!llrt:! 2/17 :'Jlll/III .1fi"i('(/, reI +27-11-728-/96.'\, rU\ 721'\-837/.
Randall Gross / DeveloplIlellt ~'cOlwlllics
successful small towns in recruiting manufacturing, but residents still drive out of town to shop for higher-
end retail goods. This strategy examined the potential market for retail goods and recommended strategies
for Sidney to revitalize its downtown and offer a diverse menu of retail options as an important quality of life
factor.
Downtown Public Market Potentials, Frederick, Maryland. Mr.
Gross completed a market potentials assessment for the
establishment of a public market in downtown Frederick, Maryland.
He examined resident & tourist expenditure potentials and assessed
the viability of the market concept as a reuse for a former 16,000
square-foot grocery store building. He also determined the tenant
mix and tested the market concept with potential tenants, including
area producers, wholesalers, and retailers. He examined best
practices at comparable facilities in Pennsylvania, Maryland, and
D.C. and recommended a marketing approach based on
revitalization of commercial properties surrounding the market site.
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Revitalization Development Proposal, York, Pennsylvania. Mr. Gross completed retail and office
market analyses and recommended a redevelopment approach as part of a private developer's proposal for
revitalizing a Downtown neighborhood. The developer (Struever Brothers, Eccles, & Rouse) wished to
submit a viable development proposal to the Crispus Attucks Community Development Corporation that
would help the non-profit CDC reach its goals of revitalizing its predominately black community and creating
jobs for neighborhood residents. A previous plan was visionary, but did not account for real economic
constraints and market opportunities in the area. With a better understanding of the market potential
gained from Mr. Gross's work, the developer was able to propose a more economically viable set of
commercial projects. Negotiations were underway to move these projects forward.
Mixed-Use District Market Potentials, Manassas, Virginia. Randall Gross recently completed a market
potentials analysis for the City of Manassas that examined the opportunities for redevelopment of suburban
strip shopping centers into a mixed-use district. The Route 28 Corridor extending from historic downtown
Manassas including miles of commercial sprawl and the City wants to encourage redevelopment of this
area for a higher-density, mixed use, transit-friendly environment. Mr. Gross examined the opportunities for
redevelopment in support of a proposed master plan program prepared by Rhodeside & Harwell. He is now
being hired by the City to complete a more detailed analysis, and provide strategic recommendations and
outreach for redevelopment of one of the larger strip shopping centers in the corridor.
Reference:
(2005), Elizabeth S. Via, Director (Manassas Dept of Community
Development) eVlal})CI.manassas.vC1.US or 703-257-8224
Downtown Pier Development Master Plan, Erie, Pennsylvania. Mr. Gross examined the market
potentials for retail and housing in redeveloping the Downtown pier and adjoining property owned by the
Erie Port Authority. He recommended development of townhouse condominiums and retail with views of the
water and Downtown, as an input to the Master Plan created by UDA. Mr. Gross also drafted the Port
Authority's Request for Developers (RFP) for both the retail and housing components of the development.
Mr. Gross completed this work as a Senior Associate for Hammer, Siler, George Associates.
Traditional Neighborhood (TND) Town Centers,
Nationwide. Mr. Gross has completed retail
market analyses and development strategies for
town centers in a number of planned, high-end
new-urbanist Traditional Neighborhood
Developments (TND). Challenges for these projects
often include the lack of access and visibility for
town centers that do not have highway frontage.
Mr. Gross has prepared Town Center studies for
TND developers in the following locations, among others:
. Logan Township, New Jersey (Repaupo)
. Franklin, Tennessee (Westhaven)
. Bethesda, Maryland (King Farm)
. Gainesville, Florida (Town of Tioga)
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Randall Gross / Del'e!o!nnent Economics
. La Plata, Maryland (Stage Coach Crossing)
. Huntsville, Alabama (Providence)
. King George County, Virginia (Walnut Hill)
He also provided retail market analysis for a TND Town Center in Manila, the Philippines. In
Franklin, Tennessee and in Millington, Maryland, Mr. Gross particularly focused on the market opportunities
for retail that would not distract or compete with shops in the historic, Civil War-era downtown Main Streets
of these communities.
Downtown Feasibility Study, Oxford, Pennsylvania. Mr. Gross is working as part of a planning team led
by Rettew Associates to determine the feasibility of anchor downtown revitalization projects. Mr. Gross is
Identifying the projects through retail, residential, and office market analyses and he will be testing the
financial feasibility of the projects once a concept has been developed. Mr. Gross is also recommending
strategic marketing, development, and management plans for enhancing the overall environment for
revitalization. Finally, he is conducting direct outreach to potential developers and tenants to market the
concepts that he is developing for the downtown.
Town Center Potentials Analysis, Stow, Ohio. Mr. Gross examined the market potentials and provided
strategic development planning for creation of a town center in Stow, a suburb of Akron, Ohio. Stow was
developed in a traditional suburban model without a community hub or mixed-use commercial center. Mr.
Gross examined the potential for development of a town center as part of a larger Master Plan effort led by
ACP. a planning firm. Mr. Gross also analyzed the fiscal conditions in Stow and provided a land-use fiscal
impact analysis as part of the overall planning effort.
Downtown Vision Plan, Phoenix, Arizona. Mr. Gross forecasted the market potential for housing, retail,
and office development in Downtown Phoenix as part of a vision plan. He focused on the experience of
comparable cities nationwide and examined the relationship between downtown employment and housing.
He also identified best practices among Downtown projects nationally as a basis for policy
recommendations in Phoenix. He completed this work as a Senior Associate for Hammer, Siler, George
Associates.
Old Town Retail Business Analysis & Market Potentials,
Alexandria, VA. Mr. Gross recently completed work for the City of
Alexandria on a business assessment and marketing strategy for
King Street and historic Old Town. Alexandria's commercial heart.
The City and its leadership are concerned about strengthening King
Street and Old Town's role as the city's core retail district and as a
prime source of tax revenues. Mr. Gross assessed existing
business operating conditions, inventory, and key marketing issues;
performed a market potentials analysis; and provided strategic
recommendations for marketing and business strengthening. He
also examined potential for a Business Improvement District (BID)
on King Street. (Old Town pictured).
Reterence: (2005)
Kimberley Fogle, Imr Chief (Neighborhood Planning & Cty Dev.)
(note: Ms. Fogle has a new job with Fauquier County, VA)
Kimberlev.foolc,,'@fauoulercountv.aov or 540-347-8660
Town Center Plan, Morrisville, North Carolina. Mr. Gross is working as part of a planning team led by
Raybould Associates on a town center plan for the small city of Morrisville, just outside of Raleigh, North
Carolina. Mr. Gross is determining the market potentials for the town center and addressing strategic
development and marketing issues as part of the planning effort. He will be facilitating the economic
development visioning component of a charrette as part of the overall planning process. Mr. Gross is also
beginning similar town center work in Old Knightdale, a small town located on the other side of Raleigh.
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Randall Gross / Development Economics
Newtown Cultural District Retail Tenanting Strategy, Johannesburg, South
Africa. Mr. Gross recently completed a retail market analysis, development
strategy, and strategic "tenanting" plan for the Johannesburg Development Agency
(JDA). Johannesburg seeks to promote Newtown as a vibrant cultural district and
"24-hour" mixed use neighborhood to promote revitalization of the city's downtown
Central Business District. Mr. Gross assessed the market potentials and determined
an appropriate market mix and marketing strategy; recommended specific anchor
tenants, cultural uses, and events; determined an appropriate design & development
approach; and provided direct outreach services to potential tenants. The district has already attracted
regional destination restaurants to compliment its growing cultural institution base.
Downtown Revitalization Strategy, Clarksburg, West Virginia. Mr. Gross assisted in developing a
revitalization strategy for Downtown Clarksburg, a city of 18,000 that was an important banking center prior
to the Stock Market Crash of 1929. Mr. Gross examined the market for retail, housing, and hotel/tourism
uses as an input to the strategy.
Downtown Housing Market Assessments, Baltimore and Washington. Mr. Gross worked with planning
firm AB Associates in determining opportunities and constraints to urban housing development for a
traditional suburban developer (pulte Homes). These opportunities and constraints were focused on the
Baltimore and Washington, D.C. urban markets. More recently, Mr. Gross provided input for a private
developer submitting a proposal for housing development at a prominent Downtown Washington site (the
"Wax Museum Site"), as a sub-consultant. That developer's proposal was since selected by the city through
a competitive bid process against 11 other large developers.
Downtown Revitalization Projects, Fayetteville, North Carolina. Mr. Gross completed work for the
Downtown Development Corporation of Fayetteville to provide strategic planning services and to test the
market and financial feasibility of proposed revitalization
projects in the downtown area. He specifically tested the
market and financial feasibility of a downtown Family
Entertainment Center, an affordable housing project,
and a mixed-use development. The entertainment
center is currently under development. He worked with
Allison Platt & Associates, the planner who prepared a
master plan based on the findings of the market and
financial analyses.
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Mr. Gross has recently completed direct follow-up work
for the Downtown Development Corporation, including
an economic impact assessment for a planned mixed-
use project and an office market analysis for a proposed
office building in downtown Fayetteville. Both of these
proiects are movina forward and the developers held
aroundbreakina ceremonies in fall 2005.
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(2004). Mr. Marshall Isler (Downtown Development Corp)
mlsler (0) downtownfavctteville .com or mlsler \qJ ccbuslnesscouncd. orq
Mr. Bill Martin, Exec. Dir. (Cumberland County Business Council)
brnartln:P; ccbusinesscouncll, orq
Downtown Waterfront Plan, Columbus, Ohio. As a sub-consultant to Economics Research Associates
(ERA), Mr. Gross provided market inputs to a Downtown waterfront revitalization plan for the City of
Columbus.
Jackson Parkway HOPE VI Plan, Holyoke, Massachusetts. Randall Gross provided housing and retail
market analysis and a redevelopment strategy for the Holyoke Housing Authority, as a sub-consultant to
Metroventures/USA, a development services company. Mr. Gross identified the issues involved in
redevelopment of Jackson Parkway Public Housing as interrelated with those of the Churchill neighborhood
ad'oinin Downtown Hal oke. Churchill's largely vacant 1920's mid-rise private housing stock was ill-
equipped to respond to 1990's market conditions. Mr.
Gross devised a plan that responded to market constraints
but creatively integrated public and private housing needs.
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Randall Gross / [)e\'e!OfJlI1elll Ecollomics
Downtown Housing Market Analysis, Nashville, Tennessee. Mr. Gross completed a housing market
analysis for a private developer, focusing on the market and financial feasibility of downtown market-rate
and affordable housing in "The Gulch," the former rail yards in Downtown Nashville. He forecasted potential
through a new markets creation strategy that identified target niches, and recommended an appropriate
redevelopment strategy. His work is a pre-cursor to a Tax Increment Financing (TIF) district that will be
created to finance public infrastructure improvements.
Downtown Area Revitalization Master Plan Inputs, High Point, N.C. Mr. Gross is working as part of a
planning team led by Phil Walker & Associates to complete a downtown area revitalization plan for High
Point, North Carolina. High Point is very dependent on the annual Furniture Mart that brings thousands of
visitors to this hub of the furniture industry. Aside from "The Mart," however, there is not much to bring
people to downtown High Point. Mr. Gross is assessing opportunities to diversify the downtown mix of retail,
office, and residential uses. He is also providing analysis and strategic recommendations for housing and
community development in the low-income neighborhoods that surround downtown High Point.
Reference:
(2006). Brenda Slack, Planning Administrator (City of High POint)
Brenda.slack:{i} hlqhpolntnc.qov or tel 336-883-3328
Carlton Centre / Johannesburg CBD Potentials, Johannesburg, South Africa. Mr. Gross completed
work for Sirius Development Foundation and Transnet on the re-use of the Carlton Hotel, Africa's largest
hotel building. He determined the highest-and-best use for redevelopment of the former hotel building and
recommended a preferred financial solution for Transnet's use or disposal of the property. In addition, Mr.
Gross recommended approaches for maximizing the building's positive impact on redevelopment of the
Johannesburg Central Business District.
Waterfront Plan, Boston, Massachusetts. As a sub-consultant to Economics Research Associates
(ERA), Mr. Gross assessed the market potential for various housing products along Boston's downtown
waterfront.
Downtown/Five Points Master Plan, New Bern, N.C. Mr. Gross worked as part of a planning team led by
planner Allison Platt & Associates on a master plan for Downtown and an adjoining low-income
neighborhood in this coastal Carolina city. This plan was prepared on behalf of SwissBear, the downtown
New Bern marketing organization. Mr. Gross examined the potential for market+rate and affordable housing,
and focused on redevelopment opportunities associated with two large public housing developments
located within this neighborhood. He also assessed the potential for a new urban housing development on
waterfront property in Five Points. In addition, Mr. Gross determined the market potential and opportunities
for retail revitalization along two commercial corridors. The market information is an input to the physical
planning effort. Finally. Mr. Gross provided strategic recommendations for housing redevelopment and COC
management in the area.
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has recently been re-hired by New Bern's Swiss Bear organization
to complete a more detailed downtown retail market analysis,
marketing strategy, and implementation plan. He is also working on
a tourism development strategy for New Bern's Craven County.
(New Bern pictured).
Reference:
Susan Moffat-Thomas. Executive Oir.
SWlssBear (New Bern Downtown Org)
d I rector (0) SWI ssbear. 0 rq
Tel 252-638-5781 (underway)
Downtown Wharf Tourism Potentials, Smithfield, Virginia.
Smithfield, Virginia is renowned in the United States as the home of
Smithfield hams. The owner of one of the largest pork producers in
Smithfield commissioned a study to examine the revitalisation of
Smithfield's downtown wharf. Mr. Gross analysed the existing
visitor base, toured successful comparable developments and
identified and defined potential tourism projects and events for the
wharf. Mr. Gross then forecasted the visitor potential for these
projects and events. Mr. Gross saw the events as an especially
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Randall Gross I Development Economics
important effort to increase visitation from nearby metropolitan areas until that time when capital projects
could be financed. Unfortunately, the ham companies are fighting lawsuits for pollution and are distracted
from their civic efforts. Mr. Gross completed this work as a consultant at HSGA.
Downtown Housing Market Analysis, Knoxville, Tennessee. As a sub-consultant to Economics
Research Associates, Mr. Gross determined the demand for downtown housing in Knoxville as an input to a
convention center development strategy. He assessed the local housing market and examined downtown
housing markets in comparable cities as part of his methodology. He also provided policy input to
encourage downtown housing development.
Downtown Master Plan, Blacksburg, Virginia. Mr. Gross is working as part of a team led by the Walker
Collaborative, inc. on a downtown plan for Blacksburg, home of the Virginia Technological University. He is
providing market reconnaissance and strategic input to the planning effort.
East Street Corridor Master Plan, Frederick, Maryland. Mr. Gross provided market inputs on retail,
office, hotel I tourism, residential, and industrial potentials for a master plan area adjacent to Downtown
Frederick. East Street had just been improved and a new commuter rail station opened in this southside
portion of Downtown. Randall Gross worked as part of a planning team led by Design Collective, Inc. on a
charrette and Vision Plan for the area. Mr. Gross provided input on creating a local government office
center, tourism uses, and destination retail as part of the plan.
Brandywine Village Master Plan, Wilmington, Delaware. Mr. Gross completed work as part of a
planning team led by Allison Platt & Associates, preparing a master plan for the Brandywine Village
neighborhood adjoining Downtown Wilmington. He forecasted potentials for housing and retail uses within
the predominately African-American neighborhood and assisted in determining the appropriate
redevelopment strategy for targeted areas. Specifically, he examined potential for market-rate and
affordable housing in the neighborhood, in light of development efforts by non-profit housing providers and
the Housing Authority's revitalization of public housing on the periphery. He provided input to the
redevelopment approach and revitalization strategy for North Market Street, the primary commercial
corridor in the community.
Town Center Market Potentials, Seat Pleasant, Maryland. Mr. Gross determined the market potentials
for specific types of tenants and product mix, along with the appropriate niche marketing strategy, for a
retail town center in this Washington, D.C. suburb. Seat Pleasant is a declining neighborhood bypassed by
newer development further out from the city. Mr. Gross completed this work for Metroventures/USA, a
development company responding to efforts by local government to revitalize the area.
Downtown Convention Center Expansion Feasibility, Pittsburgh, PA. Mr. Gross assisted in
determining the market potential for expansion of the convention centre in Pittsburgh, Pennsylvania. This
work involved extensive survey design and research to establish market parameters.
Linn Street HOPE VI Retail Market Potentials, Cincinnati, Ohio. Mr. Gross assessed the retail market
potentials in a redevelopment area in the West End of downtown Cincinnati. The redevelopment is planned
as part of a federal HOPE VI public housing revitalization project. Mr. Gross will provide findings on the
market potential for various types of retail goods and services, and on the development feasibility of a retail
shopping center or entertainment town center in the area as an extension of the city's arts corridor. He
worked as a sub-contractor to the company tentatively selected to develop the retail component of the
HOPE VI project.
Downtown Riverfront RFP, Northport, Alabama. Mr. Gross assisted Looney, Ricks, Kiss, a planning firm
working with the City of Northport on development of a riverfront plan. He provided economic input and
helped prepare the Request for Developers (RFP) that was distributed by the City.
Business District (BID) Cost Recovery, Montgomery County, Maryland. Mr. Gross tested approaches
for recovering costs for publiC infrastructure improvements (streetscaping, facade, utility undergrounding)
made in five small business districts within the county. These small and large business districts included
Silver Spring, Wheaton, Olney, Flower-Piney Branch, and Kensington. Part of this work involved a survey of
businesses to determine their willingness to pay (elasticity of demand) for improvements with the goal of
revitalization.
USA: 23/1 Connecticut Ave" Ste 206 Washington, DC 20008 Tel:(202)332-7430 Fax:(202)332-1853 RanJ!ross@(/ol.com 14
Africa: 103 Algernon Road, Norwood (Johanne.~burg) 2117 South Africa. Tel +27-11-728.1965. Fax 728-8371.
Randall Gross / Dew/op/lle/lt Eco/lo/llics
Waterfront Development Plan, Bridgeport, Connecticut. Mr. Gross helped determine the potential for
redevelopment of downtown Port Authority facilities for retail, housing, and port uses. Mr. Gross focused on
the re-establlshment of the port for specialty niche markets.
ceo Strategy, Delft, South Africa. Mr. Gross provided commercial market potential forecasts and a
development strategy for the creation of a Central Business District in the impoverished community of Delft.
He worked as part of a team of planners to create a logical plan for bringing jobs and trade to this newly
developed housing area. He also provided a development strategy and input to the city's developer tender
process in order to attract a higher level of anchor tenant and investor interest.
Fiscal Benefits Assessments & Imoact Analvses
Downtown Master Plan Fiscal Benefits Analysis, Jacksonville,
N.C. Mr. Gross determined the fiscal benefits of a Downtown master
plan deSigned by Allison Platt & Associates (AP&A) for the city of
Jacksonville, North Carolina. Downtown Jacksonville has declined in the face of increasing competition
from "big box" and strip retail development along a highway bypass. The Master Plan encourages
downtown reinvestment through changes to road infrastructure and access within the central city.
Downtown eRA Master Plan Benefits, Jensen Beach, Florida. A
Community Reinvestment Area (CRA) Master Plan was proposed
as a pre~cursor to a Tax Increment Financing (TIF) district in
support of transportation improvements intended to help existing
businesses in Downtown Jensen Beach. Mr. Gross determined the
tax, fee, and job impacts of the redevelopment master plan
prepared by Seth Harry & Associates.
Tiger Stadium & Cultural Tourism District Fiscal
Impacts, Detroit, MI. On behalf of Little Caesar's
Enterprises and the owner of the Detroit Tigers, Mr.
Gross assisted in determining the fiscal impacts of a new
stadium and cultural district to the City of Detroit and the
State of Michigan. He assessed the costs and benefits
of both the stadium and a Downtown tourist-oriented arts
& entertainment district in terms of the impacts to each
department of the local and state governments. He also
examined the economic impacts of the project, in terms
of jobs and income. The new stadium IS now operating.
He completed this work as a Senior Associate at Hammer, Siler, George Associates.
Urban Development Zone Economic Impacts, Johannesburg, South Africa. Mr. Gross and his SA firm
are working for the Economic Development Unit of the City of Johannesburg on an assessment of the
impacts of their urban development zone (UDZ) on regeneration of the central business district and inner
city. The UDZ is a National Department of Treasury initiative to accelerate regeneration of South Africa's
downtown areas through accelerated depreciation incentives for building construction and rehabilitation.
Inner Harbor Economic Impacts, Baltimore, Maryland. For developer Struever Brothers, Eccles, &
Rouse, Mr. Gross determined the potential economic impacts of development projects in Baltimore's high-
tech Downtown ''Digital Harbor." He also examined the impacts of several specific projects for the
developer, including The Can Company and Tide Point, both industrial re-use projects oriented toward
creating tech space on Baltimore's Inner Harbor. The results of this analysis were used by the City of
Baltimore and State of Maryland to provide funding for public improvements including watetiront parkland
and access improvements.
Galleria TIF District Potentials, Houston, Texas. An "Uptown Houston" TIF (Tax Increment Financing)
District was proposed in the area surrounding Houston's Galleria shopping area as a tool for financing
traffic improvements. Mr. Gross forecasted demand and property values for retail, office, and residential use
through 2023 in order to determine the tax revenue increment resulting from the proposed improvements.
He completed this work as a sub-consultant to ERA.
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Randall Gross / Development Economics
RANDALL B. GROSS
Profession:
Contacts:
Expertise:
Economic. Strategic Planning, & Development Consultant
Tel (202)332-7430 Fax (202)332-7433 e-mail: rangross@aol.com
Local Economic & Community Development; Public Policy Analysis;
Development Economics - Project Market & Financial Feasibility;
Tourism Development; Economic & Fisca/lmpact Analysis;
Strategic Planning; Labor Force Economics; Public-Private Partnerships;
Planning & Transportation Economics; Capacity-Building & Training
Randall Gross has 20 years' experience providing strategic economic and development
consulting services for local, regional and national governments; private companies; and
non-profit agencies. He has worked on over 400 projects to enhance their capacity for
sustainable community and economic development, citizen participation, asset
management, and policy formation.
Mr. Gross brings particular expertise in market and development feasibility analysis to
test the economic viability of projects; fiscal and economic impact analysis to gauge the
public costs and benefits of projects; and public policy analysis to evaluate and monitor
policy decisions. He also provides comprehensive implementation strategies that form
the basis for industrial & economic development, tourism, and community revitalization.
Mr. Gross has consulted on projects in 29 states and five foreign countries. Since forming
his own company in 1997, Mr. Gross has worked on diverse projects ranging from
neighborhood industrial redevelopment in Baltimore to airport expansion in South Africa.
Increasingly, he is working with communities to determine the best ways to manage
growth and maximize the economic and fiscal return from development.
Mr. Gross is a former Division Chair for the American Planning Association (APA) and
now serves on the National Capital Area AP A Board and on the Board of the Georgetown
Public Policy Institute. He has worked in local government, deciding real estate tax
appeals cases in Chicago for the world's largest tax appeals agency. He also worked for
state and federal government and in the non-profit sector, before entering consulting.
Education
Masters in Public Policy, Georgetown University - Graduate School of Government
Bachelor of Arts & Sciences, Northwestern University - Polio Sci. & Urban Studies (Honors):
Certification in Urban Politics, Northwestern University.
Professional Memberships and Honors
Mr. Gross is active in many community and national organizations.
. Division Chair, American Planning Association (APA), 1998-2003
. Board Member, Georgetown Public Policy Institute, 2005-
. At-Large Board Member, APA National Capital Area Chapter, 2004-
. Comm. Member, American Economic Development Council (AECD), 1996-1998
. Project Award, National Capital Chapter APA. 2001
USA: 231 J Connecticut Ave.. Ste 206 Wa.~hjngton, DC 20008 Tel:(202)332-7430 Fax:(202)332-/853 RWlJ!ross@(./o!.com 16
Africa: 103 Algernon Road, Norwood (Johannesburg) 2117 South Africa. Tel +27-11-728-J965. Fux 728-837/.
Randall Gross / Development Economics
Professional Experience
Proprietor, Randall Gross / Development Economics, Washington, DC (1997-present);
Director, African Development Economic Consultants (ADEC), Johannesburg, S Africa
Consultant specializing in community development economics; strategic planning and local
government. Provides economic and tourism development strategies, policy analysis, fiscal &
economic impact assessments, industrial and employment generation strategies, real estate
market & financial feasibility analyses, and community development/revitalization strategies.
Provides training and management services for local governments. Clients are local, regional and
national governments; universities; private/corporate developers; and non-profit agencies.
Senior Associate, Hammer, Siler, George Assoc., Silver Spring, MD (1988-1997)
Managed, directed and/or consulted on over 110 economic consulting assignments for public and
private clients ranging from the Town of Appalachia to the U.S. Department of Defense and
XEROX Corporation. Specialized in project feasibility & fiscal impacts, urban revitalization,
military base reuse, university research & development, tourism & economic development
strategies. Assisted governments with program budgeting, financing strategies & asset
management. Planned/managed conference events, directed membership development & edited
newsletter as founder and chairman of APA Division. Edited Military Newsletter for the
National Council for Urban Economic Development (CUED).
Research Editor, The Independent Sector, Washington, DC (1987-1988)
Edited Research in Progress, the international compendium of research on the not-for-profit and
voluntary sectors. Identified and assessed research activities relating to the management, tax &
legal status, development, financing, and impacts of NGOs and the non-profit sector throughout
the world.
Research Assistant, U.S. National Endowment for the Arts, Washington, DC (1987)
Provided modeling & policy analysis for the National Survey of Public Participation in the Arts.
Case Analyst & Assistant to the Commissioner, Cook County Board of Tax Appeals,
Chicago, IL (1984-1986)
Decided over 100 individual property tax appeals cases ranging from single family homes to
large commercial investment properties. Conducted citizen outreach as Board representative.
Wrote press releases and acted as Media Liaison. Managed tax impact and investment studies.
Assisted with program policy and strategy as Assistant to Commissioner.
Research Director, Democratic Campaign for IIIinois State Treasurer, Chicago (1986)
Managed/directed research on consumer banking & financial institution policy. Assisted in
determining campaign strategy & electioneering. Developed the Illinois Citizens Insurance
Board to represent insurance consumers before State government.
USA: 23/1 ConneL'licut Ave" Ste 206 WlJ.~hingt(}n, DC 20008 Tel:(202)332-7430 Fax:(202)332-1R53 RUllffrf).U@1I01.('OIl! 17
Africa: 103 A/Remon Road, Norwood (Johannesburg) 21/7 South Africa. Tel +27-1/-728-1965. Fax 728-837/.
Randall Gross / Development Economics
Frank C. Rvdzewski
660 Larch Lane
Iowa City, IA 52245
(319) 631-2899
frank -rydzewski@uiowa.edu
SENIOR EXECUTIVE
CAREER PROFILE
Driven, successful executive with a demonstrated capability for helping companies to realize
growth potential. Strong competence in the general management of business operations; ability
to make decisions quickly and implement actions that are critical for success in ambiguous
situations; strong leadership skills. Recently achieved long-term career goal of transitioning
from corporate industrial atmosphere into academics, sharing knowledge and experience with the
next generation of leaders.
In-depth knowledge of business strategy, significant operational and general management
experience in capital intensive industries; record of concrete achievements; public and private
company experience; creativity and superior analytical skills.
Business development skills include customer relationships, new product development and
commercialization, operations, and community relations; applying world-class systems to deliver
competitive advantages for the parent company. Excellent communication skills, strong
negotiation skills, and global business experience.
Career Achievements
The University of Iowa, Tippie School of Business
Faculty Member, August 2006 - Present
Part-time Lecturer, December 2005 - August 2006
Focused on teaching MBA courses in Strategy, Product Management, and Globalization. as well
as undergraduate instruction in International Business
. Integrate practical business experience with current business theory to promote innovation
and education
. Recurring assignment teaching executive MBA program in Hong Kong and Beijing
Capstone Strategy Course - Beijing, Dee 2005
Guest Presenter
. Presented MBA Practical Cases with Dr. Fethke, Dean of the University of Iowa School of
Business
American Profol, Inc., Cedar Rapids, Iowa
President and CEO, August 2000 - October 2006
American Profol is a $150 million Polyolefin Extrusion Based Company
. Increased Profits 40%
. Completely transformed and reoriented company with reference to people, focus, and
markets we serve.
. Di versified customers and markets to counteract increase in foreign imports
. Helped establish Chinese customer base and develop company's first facility in China
USA: 23/1 Connecticut Ave" Ste 206 WlJshingto/l, DC 20008 Tel:(202)332-7430 Fax:(202)332-/853 RllnlJro.n@(/o!.('ofl/ ] 8
Africa: 103 Algernon ROlld, NOlWood (Johannesburg) 2117 South Africa. Tel +27-11-728-/965. Fax 728-8371.
Randall Gross / Development Economics
Penford Products, Co., Cedar Rapids, Iowa
President, 1995-April2000
Penford Products, Co. is a $200 million specialty carbohydrate-based chemical company.
. Increased pre-tax profits by 50+%.
. Established a true customer focus process in a different fashion than our competitors.
. Jointly commercialized new products with patent protection through alliance partnerships
with DOW and Kelco.
. Established a Global focus for company, increasing profits in Asia and JV agreement for
China based facility.
. Completed a 25% reduction in the hourly workforce and a 15% reduction in the salaried
workforce, at the same time increasing production productivity and volume by 20%.
Air Products - $4 billion global company, 1974-1995
Global Business Director, 1990-1995
General Plant Manager, 1985-1990
Additional Air Products positions (1974-1980):
Manufacturing Director, Division Controller, Assistant Plant Controller, Business Area
Analyst
. Grew polyurethane business profits from $40-50 million over a five year time frame through
globalization efforts.
. Established two joint venture opportunities: in Japan with Dow/Mitsubishi and in Portugal
with Quimigal.
. Finalized a 25 year contractual relationship with Dow Chemical Company to provide
polyurethane intermediate products. Incremental Net Present Value to Air Products worth
$1.5 billion.
. Turned around Emulsion Polymers Business from loss position in one year.
. Part of Acquisition Team in growing chemicals segment.
Education 1970-1974
Drexel University, Philadelphia, PA
Master of Business Administration - Finance, 1974
Rutgers University, Camden, NJ
Bachelor of Arts Degree in Finance, 1973
Militarv Service 1967-1970
United States Army, Served in Germany and Vietnam.
Attained rank of Staff Sergeant and received Bronze Star with honorable discharge.
Associations
Corn Refiner's Association, Board Member
Big Brothers and Sisters of Cedar Rapids
Priority One - Cedar Rapids
USA: 231 J Connecticut Ave" Sle 206 WashinRton, DC 20008 Tel:(202)332-7430 Fax:(202)332-J853 RWH!ross@(/ol.COf/J 19
Africa: 103 Algernon Road, Norwood (Johanne,~burg) 21/7 South Africa. Tel +27-1/-728-1965. Fax 728-837/.
Bill Ryan
1123 Boundary Road
Middleton, WI 53562
608-263-4994
billryan1123@hotmail.com
January 29, 2007
Economic Development Coordinator
Office of the City Clerk
410 East Washington Street
Iowa City, IA 52240
Dear Economic Development Coordinator and Review Committee,
This letter serves as a proposal to assist the Iowa City Area Chamber of Commerce, the City of
Iowa City, and the Downtown Association of Iowa City in completing a Downtown Market Niche
Analysis. This proposal focuses on business and economic development that will support the
vision of downtown Iowa City as a vibrant district of commerce, culture, education, entertainment,
government, and recreation. The proposed study will examine opportunities to increase
downtown vitality as a place to live, work and play for both resident and non-resident market
segments.
The study will analyze downtown Iowa City as it relates to the broader metropolitan area including
Coralville and North Liberty. While the focus of the study will be on downtown, much of the data
that will be collected will be useful in business development efforts citywide. Analyzing the
broader region will be important given the loss of downtown retail (Old Capitol Town Center mall)
to suburban development that has occurred at the Coral Ridge Mall and elsewhere. The study
will examine these and other market changes and examine the competitive strengths and
opportunities of downtown Iowa City (related to niche development) in support of its vision.
PROJECT TEAM
We (Bill Ryan working with colleague Matt Kures) are academic staff at the University of
Wisconsin - Extension specializing in community economic development. We have focused on
downtown economic revitalization since 1995. We assist economic development and business
leaders in identifying market opportunities to help build vibrant local economies. A resume (for Bill
Ryan) is included as an appendix to this proposal.
Much of our work involves the application of business analysis techniques (normally used by
large companies and major consulting firms) in local community economic development efforts.
The guiding purpose of our work is to help communities identify economic opportunities that will
improve local quality of life and build wealth for those in the community.
The market analysis components in this proposal are based in part on our Downtown and
Business District Market Analysis toolbox (htto://www.uwex.edu/ces/cced/dma/) that we have
developed as part of our appointments at the University-Madison. We have an extensive history
of helping community groups throughout Wisconsin conduct their own market studies. Examples
of these studies are on our website. Currently we are engaged in comprehensive downtown
market studies in Milwaukee, Madison and numerous other communities in Wisconsin.
References are available upon request.
We have presented our Downtown & Business District Market Analysis work at a number of state
and national conferences throughout the U.S. Major conference presentations within the past
year and a half include: International Downtown Association Annual Conference in Portland, OR;
National Extension Tourism Conference in Burlington, VT; National Town Meeting on Main Street
in New Orleans, LA; and the International City/County Management Association Annual
Conference in Minneapolis, MN. Presentation evaluations are available upon request.
The services proposed will be conducted independent of the University of Wisconsin-Extension.
We are preparing this proposal on our own time and using personal resources. Accordingly, this
work is not related to our employment with the University of Wisconsin-Extension
COLLABORATION WITH LOCAL STUDY COMMITTEE
We propose services that would be delivered in a collaborative community research format
requiring a local study committee. Members of this committee will be involved in project
guidance, some data analysis, and development of conclusions and recommendations.
The study committee should include three or four economic development and/or business and
community leaders who would provide necessary local insight. They would participate by
providing local knowledge, and assist in validating conclusions and recommendations from the
data. Their involvement will help to create community buy-in and incorporate stakeholder
knowledge when drawing conclusions and making recommendations based on the data. In short,
the local study committee will help us ensure that our work is not done in vacuum or disconnected
from the innumerable market and community issues facing downtown Iowa City.
The study committee will also learn about data sources and analysis procedures that can be used
in future assessments of the Iowa City market. Local Roles to be performed by this study
committee are noted in italics in the scope of services section.
The following scope of services is presented on a component-by-component basis. Many of
these components build on each other to form a comprehensive analysis. However, each of
these components stand on their own and offer insight and knowledge that can be put to use
immediately once completed.
SCOPE OF SERVICES
To begin our work, we will review past reports related to the growth and development of
downtown Iowa City and the surrounding area. Information on Iowa City's recent cultural district
designation, as well as information explaining the recent wave of downtown development will be
studied. Reviewing this research will help to refine the goals for the study, avoid duplication of
existing data, allow for the incorporation of key observations, and assess gaps in market
information. After this review, the components of our services will be as follows:
2
1. Analyze Downtown Iowa City's business mix and market position - This analysis will
examine the strengths and weaknesses of downtown Iowa City relative to other shopping districts
in the area and other comparable communities in the country. The intent of this analysis is to:
. Identify potential gaps within the business mix;
. Assess downtown's regional market position and alignment among the trade area's
primary consumer segments;
. Determine what comparable city downtowns have done to better serve their (similar)
market segments;
. Examine opportunities for market differentiation of downtown within the trade area; and
. Explore opportunities for business clustering and niche development.
The business mix and market position analysis will rely on a comparable community analysis. In
particular, downtown Iowa City's business mix will be compared to that of other communities of
similar size and demographic compositions (student population, education levels, income, etc.)
and economies. Comparison communities may include places such as Burlington, VT, Ithaca,
NY, Missoula, MT, Charlottesville, VA, and State College, PA. These communities will also be
selected based on if they have an economically vibrant downtown business district and
successful pedestrian mall. In addition, it may be useful to explore the reuse of downtown
shopping malls (similar to Old Capitol Town Center) in other cities to learn how these facilities can
be repositioned to better serve the community.
Study Committee Role - Help to identify comparison communities. Assist in comparing business
mix data to identify downtown's strengths and weaknesses relative to other shopping districts and
other communities. Identify existing or potential niches of related businesses that could become
a strategic theme for Downtown Iowa City.
2. Survey of business operators - The survey of business operators is often a key ingredient in
local economic revitalization because it provides important information on the business owner's
needs, ideas and perspectives. We will work with the study committee to develop a business
operator survey, which can be distributed within the downtown area. Questions will address:
. background information on each business;
. satisfaction with their location and plans to expand or reduce operations;
. hours and business volume/seasonality;
. impact of local events;
. importance of various market segments;
. marketing practices, market position and regional competition;
. e-commerce activity;
. ideas on downtown business recruitment;
. issues challenging downtown businesses and business assistance needs; and
. how the Downtown Association could be of future assistance.
Once the surveys are completed and collected, Remark Office OMR software and scanning
technology will be used to tabulate and analyze data from the survey forms. Given the expected
sophistication of Iowa City business operators, an alternative option may be a web-based survey
of business operators.
3
Study Committee Role - Assist in customizing survey questions to meet the objectives and
purposes of your study. Arrange surveys to be mailed out to business operators and collected. If
a web-based survey is used, send e-mail notification to businesses inviting them to participate in
this survey.
3. Assess the size and shape of downtown Iowa City's trade areas - The trade area analysis
will examine the origins of customers shopping in downtown Iowa City for convenience and
comparison purchases. Using Geographic Information Systems (GIS), customer origins will be
analyzed by their street addresses to determine those areas that generate the greatest number of
customers for the downtown area. The trade areas will also be assessed using a series of drive
time and equal competition analyses to help segment downtown Iowa City's trade area from other
competitive shopping districts. A customer origin map and summary will also be provided to each
business participating in the study. In addition, if helpful, mapping of visitor origin by season will
be conducted to better understand the tourist market (based on a visitor inquiry database
maintained by the Iowa City/Coralville Convention & Visitors Bureau).
Study Committee Role - Work with study area establishments to obtain customer street address
lists for a sample of downtown businesses (retail or service businesses as well as the Iowa
City/Coralville Convention & Visitors Bureau).
4. Profile Iowa City area economic trends - Examining regional economic trends will provide a
better understanding of the broader market around downtown Iowa City. Regional trends are
examined at the county or MSA level and include data on personal income, current and projected
employment levels, sources of earnings, commuting patterns, key industry sectors, tourist
spending, sources of earnings, and retail surplus and leakage within the region (as provided by
Iowa State University).
Study Committee Role - For this component, the local study committee can help assemble
relevant economic data to describe trends in the area and region. Much of this data is already
maintained by the Iowa City Chamber of Commerce, the Iowa City Area Development Group,
Iowa State University and other economic development sources.
5. Profile trade area demographic and lifestyles - We will purchase ESRI Business
Information Solutions data and compare primary trade area resident data with that of the state
and US. We will analyze population, households, income, age, education, occupation, and other
characteristics of the population. We will review other demographic projections related to the
growth of the Iowa City trade area. Consumer lifestyle segmentation data (from ESRI's
Community Tapestry ™ system) and consumer spending potential data will be purchased and
analyzed to further profile these residents.
Study Committee Role - Provide additional insight into demographic and lifestyle shifts occurring
in the trade area to better understand the data from ESRI Business Information Solutions.
6a. Focus group research examining key trade area market segments - Assist in
formulating questions and conducting focus groups to gather information on market segments of
importance to downtown Iowa City. Young professionals, downtown residents, and college
students are possible segments to analyze. Focus groups will help identify downtown's strengths
and weaknesses from the perspective of the selected market segment and how downtown can
be improved as a unique and lively place of commerce, culture, education, entertainment,
4
government and recreation. Findings from the groups will be recorded and carefully
summarized.
Study Committee Role - Assist in selection of the key market segments to examine, development
of the focus group questions, recruitment of participants, arrangement of meeting space, and
provision of incentives to participants.
6b. (alternative approach) Mail survey of trade area residents - An alternative to conducting
focus groups would be the implementation of a mail consumer survey to assess retail, service
and dining habits and preferences of key consumer groups. If a mail survey is chosen, we would
assist the study committee in formulating the questions and conducting primary research to
gather this information. Sample questions might include:
. Why, when, and how often do you come downtown;
. importance selection, convenience, service and quality;
. frequency and reasons for shopping at various locations;
. businesses that should be recruited downtown;
. Dining and entertainment preferences and behaviors;
. Impact of marketing and media; and
. Special events that could be held downtown.
A number of the research questions would focus on opportunities for existing and new
businesses in the community to serve this market more effectively. Scanning technology would
be used to tabulate responses.
Study Committee Role - Assist in the design of sUNey questions, development of a mailing list,
mailing and postage/return postage, and collection of the completed sUNeys. .
7. Develop recommendations - This final component will use data collected to identify
opportunities available to downtown Iowa City to enhance its appeal as a place to live, work and
play. Based on these opportunities, we will work with the study committee to develop
recommended strategies, policies and practices to be used by the Chamber, the City, and the
Downtown Association in economic development and marketing decision-making. These
recommendations may include:
. Business retention and expansion;
. Niche recommendations;
. Clustering, space utilization and design considerations;
. Marketing recommendations;
. Entrepreneurship development assistance; and
. Business recruitment.
These recommendations will be developed in close collaboration with the local study group.
Study Committee Role - This important step will involve the study group in facilitated discussions
that bring together all of the earlier elements of the study in the development of downtown-wide
strategies for economic development.
5
8. Develop local capacity to examine business opportunities
We will provide local training to the Iowa City Area Chamber of Commerce, the City of Iowa City,
and the Downtown Association of Iowa City to allow them to evaluate specific business
expansion and recruitment opportunities on-the-f1y. Instruction will be provided to demonstrate
how data from the market analysis can be used to evaluate possible retail, restaurant, and other
business and real estate uses in downtown Iowa City (as well as the broader trade area). The
methods will help local economic development professionals Identify business gaps in more detail
for the purpose of targeting new businesses and developing activities to strengthen existing
businesses.
. Instruction will be provided on how to conduct a detailed retail analysis by specific 5-digit
NAICS store category. This includes comparing supply and demand in square feet,
examining industry trends, and assessing consumer preferences based on survey work,
focus groups, and demographic and lifestyle segmentation data.
. Instruction will be provided on how to evaluate in detail restaurant opportunities. The
focus here will be on how to examine the market potential for possible restaurant
concepts that might be appropriate for downtown. The analysis includes an overview of
traffic patterns, demand generators, consumer demand (including using ESRl's Tapestry
lifestyle data), and the competitive supply of restaurants.
. In addition to retail and restaurants, instruction will also be provided on how to do an
abbreviated study of service businesses, housing, office, and lodging opportunities.
Instruction on how to perform a market analysis overview for these uses will be provided.
This training is intended to put the market analysis to work and build the market knowledge and
research capacity of local economic development professionals. The training will allow
participants to use the market analysis on-the-fly when working with existing and prospective
entrepreneurs, real estate professionals and investors.
DELlVERABLES, FEES AND TIMELlNE
The result of the project will be a comprehensive market niche analysis that will provide vital
market information and assess opportunities for future business retention, expansion and
recruitment efforts. Further, the project will build the capacity of local economic development
professionals to use this data in ongoing business development efforts. The findings will be
compiled in both a full report and an executive summary that can be made available to
existing/prospective businesses and economic development practitioners. We will write the
report with input from and review by the local study committee.
Preliminary findings will be presented to the sponsoring partners: the Economic Development
Committee, the Iowa City Area Chamber of Commerce, and the Downtown Association. A
formal presentation to the Iowa City City Council and boards of the sponsoring partners, as well
as a public presentation will follow. The study group will be asked to participate with us as
collaborators in these presentations.
6
The associated fees for these services cover analysis, software, data, GIS programming, report
writing, travel and other costs. The distribution of costs by study component is presented below:
1.
2.
3.
4.
5.
6.
7.
8.
Fees
$4,000
6,000
7,000
3,000
3,000
8,000
5,000
3,000
Total $39,000
Many of the components in this proposal build on the findings from other components. For
example, the exact consumer research questions should incorporate the ideas and questions
from the business community as captured in the business operators survey. Similarly, the
detailed analysis of market segments (including demographics and lifestyles) requires knowing
the size and shape of the trade area.
Accordingly, for a comprehensive analysis to be fully integrated in a quality manner, we request
that the analysis period and final report be extended beyond the current deadline. However, we
do believe that many of the individual components of the report once completed can be put to
work immediately (instead of waiting for the final comprehensive report). The following chart
provides an alternative timeline to ensure adequate time for quality research:
Component
... ... ... ... ... ... ... ... ... ... ... m "
0 0 0 0 0 0 0 0 0 0 0 0 0
.0 ~ E. ,., c ;; '" <> u > u c .0
. . , , . 0 . .!!l .!
.. " <( " ~ ~ <( U) 0 z c
1. Business mix and marketnosition analvsis x x X X X x
2. Survey of business owners x x x x x
3. GIS analvsis size/shaoe of the trade area X X X X
4. Profile of area economic trends x x x x
5. Demoaraphic and Iifestvle analvsis x x
6. Focusnroup (or survev) research x x x x x
7. Develoorecommendations with committee x x x
8. Build caoacitv examine Bus. oooortunities x X
Preliminary findings presented to sponsoring partners X
Presentation to the city council, sponsors, and public X
We are prepared to begin work on the project on February 12, 2007 per the alternative schedule
proposed. We will schedule a series of meetings with the study group (approximately one per
month) beginning in February. We are excited about the opportunity to work with you in Iowa
City. Thank you for considering this proposal and please let us know if you have any questions.
SincerelYf/
114[('<-0 CiA-
Bill Ryan 7
7
Appendix - Resume
William F. Ryan
Community Business Development Specialist
UW-Extension, Center for Community & Economic Development
610 Langdon Street, Lowell Hall #329, Madison, WI 53703
608-263-4994, bill.ryan@uwexedu
Summary Developed state-of-the-art market analysis techniques used nationally by downtowns and
main streets organizations to help communities solve economic development issues in their
central business districts.
Provided educational research and resources to improve quality of life and wealth in
communities by improving their commercial districts as places to live, work and play.
Developed business decision-making tools for existing and prospective tourism related
businesses
To achieve the above, applied business analysis techniques used by large companies and
consulting firms to local community economic development efforts.
Education
Master of Business Administration
University of Wisconsin - Madison, Madison, WI.
Diversified curriculum with course work in finance and real estate.
1983
B.S. Degree in Hotel Administration
Cornell University, Ithaca, NY
Business management degree focusing on the hospitality industry.
1979
Current Employment
University of Wisconsin-Extension
1991-
Current
Business Development Specialist, Center for Community and Economic
Development (1995-Current)
Assists economic development and business leaders in downtown economic
revitalization. Provides market analysis education to help these professionals use
data to analyze market conditions as part of business expansion and recruitment
efforts. Conducts applied research related to determining the kinds of businesses
a community can support given its economic and demographic characteristics.
Publishes a monthly newsletter titled Let's Talk Business as a resource for
communities interested in strengthening commerce in their business districts.
Tourism Business Specialist, Tourism Research and Resource Center
(1991-1995)
Provided technical assistance to existing and prospective entrepreneurs in
lodging, restaurant and other tourism related fields. Developed financial planning
software and market analysis educational materials to assist clients in feasibility
analysis. Developed and published results of a monthly tourism tracking report
that monitored visitation at sites throughout Wisconsin. Served as an adjunct
instructor at UW-Stout's hospitality program (teaching via compressed video from
Madison) and engaged students in applied research projects for Extension clients.
8
Prior Employment
The Flatley Company, Braintree, Massachusetts
Director of Financial Planning and Analysis, Tara Hotel Division
Responsible for the development of a $150M operating budget and the ongoing
analysis of operating performance of the company's chain of 14 hotels.
Developed computerized reporting and analysis systems to monitor revenue
performance ad operating expenses.
Laventhol & Horwath, Boston, Massachusetts
Associate-Hospitality Industry/Real Estate Feasibility Analysis
Supervised and conducted market feasibility studies for lodging properties
throughout New England. Provided management consulting services to over 50
clients representing large hotel developments in New England.
Holiday Inns, Inc., Memphis, Tennessee
Operations Analyst
Provided internal audits of management reporting systems (forecasting,
budgeting and staffing procedures) at company-operated hotels throughout the
U.S. Also served as hotel controller for the company's executive conference
center in suburban Memphis.
Innovative Techniques Developed
Downtown & Business District Market Analysis
The nationally recognized online toolbox helps commercial districts assess
economic revitalization opportunities. It has become a valuable toolbox for
downtown revitaHzation professionals, city planners, consultants and others. The
site has been enthusiastically received by downtown and Main Street
organizations throughout the country, as well as being presented in many national
conferences. http://www.uwex.edu/ces/cced/dma/
Tourism Business Development
An on-line toolbox to assist tourism businesses in market analysis and financial
planning. The toolbox provides existing and prospective business operators with
business trends, industry comparison data, market analysis techniques and
financial planning software. The toolbox focuses on: hotels/motels; small
resorts; bed and breakfasts; campgrounds; retail stores; and restaurants.
http://www.uwex.edu/ces/cced/tourism/
Customer Prospecting
Communities and their businesses can improve the precision of their marketing
efforts by understanding characteristics of their existing customers. Geographic
information systems (GIS) technology is used with existing customer address lists
to profile the place of customer origin and neighborhood demographics. GIS then
uses this information to search (prospect) for new potential customers. See
sam pie: http://www.uwex.edu/ces/cced/Doorsum.pdf
Tourism & Retail Development
A study examining retail and tourism in Midwestern communities highlighted
specific strategies useful in increasing retail store sales from visitors. The study
provides practical tips specific to retail and tourism that could be used by
entrepreneurs, local tourism leaders and economic development practitioners.
http://learninostore.uwex.edu/pdf/G3713.pdf
1987-
1991
1984-
1987
1979-
1982
1997 to
current
2003 to
current
2002 to
current
2000 to
current
9
Let's Talk Business
A monthly e-newsletter for downtown and economic development leaders working
to strengthen retail and service businesses in their community_ I have either
authored or edited 124 e-newsletter articles; many of which have appeared in
newspapers across the country. Below is a list of titles and topics covered in the
Let's Talk Business e-newsletter.
http://www.uwex.edu/ces/cced/publicaUletstalk.htm I
2003
. Ten Steps to a Living Downtown
Making Downtown a Place to Live, Work, and Play
Business Trends Across Northern Wisconsin
Lodging Industry Trends
Restaurant Industry Trends
Economic Benefits of a Walkable Community
Business Recruitment
Greyfields and Ghostboxes Evolving Real Estate Challenges
Surviving Road Construction
Business Retention and Expansion
Main Street Partnering
Trends in Retail and Shopping Centers Current Issues Facing
Developers
2002
Keeping a Grocery Store Downtown
Optimal Placement of Downtown Businesses
The Internet as a Retail Sales Tool: The Growth of E-Sales
Consumer Spending by Age Group
Evaluating Downtown Retail Opportunities
Evaluating Downtown Service Business Opportunities
Evaluating Downtown Restaurant Opportunities
Downtown and Business District Market Analysis
Retail Outlet 'Incubator': Reusing A Downtown Department
Downtown Hotel Development: A Community Partnership
Approach
. Downtown Development: Key Trends & Practices
. Capturing Commuter Expenditures
2001
. Downtowns and Chain Businesses (two parts)
. Analyzing County Retail Sales
. Competitive Strengths and Weaknesses of National
Discounters
Parking and Pedestrians
The Impact of Walmart on Small Towns
2001 National Main Street Trends Survey
Realistic Expectations for Downtown Retail
Tourist Prospecting Using GIS
Business Improvement District (BID) in Wisconsin
Reusing Vacant Department Stores in Small Communities
Smart Growth as an Opportunity for Downtowns
,
Continuing Monthly
Newsletter
2006
Rural Downtown Development:
Green Consumers: A Growing Market
Family Amusements as a Catalyst for Downtown Revitalization
How Local Businesses Can Serve Trail
Wal~Mart Unveils Community Store Design Strategy
Seven Components of a Successful Business Incubator
Downtown Redevelopment Efforts in Selected Midwest Cities
Urban Tourism: What Attracts Visitors to Cities
What Drives Consumer Behavior
E-Commerce: Opportunities for Small Retailers
Challenges Ahead for Small Independent Retailers
Trends Facing Small Independent Retailers
.
.
.
2005
Characteristics of Successful Downtowns
The Importance of Government Facilities in Downtowns
Seven Relationship Building Business Strategies
Reclaiming the Waterfront
Ways Communities Can Revive Local Independent Businesses
Why Independent Businesses Are Important
Developing a Downtown Strategic Plan (
Smart Downtown Parking
Retail Demand and Supply Analysis: New Software to Identify
Market Opportunities
Keeping the Movies Downtown
Coexisting with Big Box Retailers
. So You've Survived Road Construction ~ Now What?
2004
Community-Owned Stores Provide Alternative to Chains
Wal~mart's Growth and Vulnerable Retail Sectors
Economic Restructuring Activities in Downtown Revitalization
Niche Development in Small City Downtowns
Seven Keys to Main Street Success
Can Downtowns Survive?
Downtown and the Youth Market
Rules for Successful Tourism Marketing
Lifestyle Retail Centers
Downtown Housing Opportunities
Downtown's Role in the New Economy
.
.
.
.
.
.
.
1996-
Current
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
10
IOWA CITY DOWNTOWN MARKET NICHE ANALYSIS
AND
IMPLEMENTATION STRATEGIES
Response to 0 Request for Proposo/s
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PREPARED lOR
THE CITY OF IOWA CITY, IOWA
THE IOWA CITY AREA CHAMBER OF COMMERCE
AND
THE DOWNTOWN ASSOCIATION OF IOWA CITY
BY
PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INe.
January 22, 2007
January 22, 2007
Wendy Ford
Economic Development Coordinator
Department of Planning and Community Development
410 East Washington Street
Iowa City, IA 52240
Dear Ms. Ford:
P.U.M.A.
Progressive Urban Management Associates (P.U.MA) is pleased to respond
to Iowa City's request for proposals for a Downtown Market Niche Analysis &
Implementation Strategies.
In cooperation with the City, Chamber, Downtown Association and other
project partners, we propose to develop a comprehensive Market Niche Analysis &
Implementation Strategies that will provide short and long term strategies to retain,
grow and attract high quality development, new investment and appropriate
businesses to Iowa City's downtown. Project objectives will include:
. Evaluate the overall feasibility for development in the downtown, including
market, location, ownership, compatibility with city goals and other factors;
. Create an investment environment that encourages the creation of new and
growth of existing businesses;
. Identify potential improvements and strategies to position downtown as a
center for creativity and innovation;
. Assess the pros and cons of a variety of organizations, agencies and
financial tools to advance downtown Iowa City's development;
. Provide tactical recommendations and sequencing for moving forward;
. Engage property owners, businesses, residents and civic leaders in a
participatory process that builds "ownership' in and a shared vision for Mure
development, collaborative marketing initiatives and improvements.
Progressive Urban Management Associates (P.U.MA)
1616 S[Y[HTEUTH SlIm
P.U.MA is a Denver-based real estate economics consultancy offering
management, marketing and financial expertise to advance downtown and
community development. P.U.MA is one of the nation's leaders in crafting
innovative yet pragmatic downtown development and management sb ategies. In the
past 13 years, the firm has assisted more than 150 clients in 29 states, the District of
Columbia, Canada and the Caribbean. We have provided consuIIing services to
dozens of communities and recently advanced downtown market analysis and
development sbategy efforts in Denver and Boulder, Colo., Cedar Rapids, Iowa,
Lincoln, Neb., Cheyenne, Wyo. and Rochester, Minn.
5 U I T E 262
nEHVEI,COlOIAD080202
Brad Segal, presidentofP.U.MA and~ for the Iowa City
Market Niche Analysis & Implementation Strategies, has nearly 25 years of
experience in the downtown and community development field. Prior to establishing
P.U.MA in 1993, Brad served as the senior director of the Downtown Denver
Partnership, managing its economic development and marketing programs. Brad is
a former board director for the International Downtown Association. He has written
several publications and articles, including" ABCs for Creating BIDs" and "Ten Keys
for Creating a Competitive Downtown".
TIlEPHOHE,303!628.5H4
FAL 303!628.5557
www.pumaworldhq.<om
Wendy Ford
January 23, 2007
Page 2.
P.U.M.A.
Jamie Licko, associate and project manager for the Iowa City Downtown
Market Niche Analysis & Implementation Strategies, recently joined P.U.M.A. after
serving as the executive director of the Downtown District in Cedar Rapids, Iowa.
Jamie directed a downtown organization with a $500,000 annual operating budget,
including self-supporting municipal improvement district, marketing and special event
programming. Jamie, an Iowa native and alum of the University of Iowa, brings
working familiarity with the Iowa City market area and its leadership.
Pamela Phox, market analyst, joined P.U.M.A. at the beginning of 2001 after
serving as the research coordinator for the Downtown Denver Partnership for the
previous eight years. The Partnership's market research program is considered a
model for downtown organizations throughout North America.
Resumes for team members, additional information on the firm, project
profiles and references are attached.
Proposed Approach, Deliverables and Fees
P.U.M.A. proposes a two-step process to complete the Downtown Market
Niche Analysis and Implementation Strategies within a six month timeframe. Our
first step will be the completion of a competitive analysis to determine the feasibility
for development in downtown. Elements of the market analysis include:
. Current economic profile for downtown;
. Downtown supply inventory;
. Competition and leakage analysis;
. Stakeholder focus groups, interviews and surveys of residents and students,
. Determination of market opportunities to develop reasonable expectations for
accommodating future development.
Findings from the preceding analysis will be compiled in a Competitive
Analysis report. This document will provide market information that can assist
existing businesses to adjust merchandising strategies and help new businesses
evaluate invesbnent opportunities.
1616 SEVENTEENTH mElT
Our second step will identify specific implementation tactics for downtown
Iowa City. Recommendations will be compiled in a Part II Business Plan document
that will include:
262
. Niche and positioning strategies;
. Downtown development sub-districts and opportunity sites;
. Short and long term strategies to retain, grow and attract businesses and
high quality commercial development;
. Environmental improvements that support the findings of the market niche,
including urban design and parking management;
. Organizational options for strengthening downtown marketing and
management activities;
. Identification of financial tools that can advance implementation of
OEHVEi. COloiloO 10202
TElEPHONE 303/621.1554
FAL 303/621.5\17
www.pumllworldhq.com
P.U.M.A.
1616 \EYEMTEENTH STREET
262
DENlEI,COLOIID08D202
T1lEPHOMI:3D3!628.SSl4
FIX: 303!628.55S1
www.pumaworldhq.com
Wendy Ford
January 23, 2007
Page 3.
development strategies, including both organizational and capital
improvement initiatives;
. Sequencing schedule, offering steps to complete in 18 months, 18 months to
five years, and beyond five years.
Estimated fees and expenses for the preceding project are $63,475, divided
into the two steps as follows:
Step
Estimated Fees &
Ex nses
$ 43 467
$ 21,443
$ 64 910
ies
A detailed draft approach and fee matrix are attached.
We are grateful for this opportunity to respond to your request for proposals.
Please contact me at 303-628-5554 or via email atpumaman@ix.netcom.comif I
can provide any additional information.
Sincerely,
PRO&IE\\IVI URIAN
.'NAGIIIIIIT U\OCWI\
P.U.M.A.
1616 SEVENTEENTH mEET
OENVEI,COLOIl008D202
TELEPKONE:30l/628.S5S.
FIX: 301/62 8. S551
www.pumllworldhll.(Om
Iowa City, Iowa
Downtown Market Niche Analysis &
Implementation Strategies
Scope of Work
Obiectives
Balancing quality of life with economic sustainability, the Market Niche Analysis &
Implementation strategies will provide shori and long term strategies to retain, grow and
attract high quality development, new investment and appropriate businesses to downtown
Iowa City. The Market Niche Analysis and implementation strategies will aim to meet the
following objectives:
. Evaluate the overall feasibility for development in the downtown, including market,
location, ownership, compatibility with city goals and other key factors;
. Create an investment environment that encourages the creation of new and growth
of existing businesses;
. Identify potential improvements and strategies to position downtown as a center for
creativity and innovation;
. Assess the pros and cons of a variety of organizations, agencies and financial tools
to advance downtown Iowa City's development;
. Provide tactical recommendations and sequencing for moving forward;
. Engage property owners, businesses, residents and civic leaders in a participatory
process that builds "ownership" in and a shared vision for future development,
collaborative marketing initiatives and improvements.
Suaaested SCODe of Services
Project Working Group: To help guide the process, avoid duplication of past
efforts and build community "buy-in" into the Downtown Market Niche Analysis and
Implementation Strategies, a 10 to 15 member Project Working Group is recommended.
The Project Working Group could include key representatives from City staff, the Chamber
of Commerce, the Downtown Association, civic leaders, businesses. property owners and
residents. The Working Group would meet three to four times during the course of the
project to provide creative input and review findings from the consultant team,
Two phases of work that can be completed over a six month period are proposed:
I
P.U.M.A.
1616 SfYENTElNTH SlIEET
SUI T E 262
DENYEI,COlORAD080202
TElEPHONE,103/628.\S54
www.pllmaworldbq.com
Step 1: Competitive Analysis
The competitive analysis will provide quantitative and qualitative market information to
identify existing and potential consumer and investor markets for the downtown Iowa City study
area. The evaluation of the regional marketplace will also serve as a foundation for
recommendations to improve the business district, assist individual businesses in their market
planning and accommodate future development. The competitive analysis will aim to confirm
the study area's markets and provide the following descriptive infonnation:
. Market demographics;
. Retail leakage (i.e. dollars leaving downtown and the community that could be
retained);
. Community attitudes and perceptions toward the downtown;
. Market opportunities analysis to detennine downtown's growth potential and identify
real estate products that could be successfully marketed;
. Differential advantages of downtown Iowa City's study area.
P.U.MA will undertake primary research and compile secondary data to develop the
competitive analysis. Survey techniques will include:
1.1. Downtown Market Profile: The consultant team will compile economic data to
detennine spending habits and market potential for the downtown study area. To avoid
duplication of existing work, support from the city staff, Chamber and Downtown
Association will be sought to access existing studies and market information. To
update selected economic data, we will utilize a variety of data sources to determine:
. real estate pricing and use trends,
. neighborhood demographics and trends,
. city sales and property tax records,
. traffic counts,
. and other appropriate infonnation.
The market profile will include a particular emphasis on the neighborhoods
surrounding the downtown - a 'primary" market area that will be defined by this study
-- providing a tailored profile for in-place markets.
1.2 Downtown Supply Inventory: The consultant team will compile a downtown
supply inventory, creating a complete study area database of existing uses, square
footage and development opportunity sites.
1.3 Competition and Retail Leakage Analysis: Based upon the definition of the
Downtown primary market area and demographic characteristics revealed from the
preceding market profile, we will develop a retail leakage model that aims to identify
dollars that are currently flowing out of the community and can be reasonably
redirected to existing and new business opportunities. The leakage analysis includes
an inventory of existing retail within the primary market area. We will then identify
outflows. Unique and viable investment opportunities for the Downtown study area will
be identified, including specific businnses and uses.
2
P.U.M.A.
1l1lSElENTEEITHSTREET
2' 2
1.4 Stakeholder Focus Groups and Interviews: Up to four stakeholder focus
groups (or "roundtables") are proposed to solicit resident, student and business
opinions on desirable retail and service uses in downtown Iowa City. Assistance
to recruit residents and convene focus groups will be required from the Project
Working Group. The consultant team will also meet one-on-one with up to 20 key
property and business owners within downtown.
1.5 Community Survey: A direct mail survey would be sent to residents to detennine
current downtown use patterns and priorities for Mure businesses and
development. The survey could be distributed via the Town water or utility bill or a
similar community distribution channel. (Consultant will design, tabulate and
interpret survey results, Iowa City will distribute and collect surveys)
1.6 Student Survey: An electronic survey will be sent to students, faculty and
university workers to determine current downtown use patterns and priorities for
future products, services and activities. We anticipate that the survey can be
distributed electronically via the University of Iowa. (Consultant will design,
tabulate and interpret survey results, Iowa City will distribute and collect surveys.)
1.7 Identification of Market Opportunities: The consultant team will take a fresh
look at existing economic projections for the Iowa City area. We will evaluate any
subsequent economic changes and meet with key "influencers" that have their pulse
on the local marketplace, including local real estate brokers and developers. We will
also filter existing projections through a "2006 Global Trends" analysis that P.U.M.A.
recently prepared for Denver (valued at $15,000), providing a basis for assumptions
to determine the growth potential and real estate development products that can be
reasonably sustained in downtown Iowa City.
1.8 Competitive Analysis Report: Findings from the preceding analyses will be
compiled in a competitive analysis report. The report will be formatted to be used as a
tool to recruit businesses and investment to the downtown, and help existing
businesses adjust merchandising and marketing .sb ..tegies to realize the best market
opportunities.
Step 2: Implementation Strategies, Tactics & Tools
2.1
Niche Strategies & Development Districts (i.e. "market-clriven vision"):
Based upon the findings from the Part I Competitive Analysis, the consultant team
will work with the Project Working Group and client partners to develop a framework
for guiding development in downtown Iowa City, including:
. Overall niche and positioning strategy(ies) for downtown, including
development goals and objectives;
. Development types that can be sustained in a variety of sectors, including
retail, services, entertainment, hospitality, office and events.
. Within the downtown study area, development SlJb.disbicts will be identified for
concentrating different uses and activities. The development sutHtistricts will
3
P.U.M.A.
I6I6SEYfKTElKTHITlEE!
III
!ELfrHOK! lOl/628-ll54
provide guidance for directing future business development and investment.
Primary development sites and catalytic opportunities will be identified within
the development districts.
2.2 Implementation and Tactics - Organization & Finance Business Plan:
Development implementation tactics will be compiled, providing recommendations
for best leveraging existing and new organizations, agencies and financial
tools to retain, grow and attract businesses and commercial development to
downtown Iowa City. The "Organization & Finance Business Plan" will include:
. Short and long term strategies to retain, grow and attract high quality development
and nurture locally-owned independent businesses;
. Environmental improvements that support the findings of the market niche, including
urban design and parking management;
. Recommendations for the ongoing management and marketing to support small
independent businesses and the overall economic development of downtown,
including suitability for a business improvement district, community development
corporation and other private/non-profit development entities;
. Financing strategies to both sustain organizational efforts and develop capital to
support plan improvements. Options may include special district financing, tax
increment financing, community development block grants and creative approaches
to create and/or leverage a variety of resources.
. Recommendations for programming to advance economic development and other
initiatives to guide and accommodate future investment.
. Sequencing of recommendations over short-term (next 18 months), mid-term (18
months to five years) and long term (over five years) horizons.
We will focus on incremental, visible improvements that can be achieved quickly and
instill a sense of civic accomplishment and momentum.
2.3 Final Plan Presentations: The consultant team will be available for presentatioos
to the Chamber and Downtown Association memberships, City Council and/or other
local goveming bodies (one site visit for presentations is budgeted).
The final plan document, induding the Competitive Analysis and Implementation
Business Plan will be provided in a variety of formats, including a PowerPoint
summary, electronic document and one original document ready for copying.
4
Iowa City, Iowa:
Downtown Market Niche Analysis & Implemenation Strategies
Consulting Fee Matrix (1/15/07)
Progressive Urban Management Associates, Inc.
P.U.M.A.
Segal LickolPhox
TASK Hours Rate Hours Rate TOTAL
Phase I: Competitive Analysis
1.1. Economic Profile 4 185 32 110 4,260
1.2. Downtown Suoolv Inventorv 0 185 20 110 2,200
1.3 Competition & Retail Leakaoe Analvsis 12 185 36 110 6,180
1.4. Stakeholder Focus Groups & Interviews 20 185 32 110 7,220
1.5 Communitv Survev <Note A> 4 185 20 110 2,940
1.6 Student Survev <Note A> 4 185 16 110 2,500
1.7 Market ODportunities 20 185 12 110 5,020
1.8 Competitive Analvsis ReDort 16 185 20 110 5,160
Travel: 6 site visits @$850 each 5,100
Office & Admin Exoenses (2.5% of fees) .887
Survey Tabulation Costs 2,000
Total Phase I: Competitive Analvsis 80 185 188 110 43,467
Phase II: Implementation Strategies
2.1 Niche Strateaies & Develooment Districts 16 185 16 110 4,720
2.2 Imolementation Tactics - Ora & Finance 28 185 28 110 8,260
2.3 Final Presentations 16 185 16 110 4,720
Travel: 3 site visits @$850 each 2,550
Office & Admin Exoenses (2.5% of fees) 443
Graphic Desion: Districts Map 750
Total Phase II: Implemenation Strateaies 60 185 60 110 21,443
TOTAL PROJECT FEES 140 I 185 246 110 64,910
Note A: Consultant will design, tabulate and interpret surveys, assumes Iowa City will copy, distribute
and collect surveys.
Relevant Experience/References:
Downtown Iowa City
Market Niche Analysis & Implementation Strategies
Denver, Colorado
"Denver Downtown Area Plan" (in progress)
"Downtown Denver Retail Demand Study" (2005)
Currently, P.U.MA is part of the consulting team led by Moore
lacofano Goltsman conducting the Denver Downtown Area Plan,
the first in Denver since 1986. P.U.MA's role in the Downtown
Plan process is to lead economic analysis, including an
assessment of existing conditions and a nationally-acclaimed
Global Trends analysis that looks at worldwide demographic, lifestyle and competitive influences on
downtowns over the next 20 years. P.U.MA is also providing support in the community
engagement process and implementation elements of the plan.
The Downtown Denver Retail Demand Study featured a comprehensive analysis of downtown
shopping patterns and preferences by a variety of in-place markets, including metropolitan Denver
residents, downtown area residents, college students, employees and visitors. In addition to
providing insightful market infonnation, the study provided strategic options and priorities for
improving downtown retail and the environment that supports it. Vancouver-based Urbanics and
PUMA guided the study effort in collaboration with a project steering committee
Prepared for the Downtown Denver Partnership, Inc.;
Tamara Door, President & CEO, 303.534.6161
City of Denver Planning Office (Downtown Area Plan)
Ellen Ittleson, Senior Planner, 720.865.2923
~'o.'~'" "" ~.::.
- ~ <C'~...". <1I,/,C' ~c;,r
....8'. .Ie
,~
Cedar Rapids, Iowa
Downtown SSMID Renewal (2006-07)
Organizational Blueprint for the Downtown District (2006)
P.U.MA recently completed a one year process leading to the
successful renewal of the downtown Cedar Rapids self-supporting
municipal improvement district (SSMID). To renew the 20-year old
special district, P.U.MA facilitated the community outreach process,
developed a market-based business plan for the SSMID and
provided guidance through the petition and City Council review
phases. The new SSMID will provide $450,000 in annual funding for
a variety of economic development initiatives. P.U.MA associate
Jamie Licko served as our client and executive director of the
Downtown District for the first half of the process, and then managed
the successful completion as a consultant
.Prepared for the Cedar Rapids Downtown District:
Jon Dusek, SSMID Commission Chairman, 319-364-6533
Cheyenne, Wyoming
"Downtown Cheyenne Retail Assessment and Market-
Based Downtown Plan" (2006)
Downtown Cheyenne is gearing up to implement a market-
based plan recently prepared by P.U.MA and several partners
including The Laramie Company, Civitas, Ray Real Estate and
Carl Walker, Inc. Recommendations from the market-based
plan are based upon an extensive market study that included an
economic profile, relailleakage analysis and surveys of local residents and downtown employees.
The plan includes a niche strategy for downtown, sub-district development strategies,
identification of opportunity sites, and recommendations that encompass retail retention and
recruitment, economic development, physical improvements, parking, regulatory adjustments and
a business plan for the Downtown Development Authority.
Prepared for the Cheyenne Downtown Development Authority;
Christian Cherek, Executive Director 307.433.9731
In response to a new lifestyle shopping center being developed within
one mile of Downtown Boulder, P.U.MA facilitated a strategic planning
process that assessed economic and political forces and engaged
Downtown stakeholders and organizations into the development of a
Strategic Plan. A market snapshot was developed to help justify niche
and positioning strategies and to validate initial project Task Force observations and
recommendations. From these first two steps, a working paper was prepared that included areas
of program emphasis for the short- and mid-term including small business support,
parking management, marketing strategies, product development options and areas of
collaboration with the new lifestyle center. The Plan also offered suggested organizational roles
and responsibilities to implement recommendations.
Prepared for the City of Boulder and Downtown Boulder BID;
Molly Winter, Director, Downtown and University Hill Management Division 303,413.7317
Jane Jenkins, Executive Director, Downtown Boulder BID 303.449.3774
Boulder, Colorado
"Downtown Boulder Strategic Plan"(2005)
....
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....
....
....
....
....
....
...
i i'A~' . Rochester, Minnesota
: ..! i ' ~, "Market-Based Downtown Plan"
'..,.. ..,. . .~ .'. ~l (2004)
'.i"Ii.. . .....~ .-.. ",.
. '. A market-based plan for downtown Rochester, including a market
~. ',,' W .<' . analysis with an economic profile, analysis of competitive districts,
. . .~~ evaluation of the development climate and a community engagement
process composed of stakeholder roundlables, one-on-one meetings and a community survey. A
niche marketing strategy and development districts were identified, and implementation strategies
in the areas of downtown environment, economic development, parking management, marketing,
public finance and regulatory environment were recommended. Subsequent implementation has
included the creation of downtown tax increment and business improvement districts and design
plans for a new town square.
Prepared for the City of Rochester;
Douglas Knott, Downtown Development Administrator, 507.285.8233
PROGRESSIVE URBAN
MANAGEMENT ASSOCIAUS
P.U.M.A.
1616 SEVENTEEKTH STREET,#767
OENYEI, COlOIAOO 80202
r 303/6285554
F 303/628 5557
www.pumaworldhq.(om
ProgreMive Urban Management AMociate6 (P U.M.AJ i6 a national leader in providing
con6ulting 6ervice6 to advance downtown and community development. We provide
management. marketing. ~inancial and implementation tactic6 to help communitie6
and organization6 compete in a changing economy.
Meet P. V.M.A.
Anna Jones, Senior Associate
Anna Jones provides expertise
in special district formation,
project management, and com-
munity outreach. At P.U.M.A.,
she has guided the successful
formation of business improve-
ment districts in a variety of
towns and cities and has led
business planning and project
feasibility processes for sever-
al community development
organizations.
Prior to joining P.U.M.A., Jones
had 10 years experience in legal
settings as an investigator and
paralegal. She also spent several
years working in Sri Lanka as
a Peace Corps volunteer.
Jones served as co-chair of the
East Colfax planning process
in Denver which led to the
first comprehensive citywide
rezoning in nearly fifty years.
Her work in this effort earned
her several awards. She is also
an active volunteer in a variety
of downtown and community
development organizations.
Jones has a bachelor's degree
in history from Western State
College of Colorado.
Jamie Licko, Associate
Jamie Licko has experience in
forming and operating down-
town management organiza-
tions, and creating marketing
and communication strategies.
At P.U.MA, Licko provides
project management for busi-
ness improvement district and
strategic planning assignments.
Prior to joining P.U.M.A., Licko
served as executive director for
the Cedar Rapids Downtown
District in Cedar Rapids, Iowa,
where she managed all facets
of a downtown organization
that included a business im-
provement district, a member-
ship organization and special
events, marketing and branding
programs. Licko guided the re--
engineering of the organization
and led the successful effort
to renew its 20-year-old BID.
Licko's prior experiences were
in marketing and communica-
tions, including work in televi-
sion news. She was named an
Eastern Iowa "40 under 40"
Award Winner and is an active
member of the International
Downtown Association.
Licko holds a BA in Journalism
and Communications from
the University of Iowa.
Brad Segal, President
Founder and president Brad
Segal has more than 25 years
of downtown management
and community development
experience as both a practi-
tioner and consultant. He is
one of the nation's leading
authorities on downtown
trends and issues, establishing
and expanding downtown
management organizations
and creating business improve-
ment districts to finance them.
Prior to establishing P.U.M.A.,
Segal designed and managed
business development pro-
grams to attract jobs and in-
vestment to downtown Denver
as senior director of the Down-
town Denver Partnership.
Segal holds a master's degree
in business administration from
Columbia University and a
bachelor's degree in urban
analysis from the University
of California at Berkeley. He
has served on the boards of
directors of the International
Downtown Association and the
Colorado Community Revitali-
zation Association, and has
been a featured speaker on
downtown issues in regional,
national and international
forums.
Pamela Phox, Market Analyst
Pamela Phox has extensive
experience in market research,
survey design, plan develop-
ment and project management.
At P.U.MA, Phox manages all
facets of market evaluations
for downtown and community
planning efforts, including
economic profiles, retail leakage
analysis and consumer surveys.
Prior to joining P.U.M.A., Phox
created and managed the mar-
ket research program of the
Downtown Denver Partnership.
This program, which includes
a wide variety of real estate
and economic data dissemi-
nated in verbal, written, graphic
and digital formats, is viewed
as the premier model for down-
town management organiza-
tions throughout the nation.
Prior to her work at the
Partnership, Phox provided
research and program support
for a variety of Denver-based
organizations. She was a 2003
mayoral appointee to the
Denver Landmark Preservation
Commission.
Phox holds a B.F.A. from the
University of Denver and she
is a nationally recognized
fiber artist.
I
~
Strategic problem 60lving ~or downtown6 and communitie6
PROGIESSIVf URBAN
MANAGEMENT ASSOCIATES
P.U.M.A.
1616ImNmNllilam,#262
OENVER, COlOmO R0202
T 303/628.\55'
, 303/628\\57
www.pumoworldbq.(om
ProgreMive Urban Management AMociateJ (P. U.M.A.) iJ a national leader in providing
conJulting JerviceJ to advance downtown and community development. We provide
management, marketing, tinancial and implementation tacticJ to help communitieJ
and organizationJ compete in a changing economy.
Market-Based Planning
P.U.M.A.'s market-based plans merge an
understanding of the marketplace with
organizational development to create
community niche strategies and the tools
to implement them.
Market-Based Downtown Plans:
Market-based downtown plans evaluate
trends, demographics, community attitudes,
stakeholder perspectives and competitive
destinations to create a distinctive niche
and positioning strategy for downtown.
To capitalize on market opportunities, we
identify development districts, clustering
strategies and site-specific project options.
Recommendations are developed for
public/private partnerships to create
effective programs and mobilize capital
for implementation.
Community.Based Economic
Development:
P.U.MAlooks at all of the commercial areas
within a community and develops an
economic development strategy tailored
to capitalize on opportunities within
each district. In addition to extensive
community outreach, the process may
include conducting an economic profile,
retail leakage analysis, resident survey,
site readiness evaluation and/or develop-
ment feasibility analysis. Implementation
tactics utilize financial and organizational
tools that best fit the economic, political
and budgetary characteristics of client
communities.
Organizational Development
P.U.MA helps to create, grow and refocus
public/private organizations that advance
downtown revitalization, community
development and other civic agendas.
Business Plans:
P.U.MA's approach identifies business
centers within complex community
development organizations and seeks
operational solutions to improve effec-
tiveness, accountability and fiscal sustain-
ability. We engage our clients in building
consensus among board members, staff
and constituents, resulting in a seamless
transition from plan to implementation.
P.U.M.A. has prepared business plans for
downtown management organizations,
community development corporations,
non-profit agencies and private firms.
Strategic Planning Retreats:
P.U.M.A. designs and facilitates retreats
and workshops for organizations to gain
consensus on strategic planning, budget-
ing, work programs and marketing objec-
tives, providing the vision and focus nec-
essary for success.
Feasibility Analysis for Community
Projects:
P.U.MA combines its market-based plan-
ning and community outreach processes
to determine the best outcomes for com-
munity projects. Feasibility analysis includes
an evaluation of market implications,
community goals and vision, manage-
ment options and financial sustainabiJity.
Strategic problem Jolving tor downtownJ and communitieJ
Business Improvement Districts
Business improvement districts (BIDs)
have proven to be effective at maintain-
ing, managing and marketing down-
towns and business districts. P.U.M.A. is
acknowledged as an international leader
in BIDs, bringing experience from
throughout North America and a track
record of success to BID development,
start-up and operations.
,
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BID Creation, Expansion or Renewal:
P.U.MA works with communities to start,
renew, expand and consolidate BIDs.
We facilitate a participatory process with
property owners, merchants, residents
and other stakeholders to determine
priorities and develop an overall man-
agement game plan. The result is a BID
crafted to fit local legislation, markets
and politics.
BID Program Start-Up:
Having experience as downtown practi-
tioners as well as consultants, P.U.M.A. can
assist in initiating new programs after a
BID has been established. Start-up activi-
ties include board development, budget-
ing and inter-governmental relations. We
also help BIDs and downtowns develop
an appropriate organizational and brand
presence.
P.U.M.A.
1616 SEVENTEENTH mm
262
DUYEI, CD1DlADD8D202
TElEPHDNE,303/628-5SS4
www.pumaworldhll.um
SElECTED PROJECTS / CLIENTS
Anchorage Downtown Partnership, Anchorage. Alaska
A1vada Urban Renewal Authority. Arvada. Colorado
Buckhead Coalition, Atlanta, Georgia
Capitol Station District. Sacramento, California
Central City Association of Los Angeles, Los Angeles, California
Cherry Creek North BID, Denver, Colorado
Cheyenne Downtown Development Authority, Cheyenne, Wyoming
City of Boulder, Boulder, Colorado
City of Broomfield, Broomfield, Colorado
City of Chula Vista, Chula Vista, California
City of Denver, Denver, Colorado
City of Edgewater, Edgewater, Colorado
City of Fort Collins, Fort CoUins, Colorado
City of Louisville, Louisville, Colorado
City of Oklahoma City, Oklahoma City, Oklahoma
City of Pueblo, Pueblo, Colorado
City of Rochester, Rochester, Minnesota
City of Salina, Salina, Kansas
City of Santa Monica, Santa Monica, California
City of Springfield, Springfield, Missouri
City ofThornton, Thornton, Colorado
City of Tucson, Tucson, Arizona
Community Redevelopment Agency of Los Angeles, Los Angeles, California
Denver Community Development Corporation, Denver, Colorado
Denver Indian Center, Denver, Colorado
Downtown Action Team, Albuquerque, New Mexico
Downtown Cleveland Partnership, Cleveland, Ohio
Downtown DC BID Corporation, Washington, D_C.
Downtown Kingslon Management District, Kingston, Jamaica
Downtown Lincoln Association, Lincoln, Nebraska
Downtown Long Beach Associates, Long Beach, California
Downtown Partnership, Colorado Springs, Colorado
Downtown Partnership, Inc., Des Moines, Iowa
Downtown Phoenix Partnership, Phoenix, Arizona
Downtown Sacramento Partnership, Sacramento, California
Downtown San Diego Partnership, San Diego, California
Downtown Seattle Association, Seatile, Washington
Downtown Stockton Alliance, Stockton, California
Edmonton Downtown Development Corporation, Edmonton, Alberta
Escuela Tlatelolco, Denver, Colorado
Fashion District BID, Los Angeles, California
Grand Center, Inc., St. Louis, Missouri
Historic Denver, Inc., Denver, Colorado
Hollywood Media District, Hollywood, California
Houston Downtown Management Corporation, Houston, Texas
Lowly Redevelopment Authority, Denver, Colorado
Nederland Area Chamber of Commerce, Nedertand, Colorado
New Orleans Metropolitan Visitor's and Convention Bureau, New Orleans, Louisiana
Northeast Denver Housing Center, Denver, Colorado
Old Pasadena Management District, Pasadena, California
Portland Business Alliance, Portland, Oregon
Regina's Market Square, Regina, Saskatchewan
Wichita Area Chamber of Commerce, Wichita, Kansas
.
11/04
P.U.M.A.
1616 SEYENTEEITH mEET
262
DUYEI, COLORIDO 80202
THEPHOIE: 303/618.\\54
www.pumaworldhq.com
RESUME
M. Bradley S"1la~ President
MBA, (olumbio University, New York
BA, Urhon Anolysis, University 01 (olllomio 01 Berkeley
EMPLOYMENT
. PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC., D.nver, Calarada, 1985-87 and 199310 pr.s.nt
President and founder of consulting fino providing management, marketing and financial services to
advance downtown and community development. Clients include downtown management organizations,
local governments, community development corporations and private finns.
R'pr.senlal;ve projects include:
Building lons.nsus and forming IIasin.ss plans for n.w downlown busin.ss improvement dislrids
in Sacramento, California; Seattle, Washington; Oklahoma City, Oklahoma and Boulder, Colorado.
Directing Ih. pubRl pra<oss and d.v.loping market-based downlown plans
in Salina, Kansas; Anchorage, Alaska; Rochester, Minnesota and Nederland, Colorado.
Crealing organizalianal d.velopmenl plans for <ontor alf publil/privale parlnerships
in Stockton, California; Lincoln, Nehraska and Kingston, Jamaica.
D.signing and impl....nling lam..unilf-based Olonomil d.v.lopm.nl slral'gi.s
for North Hollywood, California; Portland, Oregon and Edgewater, Colorado.
FaalIlaling slral.gil planning relreals for pubUl/privale managemenlorgani.alions
in Pasadena, California; Phoenix, Arizona and Denver, Colorado.
Completing business plans for an historic preservation advocacy organization, a Native American
social services center and a high school for at-risk youths.
. DOWNTOWN DENVER PARTNERSHIP, INC. D.nver, Colorado, 1987-93
Senior Director Designed and managed business development and marketing programs to attract jobs
and investment to downtown Denver.
Progra.. aroos includ.d:
Business Supparl Offile
Created and managed small business support programs providing one-on-one management and financial
counseling. Programs were instrumental in attracting more than $25 million in new investment and 750
jobs to targeted center city neighborhoods, including the historic Lower Downtown entertainment
district. Nationally recognized as a model approach to center city revitalization.
Community lending Programs
Directed the formation and management of the Rocky Mountain region's first multi-bank development
corporation for small business lending. Developed and executed a revolving loan fund for historic
preservation projects. Arranged more than 60 layered commercial and real estate financing packages,
ranging from $5,000 to $2.5 million each.
Office Relentlon and Relrultmenl
Managed the repositioning of an office leasing program from national to local brokerage markets.
Program was instrumental in attracting 1,700 jobs in an 18 month period.
Business Improvement Dislrid
Participated on the management team to form downtown Denver's $2 million business improvement
district (BID). The BID was supported by petitions representing more than 75% of properties and
votes representing more than 95% of electors.
11/04
. PORT MORRIS LOCAL DMLOPMENT CORPORATION, South Bronx, New York, 1984-85
Assodote Dlredar Fonned and managed a local development corporation to pursue industrial
revitalization and represent 450 businesses. In the organization's first year, $750,000 in operational
and program funding was secured.
. CITY OF MARTINEZ, California, 1979-83
'-dlnotar of Housing & Eca.amlc Development Directed the $1.5 million commercial revitalization of
a 10-block Main Street area Included organizing businesses in cooperative marketing, development
of a low interest loan program and planning and management of public projects. Coordinated research,
policy fonnation and implementation of an affordable housing program cited by the International
City Management Association as one of 15 national models for housing development refonn.
RECOGNITION AND AFFILIATIONS
Awards
As a volunteer for Historic Denver, the effort to create the Downtown Denver Historic District was
acknowledged in a national award from the International Downtown Association, October 2001.
Acknowledged as one of the Denver area's Forty Under 40 for commitment to professional excellence
and contributions to the community by the Denver Business Journal, September 1997.
1992 Entrepreneur of the Year Award for the RockY Mountain region in the category of Supporter
of Entrepreneurship. Sponsored by Inc. Magazine, Ernst & Young and Merrill Lynch. Finalist in 1990.
Featured Speaker
International Downtown Association, workshop presenter in Seattle (9194), Denver (2195),
Winnipeg (9195), Dallas (9196), San Diego (2197), Portland (4197), Milwaukee (5198), Charlotte (5199),
Philadelphia (10199), Los Angeles (9JU0), Pittsburgh (10101), New Orleans (4102), Cleveland (9JU3),
Houston (4104), and Vancouver (10104).
National Main Street Center National Town Meeting, workshop presenter in Indianapolis (4101),
Fort Worth (4102) and Albuquerque (5104).
International Federation for Housing and Planning, Gothenburg, Sweden (10197).
Urban Land Institute Mayor's Forum, Boise, Idaho (Ml8).
Colorado Community Revitalization Association, Boulder (9101), Colorado Springs (9102), and
Fort Collins (9104).
Colorado Municipal League, Pueblo (6103) and Steamboat Springs (6104).
Professional Afliliatians
International Downtown Association, Board of Directors (9198-9104)
International City Management Association
National Main Street Center
Urban Land Institute
American Planning Association
Colorado Community Revitalization Association, Board of Directors
Downtown Denver Partnership, Inc.
PUBLICATIONS
TheABCs of Creating BIDs, published by the International Downtown Association, September 2002
Ten Keys to Creating a Competitive Downtown, co-authored with Arnold Ray, published in Colorado
Municipalities, June 2002.
"BIDs: Making Business Districts More Competitive", published by the American Planning Association,
January 2000
ANew Generation of Downtown Management Organizations, published in Urban Land, April 1998.
Business Improvement Districts: Tool for Economic Development, published by the International
City Management Association, March 1997;
An Old Commercial District Goesftom Cold to Hot, published in Urban Land, November 1995;
Center City View, columnislfor The Denver Business Journal, 1993-96.
11/04
P.U.M.A.
1616 SEVENTHNTK mm
761
DUYU, COLDRADD ID1Dl
TELEPKDME, 3D3/671.SSH
www.pumawotldhq.com
RESUME
llUlle Ucko, AssDciate
BA, Joumolism ond Communilation Itudies, University of Iowa, Iowa City, Iowa
EMPLOYMENT
. PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC. Denver, Colorado, 2006 to present
Assodate: Provide project coordination, research and community outreach for a consulting firm offering
management, marketing and financial services to advance downtown and community development.
Specialties include marketing and communications strategies, market research, group facilitation and
business improvement district formation.
. CEDAR RAPIDS DOWNTOWN DISTRla, Cedar Rapids, Iowa, 2003-2006
helutive Director: Managed all facets of a downtown business improvement district and a 50lc6 member-
ship organization with an annual budget of $500,000. Acted as liaison between the private sector and
local government, guiding overall public policy to encourage urban development and other projects in
downtown Cedar Rapids.
Representative projeds indude:
Coordinated the process to renew the 20-year-old downtown business improvement district.
Advocated for and directed implementation of a plan to increase on-street parking availability through
the conversion of parallel to angle parking.
Developed initiatives with the City of Cedar Rapids to encourage new investment in the central business
district, including authoring a downtown sidewalk cafe ordinance and creating a downtown fa~ade
renovation program.
Developed and implemented a free community wireless Internet initiative for downtown Cedar Rapids
and partnered with regional organizations to expand the free wireless to other local communities.
Marketing Diredor: Managed public affairs and media relations, and strengthened marketing efforts to
increase downtown's visibility and community support.
Representative projeds include:
Developed the organization's first marketing plan and guided it through a name change and re-branding
effort that brought increased visibility and name recognition.
Coordinated production of a new interactive Web site which made information about downtown Cedar
Rapids more accessible, increasing Web page visits by 80 percent.
Directed all aspects of the $500,000 Taste of Cedar Rapids music festival, one of the largest local
fundraising events.
. MARmlNG AND COMMUNlCAnON STRATEGIES, INe. Cedar Rapids, Iowa, 2001-2003
Diredar 01 Pubbl Relations: Managed public relations strategies for local and national clients for a mid-sized,
full-service marketing firm specializing in high technology and communications industries. Developed
strategic marketing plans and branding strategies for clients and assisted with implementation.
. KGAN - CBS NEWSOlANNEL 2, Cedar Rapids, Iowa, 1999-2001
Reporter, Produllr: Covered local community issues, responded to breaking news, and developed enter-
prising story ideas daily. Managed and produced news broadcasts and provided live on-air reporting.
PROFESSIONAL AFFILIATIONS
Awards
Acknowledged as one of the Eastern Iowa area's 40 Under 40 in the inaugural class for commitment to
professional excellence and contributions to the community by the Corridor Business Journal, October 2005.
Professional Affllations
International Downtown Association
Colorado Community Revitalization Association
Cedar Rapids Area Chamber of Commerce Leadership for Five Seasons Program, Class of 2004
4/06
P.U.M.A.
1616 SEVENTEENTH STUll
262
DENVEI,COLOIAD08D202
TElEPNONE,lOl/628.H54
RESUME
P..ela I. PlIo", Morket Anolyst
BFA, University 01 Denver, Denver, Colorodo
EMPLOYMENT
. PROGRESSIVE URBAN MANAGEMENT ASSOCIATES, INC., Denver, Calarado, 2001 to pre.ent
Market Analyst: Market analyst for a consulting firm providing management, marketing and financial services
to advance downtown and community development. Specialties include market research and dissemination
of infonnation in a variety of media, survey design and interpretation, plan development, presentation
design and project management for a variety of assignments.
Repr..entative proied. include:
Compieting economic analyses, including competition and retail leakage analysis, community survey
design and interpretation and demographic research, for market-based plans in Denver, Arvada,
Nederland, Edgewater and Thornton, Colorado; Salina, Kansas; and Rochester, Minnesota.
Project management, including market analysis, stakeholder interviews and plan development, to
determine the feasibility for a sidewalk vending district in North Hollywood, California, and feasibility
analysis to determine development potential for commercial sites along E. 28th Avenue in Denver.
Survey design and comparabie community research for the development of a new business support
program in Seattle, Washington; an urban arts district in Aurora, Colorado; enhancement of a downtown
organization's management in Cleveland, Ohio; downtown development capacity for various entities in
Washington, D.C.; and strategic planning efforts for Cherry Creek North in Denver.
. DOWNTOWN DENVER PARTNERSHIP, INC. Denver, Colorado 1993 through 2000
Re.earch Coordinator, Economic Development Service. Created and managed the research and information
services program, collecting and communicating market trend information in written, verbal, graphic and
digital formats to a variety of user markets, including prospective and current investors, employers, developers,
commercial real estate brokers, retailers and others. The Partnership's market research program is viewed
as the premier model for downtown management organizations throughout the nation.
Program services included:
Re.earch Produd./Online Re.ource.
Developed and conducted new research and identified infonnation sources, including new software to
supplement, enhance and update market data. Developed a wide variety of downtown maps and aerials,
graphics, and the investor prospect package, an American Economic Development Council (AEDC)
award- winning marketing tool. Designed and managed an in-house library of continuously updated
market information, ranging from retail to tran.ittrends. Undertook periodic updates of company
website as designated "web mistress".
Survey.
Design of the downtown Denver vacant building survey and coordination of employee attitude, pedestrian
intercept and workforce demographics surveys. Working knowledge of statistics and user-friendly formats
to disseminate survey information.
Databa.e.
Designed and managed pedestrian count, downtown employer, housing comparable (for rent, for sale),
office building information, historic building, downtown retail, property and property ownership databases.
. PRIOR EXPERIENCE, Denver, Colorado - 1977 ta 1993
Research, office management and project support for a variety of organizations, including the Denver Botanic
Gardens, Colorado Costume Company, Colorado State Library and Planners, etc., an urban planning firm.
Additional experience includes staffing several Denver political campaigns.
RECOGNITION, AFFILIATIONS & PUBLICATIONS
HOU'S: Mayoral appointee to Denver Landmark Preservation Commission, 2003, and as a fiber artist, noted
in Who's Who of American Women, Sixteenth Edition, 1989 - 1990
Profe..io..1 Aftdiotl...: Denver Association of Business Economists, Commercial Real Estate Women,
Colorado Community Revitalization Association, and International Downtown Association
PubIcaIioas: Downtoum Denver Thrives onAliFronts, published in Colorado Real Estate Journal, November, 2000
11/04
PROGRESSIVE URBAN
MANAGEMENT ASSOCIATES
16165EVEIlllENTHSTREEI,#262
DENVER, COLORADO 80202
TELEPHONE: 303/628.5554
FAX: 303/628.5557
....pum..orldhq .com
Progressive Urban M._nt Assodates (P.U.M.A.J prod",", th~ pubJirolian ta highlight innovations
.mI "."Js in community Je.e/apmtnt, downtown management.mI marlceflng.
The first decade of the new millennium is ushering in an era of unprecedented economic, social and political
change. Changing demographics, lifestyles and global competition portend to have profound affects on our
daily lives. How global changes will translate into challenges and opportunities in our downtowns and business
districts is difficult to foresee, particularly when we are preoccupied by managing local issues, politics and personalities.
Global Trends AHecting Downtowns:
Adapting Our Hometowns to a Rapidly Changing World
This past summer, Progressive Urban Management
Associates (P.U.M.A.) undertook an unprecedented
analysis of global trends with the intent of projecting
their impact on local downtown planning policies in
Denver, Colo. P.U.M.A. is currently working under the
direction of the national planning firm Moore Iacofano
Goltsman, Inc., (MIG) to help complete the Denver
Downtown Area Plan for the City of Denver and the
Downtown Denver Partnership. The Denver Downtown
Area Plan is an update of a prior downtown plan
completed in 1986. To anticipate the
future, the 1986 plan utilized stan.
dard straight line projections for its
economic analysis, many of which
were inaccurate twenty years later.
For the current plan, we opted to
explore global trends to more accu-
rately forecast economic challenges
and opportunities in Denver.
In collaboration with the Interna-
tional Downtown Association, P.U.MA
developed a list of the top ten trends
that are most likely to affect downtown
development in the next ten to twenty
years. These trends, which are listed
in the box, at righ~ encompass changes
in American demographics, lifestyle
and the global economy. After re
ing and analyzing each trend, ou
conclusions found tha~ ove~
trends appear favorable t e
growth in vibrant downt
American downto
capture a papula
growing, is both
older, and is mo
dive.... Demograp c' nll4W
United States are favoradle
downtown development olill('the
twenty years. Overall, the popul
continues to grow, supported significantly by
immigration. Population is growing both older (aging
IIaby Boomers born between 1946 and the eariy 1960s)
and younger (emerging Millennials born between the
early 1980s and 2000s). Both older and younger
markets have fueled downtown population growth over
the past decade and are likely to continue to populate
urban environments. America will become increasingly
culturally and ethnically diverse, creating an advantage
for downtowns that welcome, accommodate and
celebrate diversity.
Downtowns can capitalize
on an increasingly connected
and campetitive warld.
Broader distribution of information
technologies is encouraging "bollom-
up" innovation from entrepreneurs
throughout the globe. Downtowns are
poised to continue to attract "creative"
vocations if they can offer a business
climate favorable to the incubation
d wth of small dynamic enter-
s. 'Ihllilli..erging importance of
n ~~ and Millennials in the
professional class creates
. es for designing, program-
crmanaging vibrant and
Ove urban environments.
TOP 10
GLOBAL TRENDS
AFFECT ING
DOWNTOWNS
(Developed by MIG/P.U.M.A. in "lIoboro'ion
with the Internotional Downtown Association
for the Denver Downtown Area Plan,
commissioned by the Gty of Denver and
Downtown Denver PartnershipJ
Demographics
o Ch.nging Americon demagrap .
o Immigration trends .nd
.fdtiesas poIIolslo
o Ch.nge, within the "C
MeW. jobs, housing and
Iment will be drawn
downtowns as resource-
siva lifestyles are in-
reasingly expensive and
"'" sustainable. Changes in
American lifestyles will be increas-
ingly determined by global trends,
as opposed to national preferences.
(continued on back page)
omONl POll
-- ....
Through tho yea", .. h...
oxpIorotIa wrloly allemmunity.
based pralOlIOS '" ovaluallng tho
Ioalibility ala BID. Dptions range
from tos1ing tho 10lI1 bulin...
dislrid/or BID Ioalibitrtylo
utilizing a BID as a Ioallo
implem8l11 initiatives rewlting
!rom 0 downlawn ~an. To explore
those options'" your community,
pleaso conlad: Brad Segal al
pumaman@ix.netlom.com
(30:U28-55S4) or Anna Jones
at pumajones@ix.nefcom.com
(30:U28-555B).
Formo..
infonnallon
onthobalilS
of BiOs and a
ste~op
guido on how
10 Ionn them,
SOl tho 'ABCs aI Creating BiOs'
authored by Brad Segal and
pubiishod by tho Intomationol
D_awn Assodaflon (IDA).
Tho ABCs publication is
availablo ham IDA al
www.idlHlownlown.org.
,
I
l
Creatin, Competitive
BUSiness Districts
with BIDs
ABIDisa
self-imposed and
self-governed
assessment distrid
that finances a'
variety of services
in addition to
those provided by
local government.
CAN A BID WORK
IN YOUR COMMUNITY?
Since establishing P.U.MA
in 1993, we have helped
scores of communities to
evaluate the feasibility for
BIDs and then navigate
through the steps to form,
expand and renew Ihem.
Our efforts have helped to
establish more than 40 BIDs
throughout America that today are generating in excess
of $30 miUion each year to support a variety of enhance-
ments, including clean and safe services, marketing and
economic developmenl programs, and capital improve-
ments ranging from sidewalk beautification to new
bicycle and pedestrian pathways. A business improvement
district, or "BID", is a critical component of an overall
revitalization strategy for a business district. A BID is a
self-imposed and self-governed assessment district that
finances a variety of services in addition to those provided
by local government. BIDs help make business districts
more competitive by providing a well managed and
marketed environment.
Despite their demonstrated advantages, BIDs are not a
solution for every business district. Through the years, we
have found that the same principles consistently apply to
the successful creation of a BID and we recommend that
these elements be in place before initiating the process:
Private Sector Champions:
BIDs are most successful and effective when the process
is driven by private sector leaders within a business
district. A BID involves the creation of an assessment, or
tax, upon property andlor business owners. Peer to peer
encouragement is the most effective way to "sell" the
BID concept. Private sectoIt l)..t~hip must be
evidenced within."~~; . . r through an
existing busin~' ..... an informal
;e.;~~ .t....f;;Z.~~;si~'t.".....
~.... ~1l1M~!J.g' ~-%"'...
.';... rr\'!ltent.ii.".~~1" a ti~~1il"II'ble
su"\"';;r1ll' di ~~'1/l ~'IIf; e,lnent
Pl,t l4\f ~ . ~..,.
ca' '. resourc'Os'. ing .h.'" ..;ll1o......,d
~.11 Ian \~..."\\._....""""...~1!l.&,....,j,,
Sta~'Wrtl... ~;""u" ......;; . '.; .. Y ';an
ow.. . vernl:." th~t~lll*':j'.;~
p~J a1:uln~b'l'!'e,,'~)fum-.1I0~lI>\ln~~;!k
t....~{'F!(...... '.". n. A...... <jle.~.,). 'd. oit..ne..."..Ii!......'..ctru...ffi ailIistiltl!l."'i'id'.l,'.I.'l\1'i
'''>'gy,.~ "t If at40 .",tMj' fo~ation.~~ltiW'
.':::~'!i'.i;....a.,...:...t.........e......X.i...S.........\.............',..v.......e...........m....................,....>nt sr.c..~.........;~ll
be wlthdrawm'*1';#k~~1~)'k"'\'W' "', ,,/';<-"'-?, .:'-
Staff and F~nciat;""~.~J<r:I/ 'Wi
Formation of a ;.\~~:lI\!iot'f~:':~!0~ ~ss that,
depending upon tI$~ districl,tlll!;~ from nine
to 18 month"'''li'forming a BID ifi~lude initial
:<,y., -:.-.."',.
feasibility, . development and a political
campaig BID through a petition process
andlor. pproval. Financial resources are
.,' .
neer hardware and software, marketing
nced BID consultants, legal counsel
expenses. Staff support is required to
..' 0"/ perty andlor business owner data bases,
..~'lli~iIt~' marketing materials, manage consultants and
coordinate volunteers.
Public/Private Partnership:
The success of a BID formation effort is founded upon a
publidprivate partnership. Formal, or informal,
partnership should initially aim to be inclusive of all
sts in the business district. Private sector leaders
be out in front of the BID formation effort with a
local government that is visibly at the table.
.
TABLE OF P.U.M.A. ASSISTED BIDS
Year
2006
2006
2006
2006
2006
2006
2005
2005
2005
2005
2005
2004
2004
2004
2003
2003
2003
2002
2002
2002
2002
2001
2001
2001
2001
2000
2000
2000
1999
1999
1999
1999
1998
1998
1998
1998
1997
1997
1997
1996
1996
1995
Location
Downtown Cedor Rapids, IA
Downtown Englewood, CO
Denver /West Colfax, CO
Downtown Omaho, NE
Downtown Chula Vista, CA
Downtown Lincoln, NE
Downtown Chandler, AZ
Downtown Grand Junction, CO
Downtown Cleveland, OH
Downtown Sacramento, CA
Arlanta/8uckhead Village, GA
Downtown Arvodo, CO
Los Angeles/Hallywoac Media, CA
Sacramento/Capitol Station, CA
lakewoac/ Alameda Corridor, CO
Downtown Detroit, MI
Downtown Long Beach, CA
St. Louis/Grand Center, MO
Downtown Norfolk, VA
Downtown Salina, KS
New Orleans/French Quarter, LA
Downtown Chula Vista, CA
Downtown Oklahoma City, OK
Downtown Wichita, KS
Downtown Colorado Springs, CO
Downtown San Diego, CA
Downtown Sacramento, CA
Downtown Albuquerque, NM
Downtown Boulder, CO
Downtown Springfield, MO
Downtown lincoln, NE
Sacramento/Capitol Station, CA
Downtown Seattle, WA
Atlanta/Buckhead, GA
Los Angeles/Hollywood Media, CA
Los Angeles/Van Nuys Auto Row, CA
Downtown Stockton, CA
Downtown Los Angeles, CA
Oakland/Lakeshore Avenue, CA
Sacramento/Florin Road, CA
Downtown EI Cajon, CA
Downtown Sacramento, CA
Activity
Renewal (in process)
Formation (i n processj
Formation (in processl
Formation (in process)
Renewal
Renewal
Formation
Formation
Formation
Renewal
Expansion
Formation
Renewal
Renewal
Formation
Formation/See Note A
Renewal
Formation
Renewal
Renewol
Formation/See Note B
Formation
Formation
Formation
Expansion
Formation
Renewal
Formation
Formation
Formation
Renewal
Formation
Consolidation/Expansion
Formation
Formation
Formation
Formation
Formation
Formation
Formation
Formation
Formation
Annual Budget ($)
450,000
100,000
90,000
350,000
400,000
515,000
285,000
125,000
3,000,000
1,800,000
350,000
95,000
1,000,000
200,000
285,000
3,000,000
1,500,000
460,000
1,000,000
110,000
2,300,000
310,000
915,000
400,000
450,000
2,200,000
I,AOO,OOO
700,000
620,000
210,000
485,000
1 B5,000
3, I 00,000
1,800,000
950,000
250,000
485,000
3,200,000
110,000
250,000
325,000
1,200,000
Downtown Cheyenne, Wyo., is gearing up
10 implemenl 0 morket-bosed pion prepored eorlier this
yeor by P.U.M.A. and severol of our parlners, intluding
Ra Estale, The Laramie Company, Civilas and Carl
. nd;ljOii,1rll!llthe market-based plan ore based
'~at intluded On econami, profile,
ysis On ~ of local residen~ and downtown
ni,he slralegy for downlown, sub-
pmen gles, Identification of opportunity sites, and
Ihal encompass economi, developmenl, physi,al
egulatory adjuslmenls and 0 business plan
n Development Aulhority.
Since Ihe beginning of Ihe year, we hove hod Ihe pleasure
of working in downlown Cedar Rapids, lawa, 10
develop 0 new organizalional blueprint for Ihe Cedar
Rapids Downtown Distrid and 10 help renew Ihe downtown
business improvemenl dislrid (under Iowa stalules, bener known os
Ihe "SSMID"). The exisling SSMID is nearly 20 years old and has
helped to finance exlensive sidewalk beaulifi,afion and lighling
improvemenls. Looking lorward to the nexllen years, Ihe ill
be refo<used 10 support markeling and economi, deve me Alri
10 anrad new businesses and vilality. The blue
Distrid foresees 0 downtown holding com co
SSMID and 0 new community develo
and besl of 011, we were able to bring 0
work with us at P.U.M.A. (see sidebar)!
For more information, contact Jamie Licko at
303-628-5592
For more information contact Christian Cherek,
executive director of the Cheyenne DDA at
307-433-9731.
1\
P.U.M.A. WlLCOMES
A NEW FACE...
We ore thrilled 10 welcome
Jamie Uckolo our learn os
P.U.M.A.'s new associate. Jamie
mOIl recently served aslhe
",ecutive diredor of Ih. Cedar
Rapids Downlown Dislrid in
Cedar Rapids, Iowa, where she
manag.d 011 facels of 0 dawnlown
organization induding business
improvement dislrid, special
oven~, mark.ting and branding
programs. Jamie's prior experi-
ences were in marketing and
communications, induding tele-
vision news. Please welcome her
at pumajamie@ix.netcom.com
or 30~28-SS92.
AND LOOK FOR NEil
FRlINDLY FACIS...
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BRAD SEGAL
pumoman@ix.netcom.com
ANNA JONES
pumajones@ix.netcom.com
PAMELA PHOX
pumaphox@ix.netcom.com
...IN TELLURIDE, COLO.
Anno, Jami. and Brad will b.
_ding tho Colorado Ameri,an
Planning AlSOdatian annual
lanference S.pt.mber 21-23.
...IN GRIILlY, COLO.
P.U.M.A. is 0 sponsor of Ih,
Colorado Community Rovitali,..
fion Association's annual confab
10 b. h.ld S.pl.mber 27.29.
Th. .ntire P.U.M.A. I.am will
participate.
...IN PORI'LAND, ORl.
P.U.M.A. is also 0 sponsor 01 the
International Downtown Association
annual conler,nce, 10 b. h,ld
from Odaber 7-10. Anna, Jami,
and Brod will an'nd.
...IN DINVER, COLO.
Pam.la plans 10 an'nd th, Urban
Land Instilul"s annual
confer'nce from Odober 17-20.
Global Trends Affecting Downtowns
(cont/nuedfrom rover)
The emergence of a planetary middle class, most
currently demonstrated by rapid growth and urbaniza-
tion in China and India, will continue to strain the supply
and increase the costs of non-renewable resources.
Increasing petroleum and construction costs are likely
to dramatically affect American lifestyles, making tra-
ditional suburban Iand'use and transportation patterns
increasingly expensiYe and inefficient Cities wiD look to
maximize the use of existing infrastructure and explore
sustainable development policies (such as transit).
Vibrant downtowns are weD positioned to capitalize on
an economic imperatiYe to downsize our consumption,
while sliD olJering the lifestyle advantages of entertain-
ment, culture, recreation and human interaction.
The preceding opportunities are cautioned by poten-
tial economic hurdles created by America's growing debt
burden and increasing political instability resulting
from widening economic inequality around the globe.
Implication. far Denver: The global trend analysis
was utilized by six dilJerent stakeholder working groups
that developed policies for the Denver Downtown Area
Plan in areas such as economic opportunity, housing,
retail and linkages with a local university campus. The
consultant team also offered more than a dozen major
implications for the planning process, ranging from
accommodating international tourism to preparing for
the adaptiYe reuse of post-1950 buildings, including
modem high rises.
A .ummary of .... global trend analy.i.
and its implicatlan. for ~ Denver
i. _ilable by contacting u. at
pumamanOix.nekom.cam or 303-628-5554.
,.OIlI5lIYI QIIAI
_IT ASIOOAns
P.U.M.A.
1616 SIl'BI1lIII11I S1II!\#261
OEllEI, (OLOIIOO 10202
TEn/HOlE: 303/621.1154
Fll: 303/621.l117
nw.,UlllworUh..com
SPECIALTIES INCLUDE:
Prog....ive Urban Managemenl AlSociate. (P.U.M.A.) is a con.ulling finn
providing management, marketing and financial service. to advance
downlawn and community development. The firm has provicIecIlI8I'Vic..
10 mo.. than 150 c1ienls in 29 .Iote., .... D1slric1 of Columbia, Canada,
Jamaica and the Bahamas. Clients include downtown management
organizations, local governments, community development corporatiolu
and private firm..
. Morkot-bosld
pIooning for downtowns,
busi_dislrk1sand
communities
. Business pluming
and ,_ for dvk
organ~lI1iafts involved
in downtown and
cammunily deveIapment
. Mark.. ,_th
and projoct f80,illl1ty
analysis
.Forming,~
arrllllWingbusiness
improvement dislrids
CLIENT COMMUNITIES:
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PROGRESSIVE URBAN
MANAGEMENT ASSOCIATII
1616 5P1ENTEENTH ITREET, # 262
DENVER, (DLDRADD 8D2D2
TElEPHDNE 303/6281554
FAX 303/628 5557
www.pumaworldhq,(om
Progressive Urban Management Associates (PU.M.A.) produces this publication to highlight innovations
and trends in community development, downtown management and marketing.
While many cities have seen dramatic downtown turn-arounds in recent years,
revitalization efforts continue to struggle in small and mid~si'Z:e towns. These
communities often have smaller markets to draw upon} a culture that is less
open to change and a lack of local expertise to engineer mixed-use and other non~
traditional development types.
Despite these challenges, smaller downtowns are emerging as ripe opportunities for
new investment. Positives include relatively low real estate values, family-friendly lifestyles,
excellent school systems and a sense of place, history and authenticity that cannot be
replicated by new retail concepts such as big boxes or lifestyle centers.
To advance downtown development in all communities regardless of market size or
sophistication, we have observed the following common principles:
New Approaches to Invigorate Downtowns
. Make Downtown Relevant to the locals:
While many communities hope to attract visitors and
tourists, downtown must first and foremost be relevant to
and patronized by the local population. If the locals enjoy
downtown, visitors will follow.
. Understand the Market:
Succl:'ssful husiness districts identify a niche strategy
that differentiates their experience from others in the
marketplace.
. Create a Vision that Makes Downtown Fun
and livable: Similar to the larger cities, small and mid-
size markets need to encourage the creation of multi-
dimensional dovrotowns - places to shop, work, live and play.
. Identify Development Districts and
Opportunity Sites:
To help guide investment and maximize catalytic results,
downtown should be divided into character districts that
can accommodate specific uses (i.e. dining and entertain-
ment, civic facilities, mixed-use residential, etc.).
. Form a Sustainable Public/Private
Partnership to Champion Downtown:
Downtown management organizations must have the
support of reliable funding sources and extensive property
owner and merchant participation to champion downtown
for the long-term. Options to mobilize this support include
business improvement districts, community development
corporations and quasi-public agencies such as downtown
development authorities.
. Employ a Property Management Approach
to Manage Downtown:
Downtown should be managed as one large real estate
asset, emphasizing property owner outreach, business
retention and recruitment, physical planning activities
and eollaborative approaches to problem solving.
a
of 50,000, provides an illustration of
how the application of the preceding
principles can create an Action Plan
to enliven downtown.
In the spring of 200S, the City of Stillwater commis-
sioned the Core Commercial Districts Master Plan to
create tangible, action-oriented improvements for down-
town and two aging commercial districts near Oklahoma
State University. A multi-disciplined consulting team led
by Progressive Urban Management Associates (r.U.M.A.)
was selected to guide the process. The team's extensive
community outreach and market analysis revealed the
following implications for downtown:
New retail and aging demographics threaten
downtown's vitality. Downtown has been fortunate
that many of the new retail concepts of the past 20 years
have largely bypassed Stillwater; however, this will all
change beginning in 2006 with the development of a
new lifestyle shopping center and a second Wal-Mart. In
addition, the market analysis found that downtown must
capture an increasing share of Stillwater's younger
markets to thrive.
(CUI/iiI/lied (II/ jJage 2)
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SHAKING UP
5 T ILL WA T E R
(continuedfrom page 1)
Downlown vitality is critical to Stillwaler.
More than an emotional appeal, downtown vitality
is critical to the entire region's economic develop-
ment. The recent resurgence of downtown
Oklahoma City was cited to illustrate how an
entire community can come together, transform
a downtown and sharpen a city's competitive edge.
Downtown must evolve to become a
multi-dimensional destination. Like many
downtowns throughout the nation, downtown
Stillwater must become a place for a variety
of complementary activities including dining,
entertainment, employment, recreation, living
and shopping.
An aggressive multi-faceted civic
investment strategy is needed for
downtown. To make downtown an exciting and
relevant destination for all of Stillwater's residents,
a civic investment strategy was developed that
focuses on family-oriented activities.
Obiectives of the Action Plan for Downtown
Stillwater include:
- Estahlish a central gathering place for the city
- Expand recreational and educational
opportunities for kids and families
- Create dining and entertainment options
for adults
- Develop catalytic civic amenities that will
encourage new private investment in downtown
- Make downtown a fun place to visit, work,
live and play
The framework for improving downtown is
based upon six inter-connected initiatives.
Public Amenities & Streetscape -
The IJZ" Plan: Major new civic amenities
are proposed to connect downtown's existing
public facilities (Le. library, multi-arts center
and community center) to a revived Main Street
commercial district. Amenities to be added to
downtown include a year-round Stillwater Public
Market, a festival park, Children's Museum,
children's spray park, 350-space parking structure
and new streetscape along Main Street.
Main Street Dining & Entertainment
District: Incentives and development policies
are proposed to encourage new dining and
entertainment uses along four blocks of the
Main Street corridor. Potential incentives
include building code reforms, creation of a
wireless internet "hot zone" and financial
incentives including revolving loan funds and
tax increment financing.
Parking Management Plan: A new
350-space parking garage is proposed to accom-
modate new downtown attractions plus expand
employee parking options. By encouraging
employees to park in the new garage, more
convenient on-street parking will be available
for downtown customers.
In each issue of Progressive Urban Management, we highlight partners
and clients who have been influential in our success:
In S........., Paula Dennison, the lily'S community developmenl diredor ood p10jed monoger for the Downlown Action
Plan, is 0 liYk chompiOll supporting the pIooning process ond i15 oulcomes. From Ihe beginning, Poulo worked beyond the
mil 01 duly 10 coordinote the extensive locol plonning process Ihot included 0 commuoity-based steeriog committee,
neighborhood forums, roundloble discussions, one-on-one meenngs ond 0 Ihree-doy Downtown open house in 0 ~orefront
'war room.' Poulo connnues 10 work lirelessly 10 implemenllhe pion, helping 10 monvote the vorie1y of conslifuenlies
1hot WllIIId be ollected ond novigoling i1s odoption Ihrough the City during a period of profound chaoge in Snllwater.
.f
/
/
Fa~ade Improvements & Design
Guidelines: To encourage private property
owners to improve building facades, the Action
Plan includes Design Guidelines and more than
a dozen specific ideas for buildings that focus
on paint, signage and awnings.
Downtown Organization & Business
Improvement District: The Action Plan
offers recommendations for strengthening
Downtown Stillwater Unlimited, the downtown
business association that also manages the
local Main Street program. A new downtown
business improvement district is proposed to
create ongoing funding for marketing,
maintenance and management.
Downtown Living: Downtown housing is
likely if the preceding pieces of the downtown
puzzle can be assembled. Nationwide, housing
has followed culture, dining and entertainment
into central business districts. In Stillwater,
several logical sites were identified for higher
density mixed-use housing in the future.
To implement the Action Plan for Downtown,
Stillwater will need to conduct a citywide vote
to consider either a sales or property tax increase
to finance the estimated $11.8 million in
improvements.
The P.U.M.A. Team in Stillwaler...
P.U.M.A. was Ihe team leoder and WIlS responsible for
eronomics, finonce, community outreach ond im~ementolion.
Denver-based Civitas provided urban design and
planning expertise.
Traverse City, Mich.-bosed Carbin Design crealed down-
lown design guidelines and a citywide woyfinding syslem.
Tempe, Ariz. -bosed Carl Walker offered recommendalions
on parking management.
Oklahoma City-based Spear & McCaleb served as the
leam'scivil engineer.
The impetus for change needs a self-sustaining organi:ration devoted solely to downtawn. In the past year,
we were fortunate ta assist several diverse downtawns create new public/partnerships to advance revitali:ration.
Each of these success stories was driven by an individual downtown champion who brought a combination
of passion, persistence and persuasion to the cause.
I
,
,
,
,
,
,
,
,
,
,
,
,
,
,
,
,
,
,
,
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THE
ORGANIZATIONAL
BUSINESS IMPROVEMENT DISTRICTS (or "BIDs") allow for self-imposed and self-governed
assessments that generate revenue to finance a wide array of semces and improvements in a
business district. Advantages of BIDs include:
- Flexibility to finance a wide variety of improvements
- Fairness in assessment methods and elimination of "free riders"
- Accountability from governing boards composed of affected property and business owners
- Reliability from multi-year revenue streams to support improvements
- Legitimacy since substantial stakeholder support is required to form them
Despite their advantages, BIDs can be difficult to form due to complicated consensus-building,
petition and legal processes. In the past 12 years, we have been fortunate to be part of more than
50 successful efforts to form, expand or renew BIDs. In 2005, we helped to create BIDs in Cleveland,
Ohio; Grand Junction, Colo.; and Chandler, Ariz., plus efforts to renew or expand BIDs in Sacramento,
Calif., and Atlanta, Ga.
DOWNTOWN DEVELOPMENT AUTHORITIES (DDA) are quasi-public agencies Ihat can
provide both organizational focus and financing to support downtown improvements.
In Colorado, DDAs offer:
~ Tax-increment financing to help build projects and improvements
- Property lax to support DDA operations
~ Partnenhip. joining business and property owners with local government
- A ......ustaining organization to champion downtown for the long-tenn
In 2005, we were gratified that the Town of Nederland formed Colorado's newest DDA in a local
vote held in November. The DDA will allow Nederland to implement recommendations from the
P.U.M.A. Market Analysis and Action Plan, including a facelift to improve sidewalks and other
public spaces.
COMMUNITY DEVELOPMENT CORPORATIONS (or CDCs) are private nonprofit organi-
zations that can help to mobilize civic energy and resources to redevelop real estate. Common
in urban neighborhoods to help build housing or invest in small businesses, CDCs have been
traditionally under-utilized in downtowns. CDes provide:
- A deal-making orientation to solve downtown development challenges
- Diverse funding secured through a COC's nonprofit status
- Local expertise to engineer nontraditional real estate deals
- Creativity to leverage both private and pnblic resources.
During the past year, we recommended that Chandler, Ariz. and Fort Wayne, Ind., create CDCs as
part of overall organizational business plans to promote downtown development.
PROGRESSIVE URIAN MANAGEMINT ASSOCIATES 1616 SEVENTEENTH 5T, #262 DENVER, COLORADO 80202 TEl: 303/628.5554 FAX: 303/628.5557
TOOLBOX
The Persistent Champion
In Grond Junctioo, Colo., our ho~ ore off 10 Brunell.
Gualerzl, owner of the fineslUolion reslouronf in the
Greot Americon Desert, who olmosl single-hondedly kepf
Ihe momenlom olive for the formo1ion of the new dowolown
BID. The BID wos envisioned 10 confinue 0 three-year
morkefiog progrom finonced joiOl1y by Ihe Oty ond
downtown merchonts. Brunello qoietly ond methodicolly
led oil ospects of the BID effort, from behind-lhe-scelltS
oegotiolions 10 door-Io-door solicnotion seeking support for
BID petitions ond vofes. The BID will generote S15D,000
onouolly 10 support downlown morkeling efforts for Ihe
next 10 yeo". For more informotion, conloct Brunello 01
970-243-B633.
The Passionate Champion
Nederlond is perhops Colorodo's qoirl<iest moonlDin commu-
nity, sporting on onnual festivollo honor 0 cryogenicolly
frozen resident and, more recently, buzzing over a resident
thot is suing 0 big box slore lor ollegedly ollowing soper gloe
on 0 loilel seollhot he sot opon. Despite these ond other
ongoing dislroctions, downtown retoiler Teres. Warren
hos led 0 multi-yea, effort to improve Nederlond's ~eepy
center. From Iood roising 10 support 0 town morl<et onoty,is
10 organizing sopport for Ihe recent soccosslol OOA vole,
Teroso hos been 0 sleady pillor of stobility. Contoct Teroso
01303-258-7976.
The Persuasive Champion
The nome SellOno's is !omilior 10 residen~ of metropolnon
Phoenix os 0 fomily-owned chain of reslouronts serving
exqoisile Mexican food. The Serronolegend storted in
Chondler, Ariz., 0 borgeoning suborb Ihot is now hoping
to rediscover "' civil sool in i~ compoct historic downtown.
To odvonce Chondle, revitalizotion efforts, Ernie Serr.no,
l..led the effort to obloin City finondol support 10 creote 0
new business ~on for the Downtown Chondler Community
Portne"hip. The pion envisions 0 new downtown holdiog
compony, indoding 0 (DC 10 help oIIroct investment 10
severol redevelopment siles. Under Ernie's leode"hip,
downtown boosle" were olso oblelo form 0 new BID,
effectively implemenling Ihe new business pion before
the iok wos dry. Conloct Ernie ot 480.B99-7379.
WWW.PUMAWORLOHQ.COM
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ft>;w
We'd like to thank all
of our friends and
associates who were able to
join u. at P.U.M.A. Rumba,
a celebration that coincided
with the Septemher 2005
International Downtown
Association Annual Conference
in Denver. At the Rumba, we
made a last-minute dedsion
to convert our house bar to
a cash bar, which enabled
us to donate the proceeds to the foUowing charities in
support of Hurricane KatriDll relief:
X . International Down_n Association
Kotrina Relief Fund
- Louisiana Community & Technical College
Symlm Relief Fund
- .....servation Disaster Relief Fund
PlOGIIllIVl UlIAN
IWGUIINl AllOC1An!
P U.M.A.
Illllll/llllllllll5ll&T,#162
lIIYIl, [OLOIIOO 10202
_E:101/12I.5554
IAI: 111/121.5557
....,.,.....r14._.ull
Progressive Urban Management Associates (P.U.M.A.) is a consulting firm
providing management, marketing and financial services to advance
downtown and community development. The firm has provided services
to more than 150 clients in 28 states, the District of Columbia, Canada
and Jamaica. Clients include downtown management organizations, local
governments, community development corporations and private firms.
SPECIALTIES INCLUDE:
. Market.based
planning lor downtOW11S,
bu5inessdistrids and
communities
. Business planning
and renoem far civil
arganizalionsinvalved
in downtawn and
carnmunitydevelapment
. Market research
and prajectleasibilily
analysis
. Forming, expanding
ar renewing business
improvement dislril1s
CLIENT COMMUNITIES:
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Preliminary
MINUTES
PLANNING AND ZONING COMMISSION
JANUARY 18, 2007 -7:30 P.M.
EMMA J. HARVAT HALL - CITY HALL
CALL TO ORDER:
Brooks called the meeting to order at 7:30 p.m.
MEMBERS PRESENT:
Dean Shannon, Beth Koppes, Charlie Eastham, Ann Freerks,
Terry Smith, Bob Brooks, Wally Plahutnik
MEMBERS ABSENT
STAFF PRESENT:
Bob Miklo, Mitch Behr, Sarah Walz, Intern Drew Westberg
OTHERS PRESENT:
Glenn Siders (Southgate Development), Emily Bennett (Diana
Street), Winifred Holland (1105 Diana Street), Erick Clark (4 C
Sons), Julie Housman (1038 Diana Street), Cartland Berwald
(1035 Diana Street), Garry Klein (628 2nd Ave), Glen Meisner
(1917 S. Gilbert Street), Robert Downer (122 S. Linn Street), Larry
Kleinmyer (4633 Rapid Creek Road), Tom Bockenstedt (3266
Lyn-Den Heights), Mary Beth Hackenbarth (3104 Charles Drive
NE)
RECOMMENDATIONS TO COUNCIL (become effective onlv after separate Council action):
Recommended approval, by a vote of 7-0, REZ06-00027 An application submitted by MVL
Properties for a rezoning from Low Density Single-Family (RS-5) to Commercial Office (CO-1)
zone for approximately 12,200 square feet of property located west of Diana Street, south of
Kirkwood Avenue.
Recommended approval, by a vote of 7-0, SUB06-00016 An appliciltion submitted by Arlington
Development Inc. for a final plat of Stone Bridge Estates Part Five, a 37-lot, 12.92 acre
residential subdivision located north of Court Street, east of Camden Road, subject to staff
approval of construction drawings and legal papers.
Recommended approval, by a vote of 7-0, SUB06-00021 An application submitted by First
American Bank for a final plat of First American Bank Addition, a 2-lot, 3.38 acre commercial
subdivision located at 640 Highway 1 West.
Recommended approval, by a vote of 7-0, an application submitted to Johnson County by Mary
Beth Hackbarth for a conditional use permit to operate a photo studio business on
approximately 40 acres of property located at 3104 Charles Drive NE in Fringe Area A.
Recommended approval, by a vote of 7-0, an amendment to Title 14, Chapter 5, Article J,
Flood Plain Management Standards, to adopt the re-formatted flood insurance rate map.
Public Discussion of Anv Item not on the Aqenda
No discussion.
Rezoninq/Development Item
Planning and Zoning Commission
January 18, 2007
Page 2
REZ06-00027: Discussion of an application submitted by MVL Properties for a rezoning from
Low Density Single-Family (RS-5) to Commercial Office (CO-1) zone for approximately 12,200
square feet of property located west of Diana Street, south of Kirkwood Avenue.
Walz stated that MVL Properties (owner of the Lensing Funeral Home) is acquiring vacated
alley right of way-an unpaved area shown in the aerial view. They are also proposing a land
transaction whereby a portion the property at 1018 Diana Street, owned by MVL Properties,
would be added to 1016 Diana Street to make the lot conforming in terms of square footage. In
return, the 1016 Diana Street owners will give the rear 39 feet of their property to the Lensing
Funeral Home. In addition the rear 39 feet of the lot at 1018 Diana Street would be added to the
Lensing Funeral Home lot to square off the property. Last spring, the Commission denied a
proposed rezoning from RS-5 to CO-1 for a property adjacent (west) of the Funeral Home along
Kirkwood. The issue of commercial access to the alleyway connecting to Diana Street was one
of the concerns in denying the rezoning. When the Lensing property was rezoned to CO-1 in
1993, one of the conditions was that the alley was not to be open to commercial traffic coming
through to Diana. City staff does not support commercial traffic coming out of the alleyway.
Walz stated that with this particular rezoning there is some sense in making the zone a regular
shape and that staff is recommending approval subject to the alley remaining closed to
commercial traffic.
Brooks opened public discussion.
Applicant Michael Lensing (Lensing Funeral Homes) stated that all they would do with the new
land is to add parking. They will add trees to the border of the lots. Walz stated that S3
screening would be required under these circumstances. S3 screening is taller, vegetation 5-6
feet in height. Lensing hopes that they will have more luck keeping the trees alive in this area.
Lensing reaffirmed the traffic concerns of the neighborhood.
Eastham asked if Lensing was amendable to closing off the alley access. Walz stated that the
alley access is not a part of the application under consideration. Lensing said that he may ask
for alley access at some later point and have the City review the traffic problems in the
neighborhood.
Emily Bennett (Diana Street) lives nearby and would like to know if the residential lots were
being rezoned or only the back 39 feet or if any rezoned land would front on Diana Street. Walz
answered that the residential lots on Diana Street would remain RS-5 and that no CO-1 property
would front on Diana Street. Walz explained that only the rear 39 feet of those residential lots
would be added to the Lensing Funeral Home property and that would be part of the CO-1 zone.
Winifred Holland (1105 Diana Street) is concerned that more traffic will come to the
neighborhood with these changes. She is concerned that the parking will be removed from the
street and that lights will be put up. She said shoe would be okay with rezoning this small area
proposed by was concerned that the neighborhood residents should not have to keep coming
back to defend their neighborhood from commercial encroachment.
Freerks asked about the lighting standards and whether or not they would change with this
rezoning. Walz stated that any lighting would need to comply with the current standards in the
Zoning Code, which calls for downcast lighting..
Erick Clark (owner of Four C Sons Lawn Care) wanted to comment on Lensing's diligence in
making the property look nice. He feels that it would be an improvement on the property and on
their work on the property.
______.._..___ ____._.,_~___.____,__._.___._~_._m__.__.____._.._._~'_,_~_"_~,__,_,____,___,____,_",,,____,___"___.""__'___'---..-.......-...---.---..-.-...-.-,..-
Planning and Zoning Commission
January 18, 2007
Page 3
Julie Housman (1038 Diana Street) has lived in the neighborhood for 25 years. She is
concerned about the encroachment of the commercial development into the neighborhood and
about the increased traffic coming through the neighborhood. She says that the logical place for
the division is where the division is now, not where it shows to be on the map. She hopes that
this will be the end of the commercial zoning coming east to the residential zoning.
Cortland Borwald (1035 Diana Street) commented that he has no problem with Lensing as a
neighbor. He feels that the alley was not maintained well and that he feels Lensing will improve
the land.
Brooks closed public discussion.
Motion: Smith made a motion to approve REZ06-00027 subject to the condition that the alley
remain closed to commercial traffic. Koppes seconded.
Koppes commended Lensing for holding a neighborhood meeting. Plahutnik commented that it
was nice to have another conforming property.
Brooks asked what would happen to the rest of the alley south of this point. Miklo and Walz
responded that the City would maintain the right of way and that the entire alley was vacated at
the same time and is available to the adjacent property owners.
Motion carried unanimously.
REZ06-00028: Discussion of an application submitted by Southgate Development for a rezoning
from Commercial Office (CO-1) zone to Community Commercial (CC-2) zone for .91 acres of
property located at 1902 and 1906 Broadway Street.
Miklo stated that the property under consideration is a portion of two lots. The northern lot
contains the Johnston law firm and the southern lot contains a portio'n of the Coronet Apartment
Building. Both lots are currently zoned Commercial Office. The law firm is a conforming use in
the office zone. The apartment building is a legal non conforming use - meaning that it could
not be built today in the office zone but is grandfather in.
Miklo said that he would like to point out that a portion of the parking lot for Coronet Apartments
is located to the east of the area under consideration for rezoning. It is in the eastern part of the
office zone and has vehicular access from Hollywood Boulevard. If the current request for
rezoning is approved - this area would remain zoned office and would be available for office
development but based on a previous zoning agreement with the City, the vehicular access on
to Hollywood Boulevard is limited to residential traffic - so any commercial traffic from this
development must be routed back to Broadway Street. He said that he was pointing this out
because it has bearing on the site configuration and vehicular circulation of the area requested
for rezoning. He said that he would discuss this in more detail latter in the report.
Miklo said that the applicant, Southgate Development Company, currently owns the Coronet
Apartments and as an agreement to purchase the law office. They plan to remove the existing
buildings and combine the properties. They would then sell the combined properties to a third
party which wishes to build a drive-in restaurant on the western portion leaving the eastern
portion available for office development. He said that restaurants with an occupancy of up to
100 persons are allowed in the office zone but drive-in restaurants are not and therefore the
applicant requested this rezoning to allow a drive-in restaurant on this property.
Planning and Zoning Commission
January 18, 2007
Page 4
Miklo said that when we first reviewed this application staff concluded that it should not be
recommended for approval because the current zoning pattern in the area makes Broadway a
clear boundary between the more intense commercial development to the west and the more
low key office and residential development to the east. He said that there is already an
abundance of Community Commercial zoning in the area (approximately 100 acres in the
South District compared to only 10 acres of office zoning) so there does not appear to be a
compelling need for this rezoning.
Miklo said that typically we try to create a buffer zone between residehtial uses and Community
Commercial zoning At a minimum a buffer might include a street right-of-way or more ideally
an office zone that would result in a lower key commercial office development that is compatible
with residential development. That is the situation that currently exists with the office use being
a compatible use the residential in the surrounding area to the east as well as the south. He
said that it is true that in some locations we do have Community Commercial zoning directly up
against residential but that is not a desirable situation and the commercial uses often have
negative effects on the adjacent residential.
Miklo stated that Community Commercial uses typically generate more traffic and noise - have
more intense lighting and signage and have longer hours of operation than office uses. This
can have a negative affect on the quality of life of nearby residences. This is of particular
concern in this case given the orientation of the residential building currently located in the
residential zone to the south of the subject property. He said that even though the two areas
share a side lot line - the townhouse-style apartments look directly onto the proposed
community commercial zone.
The proposed drive-in restaurant use of this property if it is rezoned is perhaps the most intense
use allowed in the Community Commercial zone, so this only heightens the concern.
Miklo said that given these concerns, staff had discussed with the applicant what could be done
to allow rezoning and redevelopment of the site but still respect the adjacent residential
development. He said they had worked to identify conditions that would ameliorate the
negative affects of the proposed commercial use on the near by residences.
Miklo showed a site plan that he said illustrated conceptually how these conditions might apply
to this property. He pointed out that the driveway for the Coronet building and the HACAP
apartment to the south is a shared driveway and that there is an easement so the driveway will
remain to serve the HACAP building regardless of what happens to the Coronet building.
Miklo emphasized the conceptual nature of the site plan. He said that given that the stated
reason for the rezoning is to accommodate a drive-in restaurant staff used a layout for a drive-
in. He said that the Commission must remember if this rezoning is approved a drive through
restaurant may not go here, but there may be some other Community Commercial use that
would be allowed to develop on the site. He said that a convenience store or a drive-through
would perhaps be the most intense use, but given the potential negative effects on the
neighboring residences, we should plan for such a scenario.
Miklo said that to try to minimize negative effects on the quality of life of nearby residential
properties, recommended conditions include:
1. Providing a buffer strip between the proposed commercial zoning and the adjacent
residential property of no less than fifty feet wide with a minimum 5 foot tall masonry wall
located within the northern 10 feet of the buffer, and evergreen and deciduous over story
trees and shrub plantings to a minimum S3 standard.
Planning and Zoning Commission
January 18, 2007
Page 5
2. Closure of the Hollywood Boulevard access point to the Commercial Office property and
use of a shared access point for the two commercial lots. The shared access should utilize
the existing access for 1902 Broadway and extend to the office property but shall not
infringe upon the fifty-foot buffer. (The closure of the access to Hollywood is required by a
previous agreement).
3. A landscaped 20' setback from the property line along Broadway Street. Miklo said the
intent is to help development of the site be more in keeping with the low key nature of the
office and residential development that currently exists on the east side of Broadway.
4. Limit of one free-standing sign located in the northwest corner of the property. No
building signs on the south and east sides facing the residential development. Other fascia
and monument signs permitted per the code.
5. S3 screening of the remaining office parcel along its southern and eastern property
boundaries or alternatively along the east boundary of the Community Commercial parcel.
Miklo said the reason for this screening is that the remaining office zone may be vacant for
some time exposing the residences to the east to the negative effects of the Community
Commercial zone.
6. The building and canopy should be a quality of design appropriate for a transition to
residential zoning. Miklo said that when staff learned that the reason for this request was for
a drive-in restaurant they looked at several examples of architecture for such uses. They
do not think that a typical drive-in type use would add to the quality of this area and certainly
would not justify compromising the current buffer provided by the office zone. They did find
an example from Woodland California where rather than using the standard fast food
architecture a franchise had varied from the typical design and used stone piers and
standing seam metal roof and muted colors for the building and canopies. He said this
higher level of quality and design is an example of what would be appropriate in this
location.
Miklo stressed that in absence of such conditions staff would not recommend approval of the
proposed Community Commercial zoning. He said that staff had negotiated these conditions
with the applicant, but it appears that the potential buyer does not agree to these conditions and
the applicant would like to offer some alternatives. Miklo said again given the concerns raised
by this rezoning these are the minimum conditions that staff recommends.
Eastham said that in their analysis, staff had looked at the supply of Community Commercial
and Commercial Office zoning in the South District. He asked if staff had considered the supply
of multi-family zoning and if this rezoning would have a negative effect on the number of multi-
family homes in the district. Miklo responded that they had not. He said that the multi-family
apartment building on this property is currently non-conforming so this is not a rezoning from
multi-family to commercial. He said regardless of the decision on this rezoning application, the
Coronet Apartments could be remove and redeveloped without approval by the City. He said
that that are other area within the South District that are identified as being appropriate for multi-
family development.
Eastham also asked for other examples of CC-2 adjacent to residential. Miklo gave the
example of Paul's Discount Store which is back-to-back with residential properties. He said in
that case the commercial has less effect on the residential because the back of the building is
against the back yards of the residential lots so that the commercial activity, signs, parking and
lighting are all directed away from the residential. He said another example is the south and
Planning and Zoning Commission
January 18, 2007
Page 6
east side of Pepperwood Plaza. He stated that in that situation, the street does provide some
buffer and transition and there is also a landscape buffer.
Koppes asked if the shared access point was on this property or not. Miklo stated that the
shared access point is between the Coronet and HACAP properties. He said it is within an
easement and it must remain to allow access to the parking spaces at HACAP.
Eastham asked what the rationale is for a 50 foot buffer. Miklo responded that 50 feet would
provide room for a masonry fence and room for evergreen trees and over story trees. This
would help minimize the negative effects of the commercial development, by screening views,
dampening the noise from the potential intercom system, traffic and shield the lighting. He said
it would be both a spatial and physical buffer and was the minimum that staff felt was needed to
protect the residences which were two stories in height and would look directly onto this
property.
Brooks opened public discussion.
Glenn Siders (Southgate Development Services) stated that they are at 95% concurrence with
the staff on this proposal. The only thing that doesn't work with the conditions the staff has
recommended on the property is the 50 foot buffer. The problems are the reduction in the lot
size which limits the opportunities for development. This combined with the limitation of
commercial traffic on Hollywood Boulevard would make the office property difficult to develop
and market in the future. He said the access easement between the Coronet and HACAP
apartments is 12 Yz feet for each property. 12 Yz feet would be added to the 50 foot buffer so
the driveway would not be able to start for 62 Yz feet. The applicant is trying to work towards
transferring the 12 Yz feet of driveway to the HACAP property since the commercial lot is not
able to use this easement anyway. It is a liability to the property owner to have this 12 Yz feet.
Siders distributed two concept plans that showed either a 30-foot wide buffer or a 40 foot wide
buffer. He said the 30 foot buffer is possible if the City vacates 6 feet of street right-of-way to
the north to allow the commercial development to be pushed to the north. He said that the City
has no problems with this however there are restrictions because 15 feet north of the property
line is the City water main and a little farther north is the City sewer line. The City is not
agreeable to placing structure over these lines. The City is willing to vacate 6 feet of right of
way. Siders said that the second plan would allow a 40-foot buffer if 16 feet of right-of-way is
vacated They are trying to negotiate 15-16 feet of right of way from the City. They are not
objecting to dense landscaping or building a masonry wall. Whatever addition width they can
get will be added to the buffer. The buffer width is the only problem they have with this
proposal. Miklo said that the vacation of right-of-way would have to be reviewed and approved
by ordinance.
Smith asked who the property is intended to be sold to. Siders stated that he could not name
the restaurant.
Eastham asked what the conditions were that were bringing problems. Siders stated that the
orientation of the restaurant and the width of the buffer were two problems. They cannot leave
the orientation of the restaurant and still have the buffer at the width recommended by staff.
Brooks asked about the entrance to the property. He asked if there was any reason why it
couldn't be at the southern end. Siders responded that the City would not allow this. The City
asked them to move the driveway north so that it intersected with the driveway at the other side
of Broadway. Moving it south runs it into the entrance to HACAP.
Planning and Zoning Commission
January 18, 2007
Page 7
Brooks asked about the grade difference on the property. Siders stated that HACAP is sitting
slightly higher than their property. Brooks asked if a grade differential could be used to help
create a buffer. Siders stated that they have not yet engineered the grading of the site.
Plahutnik asked if Siders was expecting a vote tonight since there were still more details to be
resolved Siders responded that this project is time sensitive but he feels that they could still
make it work if this was deferred until the February 1 meeting.
Miklo said that he would like to comment on the alternative site plans submitted by the
applicant. He stated that if this rezoning is approved, the proposed drive-in will require approval
of a special exception from the Board of Adjustment. One of the criteria that the Board will
examine is the traffic plan and traffic flow. He said that the applicant's plan shows no separation
between the traffic that is going to the drive-thru and the traffic that is going back to the office
area. He said that this is a concern and the concept plan that staff presented addressed this by
providing a separate drive to the office area.
Smith asked if there were any other utilities that might be encroached upon. Siders responded
that he was not sure about any others. Power and gas lines are indicated on the map that was
distributed.
Eastham asked about the occupancy rate at Coronet Apartments. Siders responded that
Coronet is such poor condition that they will not lease the apartments to anyone. Currently
there are 7 units occupied out of 34 units and the occupancy has been less than 50% for the
last several years. The applicant has tried to market this property for well over a year and it is
not saleable in the current zoning.
Gary Klein, member of the Fair Organization, which has been following affordable housing
issues, stated that there is a shortage in Iowa City of certain kinds of affordable housing
particularly apartment units (2 bedroom and 1 bedroom) for people who are on Section 8
voucher lists. He said that 1600 people are waiting for units. He wondered why it was not
possible to rezone in a way that would create more multi-family homes. He is concerned about
the people in the neighborhood that are traveling on foot and wonders what safety measures
are in place for them. He also is concerned that he just found out about this request this
morning and feels that others who live in the neighborhood should be here to discuss this.
Koppes stated that there are signs posted for those who live in the neighborhood.
Miklo stated that the zoning code requires that commercial buildings have pedestrian access
either to a sidewalk or the trail along Highway 6. This would be addressed when the site plan
and any special exceptions area reviewed.
Brooks closed public discussion.
Motion: Koppes motioned to defer to the February 1 meeting to allow the applicant to consider
the engineering issues that have not been resolved yet. Freerks seconded.
Smith stated that he is a member of the neighborhood. He lives at the end of Balsam Court. He
thinks that any redevelopment in the area would be welcome. The neighborhood is becoming
decrepit and he looks forward to any improvement.
Eastham stated that he is not opposed to this request or the rezoning. He doesn't think it is
necessary to preserve multi-family housing on this property. He does not have a strong opinion
on the buffer issue.
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Planning and Zoning Commission
January 18, 2007
Page 8
Freerks thinks that redevelopment in this area would be welcome but has concerns about the
traffic flow and safety in the area. She is also concerned about the buffer but feels that there
are ways to make compromises.
Plahutnik stated that the developer stands to make money from this rezoning. But he wants to
know what the community members get out of this rezoning. He doesn't have a problem
eliminating Coronet Apartments but he has trouble placing the most intense use possible next to
the remaining housing.
Motion carried unanimously.
Development Item
SUB06-00016: Discussion of an application submitted by Arlington Development Inc. for a final
plat of Stone Bridge Estates Part Five, a 37-lot, 12.92 acre residential subdivision located north
of Court Street, east of Camden Road.
Miklo stated that this was voted on recently by the Commission but before it went onto the City
Council the applicant decided to make a change to the plat. In the previous version there were
two sections of Eversull Lane with a gap in between them. This gap would eventually be filled in
and the street completed with a future phase of the subdivision. The Fire Marshall was
concerned that this gap did not provide for good emergency access through the area. He had
requested that the complete Eversull Lane be included in the final plat. In lieu of platting all of
Eversull Lane, the applicant offered to build two temporary cul-de-sac bulbs where the two
sections of the street ended. Although this was not ideal, it was acceptable to the Fire Marshall.
The applicant has now rethought the situation and instead of adding temporary cul-de-sacs, the
applicant has agreed to connect the streets and include two lots in the final plat. Staff
recommends approval subject to approval of legal papers and construction drawings.
Brooks opened public discussion.
Applicant had no comment.
Brooks closed public discussion.
Motion: Smith motioned to approve subject to approval of legal papers and construction
drawings. Eastham seconded. The Commission stated that this plan is much better than
previously submitted.
Motion carried unanimously.
SUB04-00011: Discussion of an application submitted by John Oaks for a preliminary plat of
Lyn-Den Heights Part III, a 40-lot, 38.5 acre residential subdivision located on Rapid Creek Rd
NE.
Miklo pointed out a change in the subdivision, which is in the City's fringe area (within 2 miles of
the city limits). There are now 38 lots instead of 40 lots. This application was deferred from the
December meeting due to multiple deficiencies (engineering issues, storm water, sanitary
sewer, and water distribution systems). A new plat was submitted yesterday and there are still
deficiencies at this point so this application is not ready for approval. The application is now at
the end of the 45-day limitation period so the applicant would need to grant an extension to
February 1. In absence of an extension to allow correction of the plat it would not be in
conformance with basic subdivision and Fringe Area Agreement standards and would need to
Planning and Zoning Commission
January 18, 2007
Page 9
be denied. There is also a major deficiency in that it does not comply with the County road
access requirements. According to County standards, the road is not adequate to serve the
amount of traffic anticipated. Given the condition of Rapid Creek Road, only two residential lots
could be added to the property. This issue must be resolved before the application is approved.
Once the other deficiencies are corrected, staff would recommend approval subject to resolution
of compliance with the County Road standards.
Smith asked what the other deficiencies were. Miklo stated that storm water management,
sanitary sewage treatment, review by the Solon Fire Department and a number of fairly minor
technical deficiencies.
Eastham asked about the final deficiency listed on the report under "Sanitary Sewer." He asked
how substantial this deficiency is. Miklo stated that water quality is a concern and it would need
to be approved by the DNR.
Brooks opened public discussion
Glen Meisner (MMS Consultants) spoke on behalf of the applicant John Oaks. They feel that
ihey have resolved all deficiencies even though the staff has not had a chance to review the
revised plat yet. The deficiencies that have not been addressed are the letter from the Solon
Volunteer Fire Department (they have not had a chance to respond yet) and the storm water
calculations which staff has not reviewed yet. The City and the County do encourage this kind
of cluster development and the applicant is working hard to comply with their wishes. The
clusters feature lots which are closer together with some open areas, which Johnson County
encourages. They would like to move the preliminary plat forward and resolving the outstanding
issues prior to going to the City Council. He said if they have to have this deferred that was ok
but not the applicant's preference.
Miklo confirmed that the applicant is willing to defer to the February 1 meeting. Meisner stated
that he would prefer to move this forward at this time but would be willing to defer.
Smith asked if the applicant was planning major improvements to the Rapid Creek Road to
account for the deficiencies that are present. Meisner responded that the plan was created
before the County passed this requirement and stated that at the time this was rezoned, the
County recognized the land as suitable for residential development. They are at the same level
of density as the County zoning ordinance permitted prior to the adoption of the road standards.
The applicant's attorney will work with the Board of Supervisors to resolve this. He cannot
commit tonight to building a new road. Koppes confirmed that there is no grandfathering in of
the density requirements. Behr confirmed that this is an issue for the County, and not for our
review. Behr feels that it is an appropriate condition to require that the issue be resolved as part
of preliminary plat approval. The County must be satisfied with the condition for the application
to move forward. The Commission would put this stipulation in the recommendation.
Bob Downer, attorney for the applicant, stated that the issue concerning the condition of the
road is what distance of Rapid Creek Road would have to be brought to the higher standard.
County staff had taken the position that the road going east would have to be brought up in
addition to the road leading to Highway 1. This would include over 5 miles of road which would
be impractical. This standard has not been enforced on subdivisions on Prairie Du Chein Road.
This is something that has to be resolved on the County level, after all other impediments have
been resolved on the City level. They would like some documentation that all deficiencies have
been met once the standards have been reached.
Planning and Zoning Commission
January 18, 2007
Page 10
Larry Kleinmyer (4633 Rapid Creek Road) owns property right across the road from the
development. Everything about the division is more dense than it needs to be. The nearest fire
hydrant is at the interstate, which would require the Solon Fire Department to get help from Iowa
City Fire Department to bring water into the neighborhood. The sewer system is within 400 feet
of a creek as well. The sewer system empties into the Rapid Creek S which eventually goes
into the Iowa River. He is also concerned about the traffic. He is concerned that if the road is
brought up to code, it would infringe on his land and raise his taxes. He does not have a
problem with the development, just its density. He doesn't feel that a development of this
density would benefit the community. Because of the small size of the lots, it's more of a city
setting, instead of a rural setting. He is concerned about the steep slope and storm water run
off. He currently has a well system within the 1000 foot buffer that is 137 feet deep and has
good water. He doesn't want to lose this. His understanding is that because of the proximity of
his well to the sewer system he has to sing-off on the system. He has done so. His
recommendation is not to let this go forward without at least downsizing it. He feels that money
is a poor excuse to let this go forward and eat up the natural resources.
Plahutnik asked if he was in Lyn-Den Heights or an acreage on Rapid Creek Road. Kleinmyer
stated that he has a 22-acre acreage.
Tom Bockenstedt lives south of the proposed development. As a builder, Bockenstedt is
concerned about the density of the development. In his experience, people always want more
land in favor of less. He is also concerned about public safety. He finds it interesting that the
applicant is seeking approval from the City before the County. Koppes responded, and
confirmed with Miklo, that the City must approve the application before the County can approve.
Bockenstedt confirmed with Miklo that the applicant is doing both applications simultaneously.
Freerks asked about the density requirement. Miklo responded that the County requires one
acre per lot and that there is a clustering bonus if the applicant sets aside a certain amount of
open space. The County would determine if the plan meets the County's clustering criteria.
Bockenstedt asked about the proposed size of the lots now. Miklo responded that the smallest
size is 13,500 and they range to 20,000. The typical lot in this subdivision is proposed to be
14,000 square feet. This is comparable to a typical RS-5 lot in the city.
Brooks closed public discussion.
Motion: Plahutnik moved to defer to the February 1, 2007 meeting so deficiencies and
discrepancies can be addressed before the Commission votes. Eastham seconded.
Motion carried unanimously.
SUB06-00021: Discussion of an application submitted by First American Bank for a final plat of
First American Bank Addition, a 2-lot, 3.38 acre commercial subdivision located at 640 Highway
1 West.
Westberg stated that this item was deferred to address discrepancies and deficiencies in the
application. These have since been addressed and approved by staff. Staff has recommended
approval subject to approval of legal papers and construction drawings.
Brooks opened and closed public discussion.
Motion: Smith motioned to approve subject to legal papers and construction drawings approval.
Koppes seconded.
Planning and Zoning Commission
January 18, 2007
Page 11
Motion carried unanimously.
Conditional Use Item
Discussion of an application submitted to Johnson County by Mary Beth Hackbarth for a
conditional use permit to operate a photo studio business on approximately 40 acres of property
located at 3104 Charles Drive NE in Fringe Area A
Westberg stated that the applicant has indicated that it would only be in use for a few hours a
day and otherwise business would take place off-site. The Johnson County Unified
Development Ordinance asked the City to make a recommendation on anything inside the
Fringe Area. The property is well outside the City's long-term growth occupancy. As a home
occupation, it would be allowed as an accessory use if the property were in the city. Staff
recommends a letter to the Johnson County Board of Adjustment recommending approval.
Koppes asked if the permit goes with the person if she moves, or stays with the property. Miklo
does not know how the County deals with this but feels that this is irrelevant because if the area
was annexed, this type of activity could be done without a permit.
Mary Beth Hackbarth stated that this is a hobby of hers outside of her teaching at the West
Branch Elementary School and she asks for approval so she can make a little money with her
hobby.
Brooks opened and closed public discussion.
Motion: Smith motion to approve. Eastham seconded. Motion carried unanimously.
Zoninq Code Amendment
Discussion of an amendment to Title 14, Chapter 5, Article J, Flood Plain Management
Standards, to adopt the re-formatted flood insurance rate map.
Miklo stated that this is a housekeeping matter. The City is required to refer to this map in the
local code and this amendment would do this.
Brooks opened and closed public discussion.
Motion: Eastham motioned to approve. Koppes seconded. Motion carried unanimously.
Other Items
Discussion of Planning and Zoning Work Program.
The Commission agree to set the work program as follows: 1) subdivision regulations,
2) Central Planning District, 3) review the CB-2 standards, 4) CB-10 standards 5) Southeast
Planning District, 5) review of sign ordinance, 6) land mark trees and 7) update open space
plan/ordinance.
Consideration of the December 21.2006 Meetinq Minutes
Motion: Smith motioned to approve. Eastham seconded. Motion carried unanimously.
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Planning and Zoning Commission
January 18, 2007
Page 12
Adiournment
Motion: Smith motioned to approve. Eastham seconded. Motion carried unanimously.
Minutes submitted by Megan Weiler.
Iowa City Planning & Zoning Commission
Attendance Record
2007
FORMAL MEETING
Term
Name Expires 1/18
Brooks 05/10 X
Eastham 05/11 X
Freerks 05/08 X
Koppes 05/07 X
Plahutnik 05/10 X
Shannon 05/08 X
Smith 05/06 X
INFORMAL MEETING
Term
Name Expires
B. Brooks 05/10
C. Eastham 05/11
A. Freerks 05/08
E. Koppes 05/07
W Plahutnik 05/10
D.Shannon 05/08
T. Smith 05/06
Key:
X = Presenl
0 = Absent
OlE = AbsenUExcused
IJEJ
MINUTES
CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE
January 23, 2007
LOBBY CONFERENCE ROOM
DRAFT
Members Present:
Regenia Bailey, Connie Champion, Bob Elliott
Members Absent:
None
Staff Present:
Wendy Ford
Others Present:
Nancy Quellhorst, Joe Raso, Tim Kenyon, Mark Nolte, DaLayne Williamson
RECOMMENDATIONS TO CITY COUNCIL
Approval of the document "Economic Development Strategies 2007-2008".
CALL MEETING TO ORDER
Chairperson Regenia Bailey called the meeting to order at 9:03 AM.
APPROVAL OF MINUTES - DEC 12.2006 ECONOMIC DEVELOPMENT COMMITTEE MEETING
MOTION: Bailey moved to approve the December 12, 2006 minutes as submitted. Elliott seconded
the motion. The motion passed 3:0.
ACTIVITY REPORT - Economic Development Coordinator - WENDY FORD
Ford informed the committee of status of the BIOWA application for Community Development Funds
through IDED. BIOWA is an Input/Output database designed to match the waste output and input needs
for bio-based companies. At last month's meeting, the committee supported this application pending
further clarification of BIOWA's financials That clarification was made and Ford sent a letter of intent to
support the project, pending the full council's support. Ford received a call from Michael Ott reporting
IDED's award of $25,000 grant (pending Council's approval) rather than the requested $48,000. Ford
asked Michael the reasoning behind the difference in funding, and he said IDED did not indicate a
reason
Champion asked how BIOWA plans to make up for the shortfall. Ford said the discrepancy would mostly
affect the marketing aspects for the program and that the BIOWA membership may also have to ante up
so they can complete their mission..
Elliott asked how large a region BIOWA plans to market their database. Ford said the marketing region
for BIOWA is statewide, and focuses solely on bio-based businesses. The concern brought up at the last
meeting as to whether BIOWA was a duplication of the Iowa Waste-Exchange (IWE) program was noted.
Ford spoke with the director of the IWE program and the one of the people under the director, and
concluded that BIOWA would be more focused on the bio-based industry, and would contain a lot more
chemical information, useful for the input side of the matches that can be made with this program. Ford
noted the caveat that BIOWA must be sure to communicate with the Waste-Exchange to avoid
duplication. She said it seems clear that they can work effectively without duplication.
Chairperson Bailey noted she assumes Council will support going ahead with this. .
Final Draft: Economic Development Strateqies. 2007-2008
Ford noted the final draft of the Economic Development Strategies includes the six policies adopted in
1995. She reasoned putting those policies at the top of the document shows continuity. She inserted
them at the beginning, to make a logical ftow into the following objectives that support the policies.
Discussion ensued about the meaning of the word industry and whether it was exclusive of commercial
enterprise. Chairperson Bailey said she feels the document does not focus only on industry.
Economic Development Committee Minutes
January 23, 2007
Page 2
Elliott asked if the use of the word industry signals that the committee does not care about commercial
businesses. Ford responded that activities directed toward industry would not be not at the expense of
commercial industries. The policies are areas of focus given the limited resources of the Economic
Development division and they do not comprise the assistance to and maintenance activities directed
toward businesses that we already have.
Elliott asked how a bank locating in Iowa City would be viewed. Bailey said that would be considered part
of the banking 'industry' Bailey noted that she doesn't think of 'industry' as a factory, rather as a sector
Elliott agreed, and said that the department shouldn't focus solely on what is traditionally understood as
industry. Bailey reiterated she didn't read it that way, and Champion agreed.
With regards to Policy #2, Elliott suggested reversing the wording to put the emphasis on developing the
workforce to company needs, as opposed to attracting companies for the existing workforce. Champion
agreed Bailey noted a partnership description would be helpful so it is clear that developing the
workforce is not expected to be the responsibility of the E.D. division alone.
Discussion about The Skills Advantage Work-Ready Assessment System ensued and whether there was
a place it could fit into the draft. Raso asked what role the city could play in implementing the Skills
Advantage assessment system as part of their own hiring process. This endorsement would promote the
policy. Raso suggested discussing Skills Advantage with Human Resources.
In discussion about supporting entrepreneurial enterprise, Bailey inquired about the possibility of
Healthcare insurance pools for small businesses, citing healthcare insurance as a major barrier to
entrepreneurialism. Quellhorst offered insight into the state legisiature's progress with this issue. The
greatest concern is that the pools are affordable for those who are healthy, but discriminate against those
who are either unhealthy, or use many health services. Most people view the issue as one that requires a
national solution rather than a state one. Elliott remarked that it's difficult to insure people over whom you
have no authority. Bailey mentioned this could be a strategy that the committee continues to explore due
it being such a major issue for small businesses, artists and. Champion rejected putting it as a line in
strategies because of the impossibility of the City being able to solve it Joe Raso noted that this issue is
not unique to our community, but solving it would ensure a competitive advantage.
Bailey said this issue is one that they must continue to discuss but it may not be something included in
the draft. Elliott noted that this will be a working document Bailey concurred but added it was not a
shifting target The next step will be on drafting a time line, work plan and budget to implement the policy
MOTION: Champion moved to approve the Economic Development Strategies 2007-2008 with the
change in item 2 to be "Develop available labor force consistent with the needs of employment
opportunities," Elliott seconded the motion. The motion passed 3:0.
Committee Time
The committee discussed the Downtown Association and the Farmers Markel. Nancy Quellhorst said the
inclusion of the Downtown Association in the downtown market analysis was a good thing. Proposals for
the Downtown Market Niche Study are due Wed. Jan 31st and will be reviewed at 9:30 am Feb. 9th at a
meeting of the Economic Development Committee, Chamber and DTA execs..
Nancy Quellhorst asked about the possibility of moving the Farmers Market to the Pedestrian Mall. Bailey
shared various proposals with moving it include the possibility of Iowa Ave and the Ped Mall. Elliott noted
there was not much council enthusiasm about getting involved. Bailey talked about the possibility of
creating a street fair every weekend much like Des Moines or other areas. Another reason the discussion
has not progressed is due to the Parks and Recreation department's oversight of the Market and the
reluctance of the vendors to move. It was suggested that an endorsement from the Chamber of
Commerce might encourage a change.
ADJOURNMENT
Economic Development Committee Minutes
January 23, 2007
Page 3
The meeting adjourned at 9:44 AM.
NEXT MEETING DATE: February 9,2007
Minutes submitted by Elizabeth Kennedy.
Council Economic Development Committee
Attendance Record
2007
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DRAFT
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MINUTES
IOWA CITY BOARD OF APPEALS
THURSDAY, JANUARY 18, 2007
EMMA J. HARVAT HALL, IOWA CITY CITY HALL
410 E. WASHINGTON STREET
IOWA CITY, IA
MEMBERS PRESENT: John Roffman, Tim Fehr, Steve Buckman, Alan Gerard,
Doug DuCharme, Gary Haman
MEMBERS ABSENT: Chad Campion
STAFF PRESENT: Doug Boothroy (H.I.S. Director), Tim Hennes (Sr.
Building Inspector), Andy Rocca (Fire Chief), Roger
Jensen (Fire Marshal), Steve Stimmel (Fire Inspector),
Loren Brumm (Building Inspector), Sue Dulek (Asst.
City Attorney), Jann Ream (Code Enforcement Asst.
acting as minute taker)
OTHERS PRESENT: Jack Piper (Atlas World Grill), Mike Streb, Aleta Kroeze,
Mike Hanrahan, Paul Morano, Jan Beaver (Regina),
John Balmer (Plumber's Supply Company), Bigad
Shaban, Tim Wilcox (KGAN), Kathi Rundell (HMOS),
Tom Lenoch, Mike Porter, Alan Eckhardt (One-Eyed
Jakes and The Summit Restaurant)
Brett Thomas (Piano Lounge, Studio 13), Mike Logan
(The Picador), Daryl Woodson (The Sanctuary), Jamey
Heal (Buffalo Wild Wings), Rebecca Neades (Chamber of
Commerce), Bob Elliot, Dee Vanderhoff (City Council)
RECOMMENDATIONS TO COUNCIL: None
CALL TO ORDER:
Chairperson Roffman called the meeting to order at 4:05 PM
CONSIDERATION OF MINUTES:
Minutes from the December 4, 2006 meeting were reviewed. Minutes were
approved with a unanimous vote 6-0.
Appeal the decision of the Buildinq Official because there are practical difficulties
involved in carrvinq out the provision of the code. (2150 Rochester Avenue -
Reqina)
DRAFT
Tim Hennes explained that the Regina athletic boosters had applied for a
building permit to build stairs from their upper level parking lot to the various
playing fields located down a hill from the parking lot. It is required by code that
an accessible route be provided as part of that project -the stairs cannot be
considered an accessible route. Staff had suggested that an existing gravel drive
to the fields be utilized by creating two conforming (paved) handicap parking
spaces off of that drive and then adding paved connections from those parking
spaces to the various fields, concessions and restrooms. Hennes stated that a
similar situation existed at West High School and they had provided spaces off of
a gravel drive and then paved connections to the various amenities. Rather than
going with that plan, Regina decided to appeal.
Mike Streb represented the position of the Regina boosters. Streb explained that
they wanted to build the stairs to address a safety issue with people trying to
access the fields from the upper parking lot and slipping down the grassy hill. A
ramp to accompany the stairs would not be practical. He thought that since the
fields were available to vehicular traffic that that should take care of accessibility
issues. It would actually be handier than having a central parking area with paved
routes to each of the fields because the area was so large. He also felt that they
were not being treated equally because they simply wanted to put in a set of
steps like the steps at West H.S. and they are being told they can't do it. He felt it
was unequal enforcement of the code.
Hennes asked for clarification. He stated that if they wanted to provide vehicular
access to each of the fields and then provide a handicap parking space at each
of those fields as well as paved accessible routes to the concessions and
restrooms, then that would be an acceptable solution.
Streb stated that he thought the gravel access drive would have to be paved.
Hennes said no, just the parking spaces. Also, Hennes wanted to clarify that it
would be equal enforcement because, although West H.S. does have the stairs,
they also put in the paved spaces at the fields and provided accessible routes to
the concessions and seating area.
Streb said it would be better if they could put in the paved parking spaces at each
field and then sidewalks to the concessions -there are no permanent restrooms.
He said he would present that idea to the booster club and then see if they
wanted to add that modification to their building permit application for the stairs.
He did not feel that he could speak for the whole membership of the club.
Roffman said that the Board could discuss the appeal but accessibility was
required. Dulek suggested that a deferral would be appropriate to give Streb time
to see how the booster club wanted to proceed.
DRAFT
MOTION: Buckman moved to defer the appeal to next meeting. The appeal could
be withdrawn if staff and Regina reached an agreement. Haman seconded.
VOTE: The appeal was deferred to the next scheduled meeting by a vote of 6-0.
Further discussion and possible recommendation to Council of an ordinance
amendinq the International Fire Code and the International Buildinq Code to
require new minimum thresholds for life-safety standards in new and existinq A2
occupancies.
Doug Boothroy reviewed the proposed ordinance both as presented at the last
meeting and with the newer proposed changes. He said that the general
proposal would require existing A2 occupancies (eating and drinking
establishments) to retrofit to meet life-safety standards in three areas: sprinkling,
fire alarm and exiting. He explained that since the last meeting, staff had met
with the Chamber of Commerce government affairs committee and members of
the Alcohol Advisory Board and received some feedback. At the last meeting,
Board members had asked what other municipalities had passed ordinances that
required the retrofitting of existing business so Boothroy passed out a handout
listing many examples of jurisdictions passing this type of ordinance. The City of
Ames, for example, had recently passed an ordinance that required existing
fraternities and sororities to install sprinkling systems. He said that generally
these types of ordinances get passed because of catastrophic events such as
the MGM Grand fire or the Rhode Island nightclub fire. He said that staff felt very
strongly that they did not want to be addressing this issue after a similar
catastrophic event happening in Iowa City. Staff felt it was necessary to be pro-
active and protect the public when they are in these types of establishments -A2
occupancies that serve alcohol. He said that Steve Stimmel from the Fire
Department was going to present a video taken at the Rhode Island nightclub fire
that demonstrated just how quickly a catastrophic event can occur.
Stimmel introduced the video. The video was taken at the Station Nightclub in
Warwick, Rhode Island by a film crew making a documentary about bar and
nightclub safety. The band Great White was playing on stage and used
pyrotechnics as part of their show. The club had 3 conforming and 1 non-
conforming (through a kitchen) exits- more than required by code. The occupant
load of the club was 400 and there were about 440 people in the club at the time
of the fire. The club did not have a sprinkling system. The video is in real time.
As the video is playing, Stimmel points out how the fire is progressing. Although
the fire is clearly visible on the stage, most of the patrons are not aware of it -
dancing or enjoying the show. The cameraman, however, does see the problem
and starts backing out. The fire alarm goes off and members of the Warwick
Police Department that were in the club as hired security immediately call 911.
DRAFT
This is 45 seconds after the fire starts. Less than two minutes into the fire, the
cameraman is outside filming the pileup of people trying to exit the front door.
People outside are trying to pull people off of the pile and out the door and other
people are breaking out windows and trying to pull trapped patrons through. He
explained that very few people tried to go out the other exits; everyone was trying
to exit out the front door -the door they entered through. At 5 minutes into the
fire, the cameraman films the fire through one of the unused exit doors. Flash
over has occurred and the atmosphere inside the club is not survivable.
The Warwick Fire Department responded to the fire in less than 6 minutes -an
excellent response time for any fire department. However, it was too late to
rescue anyone who still might be in the club. The death toll was 100 people.
The video went on to document a similar fire that occurred in a night club in
Minneapolis, MN the same week of the Station Club fire. The difference was that
the club in Minneapolis had a fire sprinkler system. There were no injuries.
After the video, Boothroy explained the changes to the proposed ordinance
based on the input they had received to date. The first change was to limit the
scope of the ordinance from all existing A2 occupancies to only those existing A2
occupancies that serve alcohol. Evidence shows that the catastrophic events
occur in establishments that serve alcohol because of the impaired judgment of
persons in those occupancies. The second change was to recognize the
priorities of enforcement by creating two time periods for compliance. Those A2
occupancies that have an occupant load from 100-299 persons would be
required to compliant in 10 years. However, if these same occupancies either
change businesses/ownership or remodel such that a permit is required, then
compliance would be required. For occupancies of 300 or more, because they
are considered the more hazardous, compliance would be required in five years
(an approved plan would need to be filed with the City within 4 years).The five
year period also applies to those uses that exist either above or below the ground
floor, again because of the greater hazard.
Voice fire alarm systems would be required for an existing use with an occupant
load of 300 or more. This a change from the first proposal that would have
required them in existing uses with an occupant load of 200 or more.
Boothroy reiterated that the City is investigating financial aids and incentives to
help business owners with expenses if this ordinance is adopted. However, there
will be a "window of opportunity" of 5 years for owners to take of advantage of
those opportunities. This is to encourage existing A2 occupancies to comply
ahead of schedule.
Roffman opened the meeting to public content.
Jack Piper (Atlas World Grill) asked the Board to consider a few things. He stated
that the video demonstrated human nature in that people always go to the door
that they entered through. He did not feel that requiring sprinkling systems or
. _ ^"_._'"_____.._____"____.___~_.__,_._.______~__M_._._"~___._____.__.___.___~_________."_".._._______.____.,----,-------
DRAFT
voice alarm systems would change that. It was his understanding that the
proposed 4th fire station on the north side of town has not been implemented
because of budget constraints even though everyone agrees that the station
would improve life safety for residents in the area. As a business owner and
home owner, he has to live within certain budget constraints as well. Small
businesses in downtown Iowa City have a triple net lease. This means the tenant
(business owner) pays rent and also the property taxes and insurance for the
building. These are all existing financial burdens put on business owners so
making them pay for retrofitting their spaces would be too heavy a burden to add
-a burden that the City has not been willing to do for itself.
Jim Mondonaro (Givanni's and Mickey's) was also concerned about expense. He
has gotten estimates for the proposed retrofitting of his businesses. Givanni's
would cost around $27,000 and Mickey's would run about $25,000 to retrofit. He
questioned what type of financial aid would or could be forthcoming. Boothroy
stated that he is making a recommendation to the City Council that the private
service lines (necessary to support sprinkling) be paid for by the City in the
downtown area. He has also been speaking to Kevin O'Malley (Finance Director
and Steve Atkins (City Manager) about other incentives but was reluctant to
elaborate on those in case they did not come through - he did not want to raise
false expectations.
Mondonaro also brought up the point that the A2 occupancies will not be
protected from fires that start in neighboring buildings that do not have A2
occupancies in them (such as retail) - so does the City need to cast a broader net
and require sprinkling for other types of occupancies. He pointed out two fires
that started in retail businesses next to Mickey's. He felt that the City should not
be selective if they were going to require the retrofitting of existing businesses;
the City should require protection in any building/business that the public
frequents.
Boothroy agreed that a fire can happen anywhere but explained those
occupancies were selected that presented the highest risk.
Mondonaro asked what type of risk a restaurant like Givanni's really presented
when compared to a nightclub or bar -different hours, different clientele and
sales are 80% food not alcohol. He felt very strongly that he did not want to loose
his business because of a fire that started in a non-alcoholic establishment.
Mike Porter (The Summit and One-Eyed Jakes) stated that he is more than
willing to put in a sprinkling system (in fact he had done so); however, he did
have problems with the voice alarm and exiting components of the proposed
ordinance. He said that he had spent close to $15,000 on a fire alarm system
when the Summit opened 5 years ago. The proposed voice alarm component
DRAFT
would not be compatible with his system - it has to run over its own completely
new wiring system which is very difficult to do in finished spaces. He asked if
there were any precedent for the voice alarm systems that showed they had
saved lives. He added that occupancy would be reduced if the exit doors were
not the proper width. He pointed out that the video showed how fire sprinklers
saved lives in the Minneapolis nightclub - it had nothing to do with the exiting. He
wondered if all three changes (sprinklers, voice alarm and exiting) had to be
adopted as a package or if just the fire sprinklers could be separated out.
Boothroy stated that the Boar<;l could recommend all or any part of the proposed
ordinance.
Alan Eckhardt (Manager -One-Eyed Jakes) stated that the change to the exiting
requirements will reduce the occupancy in those businesses that are physically
not able to widen their exit.
Hennes explained that the exiting width requirement is less for those businesses
that have fire sprinkler systems installed. Porter stated that even so the
calculation percentage is being increased from 50% to 66% of the occupancy.
Porter explained that there is no way to widen the doorway to One-Eyed Jakes.
Eckhardt stated that they are not opposed to sprinkler and voice alarm systems
per se - mostly they are concerned that a precedent is being set that allows the
Fire Department to require retrofitting for any issue they deem important to life
safety. Maybe in the future they will want to retrofit other types of occupancies,
even residential. He gave the example of Martinis who just finished refurbishing
their building after the tornado. Now they would be faced with having to tear into
all of the new fire rated dry wall that was just installed. And then what happens
five years from now when the Fire Department feels that there is some new
system that should be retrofitted. He felt that if the ordinance is adopted, then all
A2's should be included or any occupancy that would include an assembly of
people. The fires that have been in downtown Iowa City for the most part have
not been in bars. He also stated that because One-Eyed Jakes was an above
ground business, they would also have to pay to sprinkle the businesses below
them.
Leah Cohen (BoJames) stated that she would like more input from the
businesses that are going to be impacted. She did not approve of the voice alarm
system since there is no data out there to justify its inclusion. She said the cost
to the businesses would be $20,000 to $30,000 and that would put some small
businesses out of business. She felt that more scrutiny of the ordinance and its
effects was in order.
DRAFT
Daryl Woodson (The Sanctuary) said he had a real problem with requiring the
retrofitting of existing businesses. He felt that there should have to be some
extraordinary need before retrofitting was required -not just an updated code. He
also felt it was not fair to compare a business like the Station Nightclub (nightclub
with bands and pyrotechnics) to a restaurant like Givanni's where patrons are
eating and drinking a glass of wine. He said that the narrowing down of the
ordinance to only A2 occupancies that serve liquor was not fair. He said the rules
keep changing.
Mike Logan (The Picador) stated that he had recently done a lot of work to his
building (the old Gabe's) at great expense. His occupant load and the fact that he
has a second floor would put him in the 5 year category of compliance. He would
not be able to absorb the added expense. He reminded the Board of the new
regulations for fire safety plans that were implemented by the Fire Department
last August.
Kevin O'Brien (McDonalds) stated that until the day before, he thought his
businesses would be included -now it has changed to a proposal for only those
A2 occupancies that serve alcohol. He asked what notice had been prepared for
the general public or to those affected businesses so that they would be informed
of the proposal. He said that he received a phone call the day before informing
him but he had seen no general notice.
Boothroy stated that as a public meeting, there was notice -also they had been
working with the Chamber of Commerce, the Alcohol Advisory Committee and
some architects in the community and were relying on those organizations to
inform affected businesses. O'Brien asked how many businesses the proposed
ordinance affected. Staff said that that number was unknown for all A2
occupancies but that the A2's with liquor licenses was around 100. O'Brien felt
that all affected businesses should be notified and that to pass an ordinance
without doing so would not be right. This would affect businesses throughout the
city -not just downtown. He felt also that it would be wrong to recommend an
ordinance without knowing how many businesses would be affected or what the
total cost to those businesses would be. He said also that financial incentives or
aids should be determined to help businesses owners with the process if it is
adopted.
Boothroy said that staff does have an exact number of A2 occupancies that serve
liquor and that a mailing could be generated to those businesses if the Board so
directed.
Rebecca Neades (Chamber of Commerce) pointed out the level of frustration
that business owners are feeling. She pointed out that the voice alarm system is
not in the 2006 International Building & Fire Codes that the City would be
adopting this year. This requirement would be above and beyond even the most
updated code and very difficult to implement. She said also that the local
DRAFT
government affairs committee was especially concerned about applying future
code changes retroactively. She cautioned the Board about making a decision at
this meeting; there had not been enough good discussion about the issue and
not everyone affected had been notified.
Mondonaro added that A2 occupancies were protected by Ansul systems in their
kitchens. He also stated that the concept of "grandfathering" is one that provides
a comfort zone for all property owners. Existing businesses that have established
themselves under a particular code have always felt that they met their
requirements and that breaching that comfort zone has far reaching implications.
Boothroy pointed out that they were not expecting the Board to make any
decisions at this meeting. Staff is waiting for direction from the Board to see if
they want to continue with the general recommendations and then all of the
details could be worked out for a final proposal.
Public discussion was closed.
Roffman asked the Board for questions or thoughts. Haman asked Jensen why
the voice alarm system was important. Jensen replied that the biggest problem in
large assembly fires is delay time. People hear the alarm but either delay leaving
the building or do not leave the building at all. The direct voice communication
tells people how and why they must leave.
Boothroy asked the Board for direction. Staff needs to know whether to proceed
or what changes need to be made. Boothroy stated that, at this point, the staff
recommendation was to include only those A2 occupancies that serve alcohol
and that would be who would receive the notification mailing unless the Board
directed them to include all A2 occupancies.
Roffman felt that there should be more communication with the public and more
realistic cost estimates. Roffman also felt that a letter should go out to all A2
businesses and there should be more public meetings. He said that more options
should be discussed.
Buckman asked that a community meeting be scheduled.
DuCharme wanted the notification letter to go out to A2 occupancies because he
felt they should be included. Gerard said that he also felt all A2's (even those
that do not serve alcohol) should be included and notified. Haman and Fehr
agreed that all A2's should be included. Buckman thought that the staff
recommendation of A2's with a liquor license would be adequate.
Stimmel pointed out that the NFPA (National Fire Protection Agency)
recommended that bars and nightclubs be retrofitted. All large loss of life fires
have happened in those occupancies that serve alcohol; they are the highest
risk.
DRAFT
Roffman directed staff to send out a mailing to all A2 occupancies including those
which do not serve alcohol.
Haman asked if one of the three proposed changes (sprinkling, voice alarm and
exiting) was more important than the others. Jensen replied no, that they were all
intertwined.
Boothroy stated that staff would put together a mailing that would include the
proposed changes and schedule a public meeting. After that meeting and input,
staff would come back to the Board.
Roffman stated that next regular meeting would be on February 5th if there was
an appeal.
ADJOURNMENT:
Haman moved to adjourn the meeting. Gerard seconded. The meeting was
adjourned at 6:15 PM
Date
John Roffman, Board of Appeals Chairperson
NAME
Gary Haman
Steve Buckman
Doug DuCharme
Tim Fehr
John Roffman
Chad Campion
AI Gerard
KEY
X = present
o = absent
OlE = absenUexcused
NM = No meeting
_ = not a member
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