jds development - judge doyle square rfp 093013

7/27/2019 JDS Development - Judge Doyle Square RFP 093013

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JDS DEVELOPMENT, LLC

TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY

2.0 DEVELOPMENT VENTURE AND TEAM

3.0 PROJECT CONCEPT DESIGN

4.0 PROPERTY MANAGEMENT PLAN

5.0 PARKING MANAGEMENT PLAN

6.0 BICYCLE CENTER MANAGEMENT PLAN

7.0 DESCRIPTION OF HOTEL ROOM BLOCK

8.0 DETAILED CONSTRUCTION BUDGET

9.0 DEVELOPMENT PHASING PLAN

10.0 MARKET INFORMATION

11.0 DESCRIPTION OF THE TERMS OF REAL ESTATE

12.0 WORKFORCE UTILIZATION PLAN AND TARGETED BUSINESS GOALS

13.0 COMMUNITY ENGAGEMENT PLAN

14.0 DETAILED PUBLIC PRIVATE FINANCIAL PLAN (SEALED SUBMISSION)

RFP FORM A SIGNATURE AFFIDAVIT

Response To RequesT FoR pRoposals

Judge doyle squaRe - Madison, Wisconsin


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Section 1.0 Page 3Response To RequesT FoR pRoposals



JDS Development, LLC appreciates the opportunity to present our proposalor the planning, inancing, construction and management o the Judge

Doyle Square project. Judge Doyle Square is an exciting opportunity to

connect Monona Terrace with the Capitol Square through a mixed-use, urbandevelopment. The hotel component o this project needs to be o destinationcaliber in order to strengthen Madison as a destination and secure the success

o Monona Terrace or years to come.

Our vision or the redevelopment o these two blocks is to use the Madison

Municipal Building to develop a landmark hotel product that is distinctive toMadison. The project needs to capture all the things that are great about our

city and deliver that to visitors and residents. Our plan is to create a uniquedestination designed to strengthen Madisons urban core and complement our

primary destinations Monona Terrace and Overture Center by creating adynamic place with programmatic uses that deine Madisons character.

This is one o the last remaining opportunities we have to secure the successo Monona Terrace or the long term. Monona Terrace and the City o Madison

need more than a standard hotel to remain competitive.

There are several important elements to our proposal that we believe deinethis opportunity or the City o Madison. These ideas are described in detail inthis Request or Proposals but in summary, include

A landmark hotel product that is distinctive to Madison.

Signiicant economic beneit to the City o Madison by lowering publiccosts by more than $20 million.

Unique program elements that will support Monona Terrace and Overtureas part o building Madison as a stronger destination.

The inancial strength and resources o our team provide the oundation

needed to execute our vision or Judge Doyle Square.

Our plan provides an economic beneit to the City o Madison by loweringpublic costs by more than $20 million. As required by the RFP, we will present

two schemes in this reply. Scheme 1 is our vision or a destination hotelthat uses MMB to create a unique downtown, dining and hotel experienceenhancing the guests visit to Monona Terrace and Madison. Scheme 2 is our


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best attempt at developing the uses required by the RFP resulting in a lessthan spectacular hotel product and uncertain development uses on Block 105.

With Scheme 1 we were able to develop a plan that identiied three ways tolower the citys public costs.

1. Savings o $13 million in parking costs.

2. Savings o $3 million by moving city oices to a new building on Block105 as opposed to renovating MMB or city oices.

3. Savings o $4.4 million due to eliminating the need or the city to und a

inancial gap to create a ull service hotel.

city officeS

Cost exercises perormed by 2 general contractors relect cost savings o

building new oice space to be $3.3 million. This is a direct savings to the cityover remodeling MMB.

Parking

Scheme 1 utilizes a development plan that negates the need or excessive

underground parking. Using expensive underground parking does not createvaluable developable space above ground on these blocks. There is no market

to absorb the volume o building envisioned by using underground parking.

There is decreased development value per loor between levels 2 and 5 onBlock 105. The valuable developable space on Block 105 comes ater cresting

loor 5. At the upper loors you begin to create interesting site lines o the cityand lake.

The city will save $13 million in parking costs by using an above ground parking

ramp on Block 105 as a base or higher, more valuable development uses.

DeStination Hotel

The hotel proposed in Scheme 2 is an inerior project to the destination caliber

hotel envisioned under Scheme 1. In order to create a ull service destinationhotel under Scheme 2 the city would need to ill a inancial gap o $4.4 million.A sampling o ineiciencies incurred by not using MMB is as ollows.

Not using MMB requires the relocation o ground level hotel uses to

the backside o Block 88. Moving parking below grade is required toaccommodate this ground level space.

Limited lobby space does not create a sense o arrival needed to create adestination hotel to support Monona Terrace.

Guests will need to travel urther to get to Monona Terrace rom the hotel.

Footprint o the building is more compact making the hallway connectionrom MMB to Pinckney diicult and less appealing.

Compact building will make it challenging to meet hotel company brandstandards.

No ability to create unique guestrooms like the ones that can bedeveloped in MMB.

Need to dramatically reduce or eliminate ood and beverage or wellness

areas to accommodate space lost by not using MMB and trying to retainthe same hotel room count.


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Section 1.0 Page 1

VISIONOur vision or Judge Doyle Square is to create a unique destination designedto strengthen Madisons urban core and compliment our primary destinations

Monona Terrace and Overture Center by creating a dynamic place withprogrammatic uses that deine Madisons character. Imagine a place that

captures all o the elements that deine Madison or the next generation

StyliSH HoSPitality

The Madison Municipal

Building will be a destination

hotel connecting Monona

Terrace and the Capitol

Square and enhancing the

culture of the urban core.

tHe fooD emPorium

This unique dining

destination will offer a

downtown experience that

will enhance the Madison

restaurant culture.


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Section 1.0 Page 2

lifeStyle reSiDential

Residential offerings

will provide a live-workenvironment in an urban

neighborhood setting.

urban WellneSSHealth and wellness in the

urban core will promote the

Madison lifestyle, with a

focus on fitness and active

lifestyles.


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Section 1.0 Page 3

active StreetScaPe

The activation of sidewalks

and terraces with streetlevel retail and dining

will entertain visitors and

enliven the urban core.

HiStoric revitalization

The renovated MadisonMunicipal Building will be a

core landmark with historical

significance complementing

the nationally recognized

Monona Terrace and State

Capitol buildings.


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LEGAL NAME OF PROPOSER AND OFFICERS AUTHORIZEDTO BIND

JDS Development, LLC is pleased to submit the ollowing in response to theRequest or Proposals or Judge Doyle Square (the RFP). Robert Dunn isthe Managing Partner / Principal-In-Charge and is legally authorized to bind

the development venture to the development contracts. JDS Development,LLC is a joint venture o Hammes Company and Majestic Realty and has

been established or the sole purpose o pursuing the development, inance,marketing and operation o the Judge Doyle Square development project inMadison, Wisconsin.

KEY ENTITIES COMPRISING OUR TEAMHammes Company and Majestic Realty have prepared this proposal in

association with a team o the most highly qualiied proessionals in theindustry or a project o this magnitude. The qualiications o the project team

are described in detail in the previously submitted RFQ or this project. As aresult o our considerable experience on large mixed-use projects that serve asanchors to communities and other destination attractions, Hammes Company

and Majestic Realty bring unique qualiications as a master developer. Theirms that comprise our Project Team provide a complementary set o core

competencies and unparalleled experience in the successul execution o largescale urban assignments. Importantly, we are a Madison based development

organization with a strong working knowledge o the local actors that willdrive success o this important development initiative.

JDS DeveloPment - a Joint venture of HammeS comPany anD maJeStic

realty - maSter DeveloPer

Hammes CompanyFounded in 1989, Hammes Company is a leading real estate development andinvestment company with oices located in major markets throughout theUnited States. Hammes Company is compromised o a series o proessional

services and real estate investment entities which have been established orthe purpose o managing, inancing and developing complex real estate assets.

The irm is currently involved in planning and development assignments withvalues in excess o $7.5 billion.

Hammes has a broad base o experience in developing successul mixed-use, commercial, hospitality and entertainment projects. Hammes leverages

its expertise and knowledge in integrated, strategic planning solutions orcomplex mixed-use and master planned developments. Our mission is

to develop projects that anchor communities and which are catalysts oreconomic and iscal development in the areas and regions in which we work. InWisconsin, the irm has been responsible or such notable projects as Lambeau

Field redevelopment, Kohl Center, Titletown District, Miller Park, Aurora HealthCare Centers, Medical College o Wisconsin, Brookield Lakes Corporate Center

and most recently the Edgewater Hotel.


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Majestic Realty

Majestic Realty Co. was ounded in 1948 and is based in Los Angeles, Caliornia.Majestic owns, develops, manages and leases over 80 million square eet o

property or clients across the nation. Majestic is recognized as being one o thelargest private owners o commercial real estate assets in the United States andhas been ranked as the No. 1 developer in Caliornia or more than a decade.

The irm oers land acquisition/entitlement, master planning/development,environmental assessment, design/construction, inancing, leasing, project

inancial reporting/variance analysis, and property management services. Inaddition, the company provides processing, project programming, conceptual

design, estimating, scheduling, architecture, engineering, project management,general contracting, thematic interiors/exteriors, tenant improvements, space

planning, and owners representative services; and commercial propertymanagement services.

Majestic Realty is owned by Edward Roski and is active in many major marketsacross the United States including Wisconsin. Mr. Roski is one o the most

active members o the business community in Southern Caliornia serving onnumerous community organization boards including chairman o the Board o

Trustees at the University o Southern Caliornia. Mr. Roski is part owner o theLos Angles Kings and Los Angeles Lakers proessional sports ranchises.

Hammes Company and Majestic Realty are working together on a numbero urban mixed-use development projects across the United States. The

combined real estate development expertise and inancial strength o thecombined organizations provides the oundation or our proposal or Judge

Doyle Square.

Development and ExecutionHammes Company / Majestic Realty have signiicant real estate developmentexperience as both equity and ee-based developers. The sole ocus o the

Hammes Company / Majestic Realty sta is the successul execution anddelivery o large projects. Our process will irst include gaining a thorough

understanding o the goals and objectives the City has or the Judge DoyleSquare site and set in motion a project plan to design program elements whichachieve the best possible outcomes or the City and community. Decisions

reached in the early planning phase are used to drive the design o the projectto maximize asset value and control costs.

Our depth o experience enables Hammes Company / Majestic Realty to

provide a complete program o services to develop and lead all acets

o the JDS development, including inancing, public approvals, designmanagement, sustainability goals, construction administration, targeted

business participation, inrastructure, environmental management, qualitycontrol, scheduling, cost control, insurance, bonding, contract management,

media, marketing, community relations and other tasks as required to ensureproject success.


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Financial Strength

One o the most important actors that will determine success o the Judge

Doyle Square development is the inancial strength o the master developer. Thecombined inancial resources o Hammes Company / Majestic Realty coupled

with our extensive knowledge o the local market provides the oundation thatwill be needed to execute a project o this complexity over multiple phases.

Leaders in Visionary Development

Hammes Company / Majestic Realty have extensive experience in successullycompleting large-scale urban development initiatives. We are recognized or

bringing visionary developments together in markets ranging in size rom GreenBay to New York. The successul development o the Judge Doyle Square site

will require a careul balance o public and private interests. Between HammesCompany and Majestic Realty we have worked successully with communitieson a number o the most complex urban initiatives in the United States over the

past decade.

LA LiveLos Angeles, California

Ritz CarltonLos Angeles, California

Lambeau FieldGreen Bay, Wisconsin

Allentown Entertainment DistrictAllentown, Pennsylvania

JW MarriottLos Angeles, California

Edgewater HotelMadison, Wisconsin

Destination Medical CenterRochester, Minnesota


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Potter laWSon - arcHitect - DeSign conSultant

Established in 1913, Potter Lawson oers proessional planning, architecture,interior design, cost estimating and construction administration services. The

irm employs more than 40 proessionals, with more than hal being registeredarchitects and proessional designers.

Potter Lawson has been involved in many o Madisons most recognizablebuildings over the past 100 years. In the 1990s, Potter Lawson worked on

the notable Monona Terrace Convention Center in association with TaliesinArchitects. Within the last six years Potter Lawsons work on the Overture

Center, the Madison Central Library and the Block 100 Foundation Project onState Street has re-energized and transormed this area around the Capitol

Square.

elkuS manfreDi arcHitectS - urban Planner

Elkus Manredi Architects is a ull-service design irm providing architecture,master planning, urban design, interior architecture, space planning and

programming. The irm has been involved in many o the leading urbandevelopment projects in the United States.

The planning and design work o Elkus Manredi Architects is ounded onthe conviction that the quality o our environment regularly and signiicantly

impacts the quality o our lives.

kimley-Horn - engineer

Kimley-Horn is a multidisciplinary engineering consulting irm oering servicesto national and international clients in the public and private sectors. Kimley-

Horn has more than 1,600 proessionals in 60-plus oices nationwide. They

have delivered ground up or renovation services on more than 75 millionsquare eet o retail in 47 states and more than 40,000 multiamily units in 35states. Their teams work together nationally to provide clients with the bestservices and expertise necessary or their projects.


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PROJECT GOALS AND REQUIREMENTSThe project requirements as listed in the RFQ and RFP state that the project

must be a mixed-use development covering the entire development parcelson Blocks 88 and 105 and include the ollowing elements:

A hotel component with a minimum o a 250 room block committable tosupport the Monona Terrace Community and Convention Center

Retail and restaurant type uses at grade on Wilson, Doty and PinckneyStreets

A bicycle center A parking plan or both blocks to support the entire development

Other land uses encouraged but are not mandatory: Oice and commercial spaces

Residential housing Community spaces

Public open spaces

Our extensive experience in the market along with results rom recentlycompleted market studies assisted in determining the proposed land use mixand density. Various staging aspects o the proposed development plan have

also been considered. The ollowing elements have been addressed or theland uses included in this project proposal.

Design/Density Hotel

Oice, Retail and Commercial Residential Bicycle Center

Parking

PROJECT CONCEPTOur team has developed a variety o plans and studies or each Scheme to meetthe RFP requirements and to create a great downtown Madison destination.

These plans and studies are provided on the ollowing pages o this section.

Scheme 1, our preerred Scheme, uses MMB to create a destination caliber

hotel. This scheme is presented irst. Scheme 2 is intended to provide analternative option that does not use MMB or hotel purposes to create the

program uses required by the RFP. For each Scheme, the ollowing is included.1. Conceptual Plan2. Preliminary Sections and Floor Plans

3. Building Massings rom various views4. Shading Study

Throughout these plans we have incorporated other aspects to better portray

land use planning. Landscape designs are suicient to convey how the projectwill generally create an engaging pedestrian environment along all streetrontages. Architectural expressions can be ound on the buildings in several o

the views showing the general style o the buildings and how they will relate tosurrounding buildings and positively contribute to the urban character o the

immediate area.


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SCHEME 1Scheme 1 is our preerred approach, remodeling MMB or hotel purposes to

create a unique downtown destination.

Scheme 1 includes the strategic use o two urban blocks to create a downtowndestination and maximize economic potential. A mix o land uses including

hotel, oice, residential, retail and dining will host visitors and provide a live-work environment that will unlock the potential o this entire district. The

conceptual plans provided show how we plan to maximize above grounddevelopment and signiicantly enhance the street level activity within thisdowntown area.

An exciting urban design will incorporate architectural eatures compatible

with surrounding buildings and use generous sidewalk widths, landscapingand lake views to create urban amenities and public spaces that accommodate

outdoor uses and gathering places. Pinckney Street will be a destinationquality urban street providing a link rom the Capitol Square to Lake Monona.Increased pedestrian traic will support the local businesses in the surrounding

area and uniy the emerging restaurant and entertainment district. Streetlevel setbacks will be used to provide strong pedestrian connectivity and

accessibility throughout the district. The Capitol View Preservation ordinancehas been considered in developing the massing plans or this proposal.

block88

The proposed hotel conceptual design on Block 88 targets the ollowing

program: 308 rooms in a unique hotel experience

Select to ull service, mid to upscale pricing

15,000 to 20,000 square eet o restaurant and dining space 10,000 to 15,000 square eet o lexible meeting space Minimal travel distance rom Monona Terrace to hotel Wellness and itness areas

Activation o Doty, Wilson and Martin Luther King with strong entry points Outdoor terraces along Martin Luther King Blvd

Through-block interior link rom Martin Luther King Blvd to Block 105

The adapted ground level o MMB will include a grand lobby and dining. The

upper level will be converted into unique hotel rooms and breakout meetingrooms. It is our intention to maintain Room 260 or Judge Doyles courtroom.

A newly constructed hotel tower will extend rom MMB to Pinckney Streetcreating a pedestrian connection rom Martin Luther King Blvd to Block

105. The new tower will host additional rooms and support areas. Careulconsideration and implementation o setbacks, orientation, scale, massing

and exterior inishes will give the impression that this new tower is a naturalextension o the existing MMB.

The hotel rooms have been designed to a size that will allow us to meet thestandards o a variety o hotel companies and ranchises ranging rom Marriott

to Wyndham. From our experience there are well suited hotel companieshoping to enter the downtown Madison market. The appropriate brand or theJDS hotel will be determined once the inal plan and hotel program are deined.


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There is an appropriate time to engage hotel companies and ranchises.Additional market research will be perormed and visits with a group o hotel

companies and ranchises will be had prior to determining the most suitable

brand or the downtown Madison market and JDS program components.Given our involvement with hotel companies elsewhere and with

The Edgewater we have existing relationships with hotel companies

and ranchises and will pursue this at the appropriate time. The Citywill be welcome to participate in this process. A sampling o the hotelcompanies we will analyze are as ollows.

Marriott International Wyndham Hotel Group

Choice Hotels International Starwood Hotels

The Food Emporium is ar more than a traditional ood court concept.The Food Emporium will be a new experience or Madison residents and

visitors. Within the Food Emporium there will be stations showcasinga variety o dining options rom sit down dinners to tapas-like small

plates. The stations can be designed or seasonal purposes or ood basedthemes. Our goal is to oer the Best o Wisconsin. Local armers andches rom the region will be asked to participate in preparing the best

dishes rom the region. This will be a great way to showcase the oodsand oerings o Wisconsin to all the visitors to the Monona Terrace and

downtown Madison.

One project that has successully implemented this dining experience isthe The Todd English Food Hall in the The Plaza Hotel in New York City.

This Food Hall is a European-inspired specialty ood hall oering the

inest resh, prepared, and gourmet oods.

The ood scene in Madison is one o the most advanced in the countryand this concept will positively enhance the dining experience while

bringing the best oods o Wisconsin directly to downtown visitors,workers and residents.

The meeting rooms included as part o this conceptual plan willcomplement the space oered by Monona Terrace. These meeting rooms

will have the lexibility to be used by larger groups as break out rooms,or work sessions or meals, or by smaller groups looking or less space

in a downtown environment. The easy connection across Wilson Streetwill allow or quick access and simple way inding to Monona Terraceor convention and meeting participants. The success o this proposed

hotel will depend on the strong collaborative relationship with MononaTerrace to sell rooms, meeting space and Madison as a destination City.

Street level retail or dining will be incorporated along Doty and Pinckneyto activate this corner, creating a pedestrian riendly entertainment

area that compliments existing oerings in the immediate area.

A new urban plaza is created at the center o the block on Pinckney Streetbetween Doty and Wilson Streets. This one block o Pinckney Street is widened

and the buildings are set back to support this new destination within the abric


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o Madison. The unique qualities o this location are urther deined by a lush

paving pattern that continues rom Block 88 to Block 105 and deines themid-block. A center island is created that allows a mid-block crossing, creates

a pedestrian saety zone and a green landscape ocal eature. The generousbuilding setbacks and corresponding sidewalk widths allow outdoor dining,sustainable landscape eatures and bike parking, all supporting and enhancing

the unique qualities o Pinckney Street - the one street o the Capitol Squarethat allows or views o Lake Monona.

block105

The plan or Block 88 requires the need to relocate city oices. Our preerred

proposal includes relocating city oices to Block 105. This maintains city oicesin close proximity to their current location and allows or quick access to the

City County Building via the hallway connection in the Block 88 hotel.

On Block 105 retail and dining uses at street level will serve as an important

element o the proposed plan. These uses will attract visitors to the areagenerating traic and enlivening the streets surrounding JDS.

The street level access points or retail and dining along with the redevelopment

o the historical MMB will transorm this area o downtown into a uniquedestination. A variety o new entertainment options will be available thatcomplement those located on King Street, Pinckney Street and the surrounding

streets that have or years provided retail and restaurant opportunities thatcater to the activities o workers, visitors, and residents o downtown.

The plan allows or other mixed uses on this block such as residential.Adequate parking will be made available or each use. A residential or oice

tower would oer views o Lake Monona and the Capitol rom upper loors.

The amenity package or oices or residential units would be competitivewith other properties in the area with an added advantage o being located

adjacent to the new amenities oered at the hotel on Block 88.

A bicycle center is also included on Block 105. This center is intended to provide

a variety o amenities or the existing and growing bicycling community inMadison. The plan or this space is urther explained in the later section titled

Bicycle Center Management Plan.

Scheme 1 Program Summary

Hotelo 308 rooms with 250 room block or Monona Terraceo Select to ull service hotelo Unique dining experience

o Wellness and itnesso Green roo

Block 88 Parkingo 277 spaces or hotel purposes on Block 88o 38 public spaces


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Block 105 Parkingo 40 municipal leet spaces below new city oice buildingo 80 mixed use spaces

o 476 public spaces

Office and Mixed Use

o New 80,000 SF building that could be city oices

Bike Center

o 3,000 SF center with ability to expand to 4,000 SF

Retail/Dining

o Street level space along Pinckney, Doty and Wilson Streets


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Conceptual Rendering - The rendering above was included in the RFQ response. Slight modifcations have been made to the build-

ing massings behind MMB but the overall concept o MMB restoration into a destination hotel remains.

Scheme 1 - Section


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Scheme 1 - Floor Plan

Scheme 1 - Wilson Street at grade Floor Plan

EXTENSION OF PARKING LEVEL 1

PARKING LEVEL 1MMB LOWER LEVEL


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Scheme 1 - Doty Street at grade Floor Plan


Meeting Space

Meeting Space

Meeting Space

Meeting Space

PARKING LEVEL 2

MMB FLOOR 2

MMB MAIN LOBBY

PARKING LEVELS 3, 4 AND 5


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OFFICES FLOOR 1

MIXED USE FLOORS 1 AND 2

HOTEL FLOOR 4

MMB FLOOR 3

OFFICES FLOOR 2

MIXED USE FLOOR 3


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HOTEL FLOORS 7 AND 8

HOTEL FLOORS 5 AND 6 OFFICES FLOOR 3

MIXED USE FLOOR 4

OFFICES FLOOR 4

MIXED USE FLOOR 5


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HOTEL FLOOR 9 OFFICES FLOOR 5

MIXED USE FLOOR 6

MIXED USE FLOOR 7


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MIXED USE FLOOR 8


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Scheme 1 - Massing Concept Northwest View

Scheme 1 - Massing Concept Southwest View


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Scheme 1 - Massing Concept Southeast View

Scheme 1 - Massing Concept Northeast View


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Scheme 1 - Pinckney Aerial Massing

Scheme 1 - Pinckney / Doty Street View


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Scheme 1 - Shadow Study (Summer 1 PM)

Scheme 1 - Shadow Study (Spring & Fall 1PM)


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SCHEME 2

Scheme 2 is being provided to meet the requirements o the RFP. This is notour preerred approach as it requires an additional $20 million investment rom

the city.

block88

Although the preerred approach is to include MMB as part o the redevelopmento JDS, it is possible to develop a program o uses i the City maintains oices

in MMB. Under this alternative scheme 308 hotel rooms along with meetingspace can be developed on Block 88 but several negative impacts need to be

considered. The activation o all our streets will be lost.

Access to Monona Terrace will require traveling a longer distance. Its more challenging to create a seamless connection between the Capitol

Square, Monona Terrace and Block 105.

Increased vehicle use o Pinckney Street may be required or hotelpurposes.

Not using MMB requires the relocation o ground level hotel space to thebackside o Block 88. Parking needs to be moved to a more expensive

below grade location to accommodate ground level hotel space. Limited lobby space does not create a sense o arrival needed to create a

destination hotel to support Monona Terrace.

Compact building will make it challenging and more expensive to meethotel company brand standards.

Lose the ability to develop unique guestrooms like the ones that can bedeveloped in MMB.

Need to dramatically reduce or eliminate ood and beverage or wellnessareas to retain the same hotel room count.

block105

Block 105 under Scheme 2 includes the mix o uses requested in the RFP.

Oice, Residential or Mixed Use Bicycle Center

Retail/Dining Parking

Due to the immense density being requested, this Scheme requires buildingexpensive underground parking on both blocks. Unortunately, investing in

expensive underground parking does not create any value or above gradedevelopment in this location. There is no market to absorb this volume o

building space. The investment would be better placed in above groundparking to allow or less density and higher, more valuable development usesabove loor 5 with interesting site lines o the city and lake.

ScHeme 2 Program Summary

Hotel

o 308 rooms with 250 room block or Monona Terraceo Select to ull service hotel

o Wellness


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Block 88 Parking

o 536 spaces in below and above grade coniguration

Block 105 Parking

o 477 spaces in below and above grade coniguration

Bike Center

o 3,000 SF center with ability to expand to 4,000 SF

Office and Mixed Use

o Space or oice, residential and hotel uses

Retail/Dining

o Street level space along Pinckney, Doty and Wilson Streets


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Scheme 2 - SectionHOTEL FLOORS 5 AND 6


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BELOW GRADE PARKING LEVEL 1




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Scheme 2 - Floor Plan (Wilson Street at grade)

Scheme 2 - Floor Plan (Doty Street at grade)

PARKING LEVEL 1

MMB CONNECTOR

HOTEL LOBBY

PARKING LEVEL 2


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PARKING LEVEL 3 AND 4

OFFICE FLOOR 1

HOTEL PARKING LEVEL 2


PARKING LEVEL 5

OFFICE FLOOR 2


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OFFICE AND MIXED USE FLOOR 3

HOTEL FLOOR 4




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HOTEL FLOORS 7 - 10

HOTEL FLOORS 5 AND 6

MIXED USE FLOOR 6 -9


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Scheme 2 - Massing Concept Northwest View

Scheme 2 - Massing Concept Southwest View


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Scheme 2 - Massing Concept Southeast View

Scheme 2 - Massing Concept Northeast View


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Scheme 2 - Shadow Study (Summer 1 PM)

Scheme 2 - Shadow Study (Spring & Fall 1PM)


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4.0 PROPERTY MANAGEMENT PLAN




As presented in the Project Concept Plan section o this RFP reply, the ocuso our development plan on Block 88 is hotel and Block 105 is parking, oice

and residential, preerably with city oices relocating to Block 105 rom MMB.

Hotel

The hotel will be managed by one company. According to the Right oFirst Reusal executed by the City and Marcus Hotels we will negotiate

with Marcus to provide hotel management services.

The hotel proposed or JDS will be a select to ull service hotel. Thehotel rooms have been designed to a size that will allow us to meetthe standards o a variety o hotel companies and ranchises ranging

rom Marriott to Wyndham. From our experience there are well suitedhotel companies hoping to enter the downtown Madison market. The

appropriate brand or the JDS hotel will be determined once the inal

plan and hotel program are deined. There is an appropriate time toengage hotel companies and ranchises. Additional market researchwill be perormed and visits with a group o hotel companies andranchises will be had prior to determining the most suitable brand or

the downtown Madison market and JDS program components. Givenour involvement with hotel companies elsewhere and with The

Edgewater we have existing relationships with hotel companiesand ranchises and will pursue this at the appropriate time. The City

will be welcome to participate in this process. A sampling o the hotelcompanies we will analyze are as ollows.

Marriott International

Wyndham Hotel Group Choice Hotels International

Starwood Hotels

officeS

Our preerred approach is or the city to build and operate its

own oices on Block 105.

Parking

It is our intention to work with the city to select the bestcentralized revenue management system or JDS. Additional

inormation about parking management can be ound in theParking Management Plan section.

mixeD uSe The other components o the development, residential, retail

and dining will be overseen by the owner with the use o brokersand management companies as necessary or leasing and salespurposes.

Preliminary discussions have been had about the mixed usespaces. The discussions with anchor tenants are conidential at

this time.


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In determining the best parking plan or JDS, our team analyzed a number

o options to provide the greatest customer parking experience in the saestenvironment while targeting the requirements o the RFP. The conceptual

design developed or parking included analyzing a variety o itemsrom customer security to payment and queuing considerations. As we

advance design o the parking structures with the City we would like toexplore the items presented below in more detail.

cuStomer Security

The parking structures throughout the plan are designed with saety

as a primary goal saety or the driver and or the customer beoreand ater parking. Security eatures have been provided to enhancethe saety o parking patrons, their vehicles, and or the overall parking

structure. In addition to providing passive security eatures such asminimizing sight line obstructions, open loor plan, and glass backed

elevators, we expect incorporating active security eatures, includingCCTV cameras, emergency call stations and enhanced lighting.

CCTV Cameras

Closed circuit television (CCTV) cameras should be provided on eachparking level at the ollowing locations: Elevator lobbies

Stair towers Parking areas

Vehicular entrance/exits Pedestrian entrance/exits

Common areas

Emergency Call StationsIn addition, Emergency Call Stations should be provided on eachparking level at the ollowing locations:

Elevator lobbies Stair towers

Common areas

The CCTV and Emergency Call Stations should be connected to a

central monitoring and recording station.

Lighting

White light such as LED or luorescent will be used or this parking

garage. These light sources are energy eicient and provide a longer

lamp/ixture lives. White light provides a higher color rendition whichprovides a higher perceived security or parking patrons and makes

it easier or them to recognize color o their vehicles. Additionally,white light provides higher quality images or the CCTV cameras as

compared to High Pressure Sodium (HPS) which provides yellow light.Light ixtures will be mounted over the parking areas to minimize glare or the

drivers as well as improved lighting or the pedestrians. Light levels will meetIlluminating Engineering Society o North Americas (IESNA) recommendationsor parking garages.


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Revenue System and Customer QueuingThe JDS garage will serve multiple types o users, and thereore needs to

provide a variety o entry/exit considerations and payment options. The mainusers will be:

Hourly and daily users Monthly and residents

Hotel guests Hotel meeting room attendees Special event parkers

The appropriate revenue management system will provide the optimal parkingexperience to customers. Each o the items noted below could be incorporatedto minimize waiting at the gates and increase payment options. A blend o the

ollowing revenue systems should be considered to meet the needs o all users: Mag striped ticket with pay-on-oot

Park-by-phone AVI with pre-registration

Park-by-phone

Each o these is described below. Their integration should be considered as

part o the Citys RFP or a city-wide revenue control system and the detaileddesign o the JDS parking acilities.

mag StriPeD ticketWitH multiPle Payment oPtionS

This system is mainly used or hourly, daily guests. Upon entrance the customer

pulls a magnetically striped parking ticket. Then, at exit, the ollowing paymentoptions may be provided:

Pay to a cashier using cash or a credit card.

Insert the ticket and a credit card in an in-lane machine. Pay at a Pay-on-Foot (POF) station beore returning to vehicles.

Insert the ticket and a prepaid (debit) card in an in-lane machine.

The ollowing beneits are realized with a mag stripe system: Pulling a ticket at entrance is common and least conusing. Except or paying to the cashier, all other exiting options provide ast

exiting. Minimal/low cash handling.

Less revenue slippage due to human errors.

Proximity Card

This system is mainly used or monthly parkers and residents. The customer

registers his/her vehicle(s) and receives a proximity card. Then: At entrance, customer uses a proximity card. The card is attached to

customers parking account and payment is collected on a monthly basis.

At exit, the parking gate is raised using valid credentials on the proximitycard.

The ollowing beneits are realized with a proximity card system include: No cash handling.

Minimal revenue slippage due to human errors. Fast entry and exit.


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The City collects payment in advance. A reundable ee may be collected to cover the cost o the proximity card.

AVI with PreRegistration

Similar to the proximity card, this system is mainly used or monthly parkersand residents. The customer registers his/her vehicle(s) and receives an AVI

(automatic vehicle identiication) device. The device will be issued to customerswho open a parking account at Citys website.

Similar beneits are realized with the AVI and proximity card systems.

ParkbyPhone

This is a new evolving system that is mainly used or hourly, daily and visitors

who return periodically to the Madison parking system. The customer registershis/her vehicle(s) using a smart phone with NFC (near ield communications)

capabilities. Then, At entrance, customer uses the same smart phone and with validcredentials, parking gate will be raised.

At exit, customer again uses the same smart phone and parking gate israised based on valid credentials.

The ollowing beneits are realized with a pay-by-phone system: No cash handling.

Minimal revenue slippage due to human errors. Fast entry and exit.

Customer Queuing TimeTo provide high level o parking and traic low lexibility, entry and exit lanes

are provided rom Wilson Street and Doty Street. The details o entrance andexit lanes are shown in the ollowing tables. In our preerred approach, Scheme

1, we are eliminating entry/exit onto Wilson rom Block 88 due to there nolonger being underground parking on this block.

Scheme 1

Entrance/Exit Block 88 Block 105 Total

In 1 2 3

Out 1 3 4

Total 2 5 7

Scheme 2

Entrance/Exit Block 88 Block 105 Total

In 2 2 4

Out 2 3 5

Total 4 5 9


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To urther minimize customer queuing time or hourly and daily users, we

propose to use Park-by-Phone (PBP), Pay-on-Foot (POF) stations and creditand/or debit cards at the exit lanes. By using PBP and POF stations, parking

patrons would pay parking ees prior to returning to their vehicles and credit/debits cards would reduce the exit processing time as compared to paying to

a cashier. For monthly and resident parkers, we propose an AVI system. AVIdevices have a very short or no exit processing time. We intend to program theAVI system such that the parking gate arms would not come down when the

system detects vehicles with AVI devices are lining up at the exit lanes.

For Special events, we propose to implement the ollowing two procedures:1. For small to mid-size events, customers would pay or parking at the POF

stations or use the Pay-by-Phone. At exit, parking gates would be raisedater customers insert the prepaid tickets or use their smart phones. This

procedure would minimize cash handling and maintain garage vehicle

counts that may be used or Parking Guidance System (PGS).

2. For larger events, use cashiers and collect parking ees at entry. At exit,provide ree low by raising the parking gate arms. This approach would

minimize customer queuing at exit lanes as long as the streets canprovided the needed traic low capacities. Additionally, it would provide

lexibility to the parkers to choose the exit lanes to Wilson or Doty Streets.However, this approach may require that the PGS be calibrated aterspecial event vehicles let the garage.

Factors Considered for Parking Demand CalculationsTo calculate the optimal number o parking spaces or the JDS project weanalyzed the ollowing variables.

Shared Parking Demand Shared parking is a commonly used practice in

planning parking acilities. It is applied when land uses have dierent parkingdemand patterns throughout the day. Shared parking is eective when land

uses have signiicantly dierent peak parking characteristics that vary by timeo day, day o week, and/or season o the year. Shared parking strategies resultin a lower parking demand as compared to the total parking demand or each

land use separately.

Parking Ratios Blended parking ratios are used to relect local conditions andland uses. For example, one parking space per residential unit is applied based

on the understanding that downtown residents will not own more than onecar per unit.

TimeofDay Factors The shared parking demands were developed usingtime o day actors published in Shared Parking by Urban Land institute.

Existing Parking Supply 520 Spaces Parking demands or existing oices,

visitors, guests, and contractors are met using existing parking supply o 520spaces. We arrived at this number (520) based on maximum parking occupancyinormation provided by the City and applying an eective parking demand

actor o 10 percent.


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Special Event Parking Signiicant parking rom existing parking supply o

520 spaces will be available or special events occurring on weekday evenings

and weekends.

As a result o this analysis we are targeting over 902 parking spaces in Scheme 1

and over 859 in Scheme 2. Reasonable assumptions were applied to the mixeduse building spaces in order to calculate parking demand. As these spaces areurther deined, the parking calculation will be updated accordingly. In Scheme

2, the larger dierence between demand and supply is a result o the parkinggarage layouts and the uncertainty about the inal uses or Block 105.

The ollowing tables present the assumptions used in estimating parking

demand or both Schemes.

1. Shared parking is a commonly used practice in the parking industry. It is applied when land uses have dierent parking demand patterns and the same parkingspaces can be used by dierent patrons. Shared parking is eective when land uses have signiicantly dierent peak parking characteristics that vary by t ime oday, day o week, and/or season o the year. Shared parking strategies result in a lower parking demand as compared to the total parking demand or each landuse separately.2. Blended parking ratios are used to relect local conditions and land uses. For example, one parking space per residential unit is applied based on theunderstanding that downtown residents will not own more than one car per unit.

3. The shared parking demands were developed using time o day actors published in Shared Parking by Urban Land institute.

4. Parking demands or existing oices, visitors, guests, and contractors are met using existing parking supply o 520 spaces. We arrived at this number (520)

based on maximum parking occupancy inormation provided by the City and applying an eective parking demand actor o 10%.

5. Signiicant parking rom existing parking supply o 520 spaces will be available or special events occurring on weekday evenings and weekends.

6. It is a common practice in the parking industry to provide a cushion o parking spaces to accommodate or double parking, minor repairs, and to minimizethe time to hunt or the last ew parking spaces. This cushion is also reerred as Eective Parking Demand (EPD). Generally, the EPD is between 5% and 15%.Lower EPD is used or monthly/long-term parkers (5%) and higher or transient/short-term parkers (15%). We have not applied an EPD to our parking demandcalculations as we want to discuss EPD with the City to come up with appropriate demand actors.


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1. Shared parking is a commonly used practice in the parking industry. It is applied when land uses have dierent parking demand patterns and the same parkingspaces can be used by dierent patrons. Shared parking is eective when land uses have signiicantly dierent peak parking characteristics that vary by time oday, day o week, and/or season o the year. Shared parking strategies result in a lower parking demand as compared to the total parking demand or each landuse separately.

2. Blended parking ratios are used to relect local conditions and land uses. For example, one parking space per residential unit is applied based on theunderstanding that downtown residents will not own more than one car per unit.

3. The shared parking demands were developed using time o day actors published in Shared Parking by Urban Land institute.

4. Parking demands or existing oices, visitors, guests, and contractors are met using existing parking supply o 520 spaces. We arrived at this number (520) basedon maximum parking occupancy inormation provided by the City and applying an eective parking demand actor o 10%.

5. Signiicant parking rom existing parking supply o 520 spaces will be available or special events occurring on weekday evenings and weekends.

6. It is a common practice in the parking industry to provide a cushion o parking spaces to accommodate or double parking, minor repairs, and to minimizethe time to hunt or the last ew parking spaces. This cushion is also reerred as Eective Parking Demand (EPD). Generally, the EPD is between 5% and 15%.Lower EPD is used or monthly/long-term parkers (5%) and higher or transient/short-term parkers (15%). We have not applied an EPD to our parking demandcalculations as we want t o discuss EPD with the City to come up with appropriate demand actors.


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As part o the JDS Master Plan, Mobis and Kimley-Horn gathered and analyzed

survey data rom nearly 1,500 respondents. The indings rom the survey werebased on strong statistics and a consensus that there is justiication or a bicycle

center. This inormation was used in developing the bicycle management plan.

A bicycle center in JDS will clearly be useul or a great number oDowntown bicycle commuters. In addition many survey respondentswould ind the acility useul during the workday or parking even i its

not their primary parking or their oice.

A majority o Madison survey respondents are avid cyclists and are alsohighly multi-modal, switching between car and bike or bike and transit.

Inormation gathered about survey respondents shows a broad economic

demographic o bicycling in Madison.

Approximately 52% o survey respondents stated that their primary

destination when traveling to/rom Downtown Madison by bicycle is theirplace o employment.

Public Secure inDoor bicycle Parking facilitieS

Our plan proposes a public secure indoor bicycle parking acility. The JDS Mas-ter Plan included relevant operating expectations or the bicycle center based

on statistics rom similar climate and demographic locations to Wisconsin.These indings provide parameters by which the bicycle center managementplan has been developed.

Totals for National Facilities with Seasonal Climates Similar to WisconsinFacilities include: Chicago, IL; Portland, OR; Washington, DC; Cleveland, OH;Seattle, WA; St. Louis, MO; and Toronto, Canada

Average # o Indoor Secure Bike Spaces per Facility 120

Average Yearly Administration/Deposit Fee $15.63

Average Hourly Usage Fee $0.02

Average Daily Usage Fee $3.17

Average Monthly Usage Fee $19.00

Average Yearly Usage Fee $103.71

Average 2010 Median Household Income or the 7 Locations $49,927

2010 Median Household Income or the City o Madison,Wisconsin

$51,288


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The amenities requested by the community o Madison did not vary greatly

rom the most common, with the exception o a bicycle wash station, whichranked high due to the speciic weather and seasonality o the Madison area.

The number one survey request was or a acility program with secure indoor24/7 accessible bicycle parking. Restrooms and sel-service repair were the

second and third most desired amenities. Our bicycle center plan includes thesepriorities and also includes or considers including the ollowing amenities.

Changing rooms

Showers Lockers

Repair services/vending Bicycle advocacy/community space

Repair stands and tools

We have also taken into consideration a vision statement or the bicycle center

by both the Bicycle Federation o Wisconsin (BFW) and Downtown Madison,Inc. (DMI). Three key goals or creating the bicycle center are:

1. Servicing the needs o the current bicycling community

2. Educating and engaging new bicyclists3. Facilitating a strong connection between Madisons Metro Transit system

and bicycles as a primary source o transportation

bike center

A bicycle center is included on Block 105 with access rom Pinckney Street.

The center is intended to provide a variety o amenities or the existing andgrowing bicycling community in Madison. The high level o visibility will helpattract users and promote the continued use o the center.

Pinckney Street and Wilson Street oer opportunities to acilitate sae and

eicient bicycle circulation. The proximity o signiicant employers such asState, County and City Government oices as well as numerous private sector

employers and bus routes provides a large base o potential users or thebicycle center.

The center will be a secure space with a potential mix o lockers, repair toolsand changing rooms. Lighting o the bicycle center will be bright to ensure

a sae, comortable environment or patrons. The program will incorporateconcepts learned rom the continued input rom the biking community and

discussions with the City regarding capital costs. The proposed operating

model or the bicycle center is preliminary and will be dependent on urtherplanning with the City and the community.

management Plan

Our proposal is to use a phased approach to the bicycle center. The acilitywould start out as a sel-serve, subscriber-only acility and, i successul, move

to a staed acility in the uture. As explained in the JDS Master Plan, thisscenario is generally used when there is low or uncertain demand or staedservices at the acility and/or a lack o resources to immediately embrace

a ully staed scenario. It allows or lower risk upront and or growing the


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market organically. This is a conservative approach intended to eectively usethe citys upront capital investment to spark interest and then use sources

generated rom growing memberships to add amenities.

The management plan intends to use minimal sta to operate the bicycle center.The ull breadth o amenities will be determined ater urther discussion with

the city regarding upront capital costs. A staed technology administrationposition may be needed to ensure reliability o the access control system butthis service could also be contracted by a technology consultant. Services or

routine tasks such as interior cleaning will be outsourced to local vendors.

We are assuming investment resources are available to implement a securitysystem and revenue management system that will provide ongoing sotware

and physical support or an annual ee. Our plan assumes access controland visitor management with a reporting system will be implemented whenlaunching the bicycle center. The access control system is expected to be a

more complicated computer network system with a universal are card oroversight by a company specialized in bicycle center user management and

operations. Access control systems, visitor management/reporting systems,data transmission, power, reliability, capital cost, and security access-vendor

control will need to be provided by this system. These costs or sotware andhardware components will impact upront costs or the bicycle center.

The potential roles o the operator and City o Madison will be urther examinedin subsequent phases o this project but we understand the desires o the city

to not be involved in the ongoing operations o the bicycle center.


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7.0 HOTEL ROOM BLOCK




room blockS

The hotel room block or Monona Terrace and the key provisions o the room

set-aside are as ollows. GMCVB reers to Greater Madison Convention VisitorsBureau and Hotel reers to the Judge Doyle Square hotel rooms.

ProceSS

Hotel submits a room block proposal to the GMCVB and collects all

proposals rom GMCVB. Hotel will set rates or client.

GMCVB will notiy Hotel as soon as a client has indicated the selection oMadison and Monona Terrace contract process has begun.

Hotel will issue and inalize contracts with client.

I Hotel business has the potential o interrupting GMCVB client proposed

blocks, Hotel will discuss alternatives with GMCVB. GMCVB will have irstoption (irst right o reusal) to book the proposed business within areasonable time rame and/or GMCVB will agree to reduce or release theproposed block.

GMCVB will strongly encourage and actively work with clients

(speciically annual MT business) to process and execute Hotel contractsat least 24 months in advance o meeting start dates.

Periodic meetings will be held with GMCVB to review proposals, discuss

room block conlicts and determine ways to increase or optimizebusiness.

booking WinDoW

More than 24 months out: GMCVB is guaranteed blocks o 250 rooms at a

rate determined by Hotel.

18-24 months out:

12-18 months out:

GMCVB pending proposals are frst option

(given frst right o reusal). Should Hotelbusiness arise, Hotel will give GMCVB amplenotifcation to book the GMCVB pending

proposal business. I unable to book, theGMCVB will agree to reduce or release proposed

block to accommodate Hotel business. Shouldthere be no GMCVB proposal pending, Hotel

agrees to provide monthly an updated calendarshowing room availability within the 24-monthwindow.

Ongoing communication between Hoteland GMCVB regarding outstanding pending

proposals and reasonable deadline to contractbusiness, reduce block or release block. New

business is irst come, irst served.


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7.0 HOTEL ROOM BLOCK




room rateS

Rates will be negotiated between Hotel and client. Rates are more negotiable

the arther out the business is contracted so Hotel is able to re-capture the

revenue through yield management eorts.

otHer

City wide events as deined by GMCVB are not subject to the terms o the room

block.


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8.0 DETAILED CONSTRUCTION BUDGET




The table below presents the preliminary construction budget or the plans

proposed in each Scheme. As required the table includes both hard andsot costs. The main reason or the higher cost in Scheme 2 is the need or

underground parking to meet development needs on Block 88 and 105.

Scheme 1

Scheme 2

Sources of FundsComparison


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The Development Phasing Plan on the ollowing pages presents the expected

staging to ully develop JDS and corresponding parking needs. The proposedplan includes the ollowing phases. Staging would ollow a similar pattern or

both Schemes.

PHaSe 1

Occupy parking on Block 105Construct parking on Block 88

PHaSe 2

Occupy parking on Block 88

Demo Pinckney Street bay o Government East ramp (1/3rd o ramp)Occupy East bay o Government East ramp (2/3rd o ramp)

Construct parking, new oices, bicycle center and street level retail on Block105

PHaSe 3


Occupy oices and street level uses on Block 105Construct new hotel and remodel MMB on Block 88

Demo East bay o Government East ramp and construct new parking garageon Block 105

PHaSe 4


Occupy hotel on Block 88Occupy oices and street level uses on Block 105Occupy new parking ramp on Block 105

Construct mixed uses on Block 105

comPletion

Occupy parking on Block 88Occupy hotel on Block 88

Occupy oices on Block 105Occupy new parking ramp on Block 105

Occupy mixed uses on Block 105


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Phasing Plan - Existing

Phasing Plan - Phase 1


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Phasing Plan - Project Completion


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10.0 MARKET INFORMATION




Section 10.0 Page 52

To build the inancial plan or JDS we relied on years o research perormed

in developing The Edgewater in Madison and mixed use projects across thecountry. We supplemented our experience and past research with reports and

analysis perormed by others or this project. A sampling o reports and studies

used to build the inance plan included in this proposal are as ollows.

Hotel Feasibility Study by Johnson Consulting

Downtown Madison Convention Hotel Study by Hunden Strategic Partners Edgewater Hotel Strategic Market Study by CBRE or Madison, WI Monthly Smith Travel Research reports speciic to downtown Madison

Monona Terrace Annual Report Monona Terrace Community and Economic Impact Report

Downtown Madison, Inc. State o the Downtown

We have been actively engaged in studying the hotel market in Madison andthe surrounding region. Over the past several years, as The Edgewater was

developed, we identiied gaps in the market or speciic hotel needs rangingrom room sizes to amenities. As part o this research we have also studieddining and entertainment venues across the country, identiying those that

have potential to be very successul in Madison.

For The Edgewater project, we worked with CBRE to develop a comprehensivestudy o area hotels, restaurants and events. The inal report summarized a

variety o things ranging rom demographics, transportation options, businessand industry overview, economic impacts and trends in Madison visitation.

A major component o the CBRE study was a demand generator study. We

spent a signiicant amount o time and resources on understanding exactlywho is coming to the market, why they are coming and who we are competing

From 2010 to the end of 2011,

8.65 millionpeople visited major destinations

in downtown Madison.

In 2011, close to

$200 millionwas generated from downtown

tourism.

Vacancy rates for business

spaces in Madisons Central BID

has decreased from 6% in2011 to 5.7% in 2012.

Source: DMI State of the Downtown 2012

Over 80%of tourism spending downtown

is on food & beverage, retail and

lodging.

In 2012, multi-family rental

vacancy rates in downtown

Madison fell to2.87%.

From 2000 to 2011 the

population of downtown Madison

has increased by

7.8%.


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11.0 DESCRIPTION OF TERMS OF REAL ESTATE




Section 11.0 Page 54

The plans proposed or JDS may result in complex ownership structures.

Discussion between the city and other stakeholders will need to be held beoreinal property ownership structure and phasing can be determined. Many

actors will need to be analyzed to ensure all participants are getting adequatereturns or their investments.

The details o the ownership structure will need to be determined or theollowing:

MMB or new city oice building Parking on Block 88

Development rights above Block 88 parking Parking on 105

Development rights above Block 105 Land

A combination o lease and ownership structures will need to be discussedwith the city. The ability to inance the privately owned components o JDS

will require a reasonable approach to property rights. This may include, whereappropriate, recording condominium units, direct acquisition, long-term

ground lease with an option to purchase upon termination. The timing othese transactions will depend on completing design o the project suicient

to deine the property ownership units.

A determination will also need to be made as to which inance vehicle is

appropriate or each development use. In some instances it may be best to usetax exempt bond issuances or public components. In other cases, depending

on ownership structure, it may be beneicial to maintain private ownership inorder to secure private debt or tax credits.

All o these items need to be discussed urther ater determining whichdevelopment plan the city is interested in pursuing. Review and discussion

o the inance plan submitted as part o this RFP reply will also assist indetermining property ownership structure and phasing. We hope to have the

opportunity to address this topic urther in uture interviews.


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12.0 WORKFORCE UTILIZATION PLAN / TARGETED

BUSINESS GOALS




DEMOGRAPHIC DIVERSITYThe Development Team is committed to the principal philosophy o Minority/Women Business Enterprise (M/WBE) and Locally Based Enterprises (LBE)

practices to promote and encourage active and meaningul participation andemployment o minority and locally owned businesses and individuals.

We are committed to meeting or exceeding the citys W/MBE goals or

this Project, including ensuring that minorities and women are adequatelyrepresented in the construction workorce.

CONSTRUCTION AND PERMANENT JOB COMPLIANCE PLANRealization o the minority participation goal requires dedication to theinvolvement o M/WBE and LBE businesses and individuals in all acets o thedevelopment process - proessional services, contracting or construction and

the project workorce and the ongoing management and operations teams.

We propose to establish a minority participation program tailored to theunique requirements o each phase o participation.

CONSTRUCTION COMPLIANCE PLANBased on our experience, proessional services will represent approximately30% o the total costs associated with the proposed project. We believe a

commitment toward minority and local participation within the ProessionalServices Team is important to the overall commitment to meaningul M/WBEparticipation on the Project.

Contracting or construction will represent approximately 70% o the total

costs associated with the proposed development. Our ability to realize M/

WBE and LBE goals is dependent on our ability to establish and implement aneective outreach program and to structure the assignments in a manner thatpermit subcontracting and joint-venture relationships with M/WBE and LBE

enterprises.

Our contracting program is based on past programs that have been successully

implemented and includes:

MBE Contracting Manual Monthly Progress Reports

Maintenance o Records and Utilization Reports Local Market Assessment

Technical Clearinghouse

Project Awareness Sessions Certiication Review and Assistance

Subconsultant Identiication Assistance Subcontractor Bidding and Award Assistance

Contract Monitoring Business Assistance Program

Mobilization Assistance Program

Contract Close-Out


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BUSINESS GOALS




The project workorce will represent a signiicant portion o the total project

costs. The project workorce will be employed by the General Contractor andits Sub-Contractors. We will implement an EEO and technical assistance pro-

gram to support eorts o project participants in achieving participation goals,monitoring perormance and accessing trained labor in the local marketplace.

The EEO program would include:

Monthly Progress Reports Maintenance o Records and Utilization Reports Labor Market Assessment

Workorce Clearinghouse Workorce Database

Workorce Monitoring Job Placement Program

Workorce Training Programs Workorce Retention Contract Compliance Monitoring

ongoing oPerationS Plan

The Project Team proposes to include a diverse workorce or the ongoingoperations o the Project as a goal in the Operations Plan that will be developed

or the Project.

community outreacH Plan

The commitment to M/WBE and LBE participation in the Project requires anactive and ongoing commitment to community outreach by the Development

Team members. During the construction and throughout the ongoing

operations o the Project, the Development Team will designate a membero the team to act as the community liaison oicer charged with building

community relationships and coordinating hiring activities. This communityliaison oicer will also document and report the status o M/WBE and LBE

participation to the City and other public agencies as required.

The Project Team plans to implement a community outreach plan that includesseveral strategies to inorm and involve the community in all phases o theProject. Our irm maintains strong working relationships with many o the

regions most active and progressive community based organizations. Wewill utilize our broad network o relationships with these organizations to

streamline the involvement o minority owned businesses and individuals.

The Development Team shall also actively pursue notiication, advertisements

and promotion o opportunities at the Project through newspapers, communitygroups and other procurement and hiring outreach resources.

ProJect caSe StuDieS

The combined resources ound within the Development Team provide atremendous oundation o experience or the development and implementationo our minority and women owned business participation program. The

experience and success o our organizations in leading minority businessinitiatives is noteworthy. The ollowing case studies provide a brie overview

o several o our most recent accomplishments on similar projects.


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BUSINESS GOALS




tHe eDgeWater - maDiSon, WiSconSin

As a part o The Edgewater redevelopment a series o community developmentinitiatives set orth a working relationship between industry, government,

labor, employees and local institutions and organizations to maximize theeconomic and community beneit realized by the redevelopment o TheEdgewater.

The size and dynamic nature o The Edgewater has aorded the opportunity

to become a catalyst to support these Community Development Initiatives.These programs have been developed by the Landmark X, LLC, a Wisconsin

Limited Liability Corporation, in conjunction with the Building Trades andwith input rom representatives o the City o Madison. The programs include

initiatives during both the construction and operations periods o the Projectand include:

Workorce Development Initiatives Construction Period

Workorce Development Initiatives Operations Period Public Access and Utilization o Public Space

Commitment to Sustainable Design and Operation Initiatives Commitment to the Promotion o the Historic District

neW meaDoWlanDS StaDium - eaSt rutHerforD, neW JerSey

The New York Jets and New York Football Giants made a major Commitment

in 2006 at the inception o their $1.6 Billion joint stadium project to achievevery aggressive goals or MBE, WBE and SBE participation. Working closely

with Garth Solutions, Skanska and Hammes Company, the teams achievedan approximately 30% participation rate on the Project, including workorce

participation.

lambeau fielD - green bay, WiSconSin

For the Lambeau Field project the Green Bay Packers made a strong

commitment to business participation and workorce development involvingminority, disadvantaged, women and locally owned businesses and individuals.

This commitment was challenging given the relatively small number o

Minority Business Enterprises (MBE), Womens Business Enterprises (WBE) andDisadvantaged Business Enterprises (DBE) in Northern Wisconsin.

At the onset o the project Hammes set in place the community outreach

initiative or targeted business. Through this initiative, Hammes was able to

exceed all targeted business goals. Similar results were achieved on workorcediversity goals. The successul results or the Project included:

MBE Goal: 15% Actual: 16%

WBE Goal: 5% Actual: 7%Overall Goal: 20% Actual: 23%


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BUSINESS GOALS




forD fielD, Detroit, micHigan

During the development o Ford Field the Detroit Lions were very committed tothe philosophy o business participation and workorce development involving

minority, disadvantaged, women and locally owned businesses and individuals.The City o Detroit and Wayne County goal o 30% participation was adoptedby the Lions as a priority or the project. In response, Hammes Company

prepared a comprehensive Targeted Business Participation and WorkorceDiversity Program which met or exceeded the program requirements by

implementing the processes and procedures we are proposing or the Project.The successul results or the project included:

MBE Goal: 25% Actual: 30%

WBE Goal: 5% Actual: 6%DBBE Goal 30% Actual: 37%WCBB Goal 30% Actual 35%

Overall Goal: 30% Actual: 36%


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13.0 COMMUNITY ENGAGEMENT PLAN




community engagement outline

The community engagement process results in a community-wide strategic

plan or enlisting support or the JDS project. For the plan to be carried out,it must be developed through broad input by persons who are committed to

the citys interest in developing these two downtown blocks. A communityscommitment to embracing and supporting this improvement plan will come

rom the sense o ownership that results rom taking part in developing theproject. We need to clearly deine the project goals and identiy stakeholders.Engagement ideas will need to be developed to educate and gain support rom

the stakeholders. An outline o goals, stakeholders and engagement ideas is asollows.

ProJect goalS:

Bicycles Design and Density

Economic Development Hotel

Intermodal Connectivity Oice, Retail, Restaurant, Entertainment

Parking

Residential

key StakeHolDerS:

State of Wisconsin

State Historic Preservation Oice

Dane County:

City/County Homeless Issues Committee

City County Liaison Committee (CCLC) Dane County Executive Environmental Council

Henry Vilas Zoo Commission Lakes and Watershed Commission Library Board, Dane County

Madison Cultural Arts District Board (Overture Foundation) Monona Terrace Convention and Community Center Board

Engagement Ideas:

Dane County Executive Endorsement Present Merits o the Project to CCLC

Promote Monona Terrace Events and Overture Center in Lobby

Mayor and Judge Doyle Square Committee

Mayor and

jds development - judge doyle square rfp 093013

Documents