HomeMy WebLinkAbout1987 10-07 EBFAAGENDA
Earle Brown Farm Committee
October 7, 1987
Community Center
1. Call to Order: 7:30 a.m.
2. Roll Call
3. Approval of Minutes - June 11, 1987
4. Lee Maxfield Report*
5. Design/Developer Team
b. Deil Gustafson Lease
7. Other Business
8. Adjournment: 9:00 a.m.
*Please read the Maxfield Report and be prepared to discuss its
implications for the development of the Farm. Also, the
subcommittee that has been interviewing design/developer teams is
prepared to make a recommendation and will introduce the group
Wednesday. Please try to attend this meeting.
1
OR
0
A MARKET FEASIBILITY STUDY FOR THE
' PROPOSED EARLE BROWN FARM TRADE SHOW CENTER
Brooklyn Center, Minnesota
Prepared For:
Brooklyn Center Housing
and Redevelopment Authority
Minneapolis, Minnesota
September 1987
t'
t
TABLE OF CONTENTS
Page
PURPOSE AND SCOPE OF STUDY . . . . . . . . . . . . . . . . . . . . . . .
1
SITE LOCATION AND ANALYSIS . . . . . . . . . . . . . . . . . . . . . . .
Site Description, , , , , , , , , , , , , , , , , , , , , , , ,
Acess/Visibility, , , , , , , , , , , , , , , , , , , , , , , , , ,
Facilities Review , , , , , , , , , , , , , , , , , , , , , , , , , ,
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
DEMOGRAPHIC/ECONOMIC REVIEW . . . . . . . . . . . . . . . . . . . . . .
Introduction, , , , , , , , , , , , , , , , , , , , , , , , , , , , ,
Population Growth . . . . . . . . . . . . . . . . . . . . . . . . . .
Household Growth . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employment Growth . . . . . . . . . . . . . . . . . . . . . . . . . .
Office Development, , , , , , , , , , , , , , , , , , , , , , , , ,
Retail Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . .
SOURCES OF DEMAND . . . . . . . . . . . . . . . . . . . . . . . . .
Introduction. . . . . . . . . . . . . . . . . . . . . . . . .
Coventions and Trade Shows. . . . . . . . . . . . . . . . . . . . .
Corporate/Local Association Meetings . . . . . . . . . . . . . . . . .
Consumer Trade Shows . . . . . . . . . . . . . . . . . . . . . . . . .
Social/Community Functions . . . . . . . . . . . . . . . . . . . . . .
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
COMPETITIVE FACILITIES . . . . . . . . . . . . . . . . . . . . . . . . .
' Introduction.
Regional Convention Hotels.
Study Area Hotels . . . . , , , , , , , , , . , , , . , , , ,
Government/Community Facilities .
' Study Area Restaurants/Banquet Facilities . . . . . . . . . . . . . .
Planned and Proposed Developments . . . . . . . . . . . . . . . . .
CONCLUSIONS AND RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . .
Demand Potential . . . . . . . . . . . . . . . . . . . . . . . . . . .
Competitive Issues . . . . . . . . . . . . . . . . . . . . . . . . . .
' Recommended Development Concept . : . . . . . . .
Design Considerations
Marketing Considerations . . . . . . . . . . . . . . . . . . . . . . .
Imo. F ,
LIST OF TABLES i:
cr
r., \
w P : .
r
Table
Number
Name Page
Table
1
Traffic Counts for I-94 and Highway 100 - 1982-1986 . . . . . . .
Table
2
Study Area
Population - 1970-2000 . . . . . . . . . . . . . . . .
Table
3
Study Area
Households - 1970-2000 . . . . . . . . . . . . . .
Table
4
Study Area
Employment - 1980-2000 . . . . . . . . . . . . . . . .
Table
5
Brooklyn Center and Study Area Net Office Space - 1970-1985 . . .
Table
6
Retail Sales of Selected Study Area cities - 1972, 1977 & 1982. .
Table
7
Convention
Groups with Trade Shows Twin City Area - 1987/88 . . .
Table
8
Basic Market Information on Ten Full-Service Hotels in Study
Area. . . .
. . . . . . . . . . . . . . . . . . . . . . .
Table
9
Study Area
Government/Community Facilities. . . . . . . . . . . .
Table
10
Study Area
Restaurant/Banquet Facilities . . . . . . . . . . . . .
PURPOSE AND SCOPE OF STUDY
The purpose of this study is to examine the economic and competitive facto ^si
that affect demand for a proposed trade show facility in the city of Brook-
lyn Center, Minnesota.
The proposed trade show facility will be developed within the existing Hippo-
drome building located on the Earle Brown Farm southwest of the intersection of
Interstate 94 and Highway 100. The Earle Brown Farm is a grouping of historic
farm buildings purchased by the Brooklyn Center Housing and Redevelopment Au-
thority in 1985 for re-use as a self-supporting commercial development or com-
munity center. A high priority has been placed on preserving the original
character of the farm campus.
'
A citizens advisory committee has considered various alternatives for re-use of
the Farm with greater attention focused on the concept of a trade show/com-
munity center for the Hippodrome and possibly for one or more of the other farm
'
buildings located on the property. In addition to historic preservation, pub-
lic access and economic self-sufficiency are considered important elements in
the re-use of the farm.
The scope of this study includes a review of area growth trends, identification
of types of users of the proposed facility, analysis of competitive facilities
'
for each of the different types of potential users, market interviews with a
sampling of potential users and with salespersons/managers of competitive
facilities and analysis of the potential of the proposed hippodrome facility
for trade show business. Financial feasibility for the proposed development is
'
beyond the scope of this study, as is a detailed, comprehensive inventory of
all types of potential users.
Our report includes both primary and secondary data. Secondary data is
'
credited to the source when used and in most cases is census data or city or
county projections. Secondary data is used as basis for analysis and is
carefully reviewed in light of buildings permit, migration trends, changes in
'
the employment base, and other market factors that have an impact on
projections but may not have been considered originally. All of the market
data on competitive projects, planned and proposed developments and selected
conventions and trade shows has been collected by Maxfield Research Group, Inc.
and is accurate to the best of our knowledge.
-x
r, t r
1
SITE LOCATION AND ANALYSIS
The site of the proposed trade show facility is the Hippodrome on th`e`-Eas~el
Brown Farm (also known as Brooklyn Farm) on Earle Brown Drive in Brooklyn Cen-
ter, Minnesota.
Site Description
The Hippodrome, on the Earle Brown Farm, is part of•an historic complex of
buildings once owned and operated by Earle Brown, a community leader and sher-
iff of Hennepin County. In addition to the Hippodrome and attached stable,
there is a housing complex, small office building (attached to the Earle Brown
Commons senior housing project) and five other out-buildings on the property.
All but one of the buildings (a barn on the site of the proposed Brookdale
Corporate Center - Phase IV) are to be revitalized and used for community or
commercial functions.
The property, consisting of approximately 6.5 acres, is flat with few trees.'
Open lawns with some shrubs surround the buildings. The perimeter of the pro-
perty, along Earle Brown Drive is proposed as parking for tenants/visitors of
the commercial uses of the Farm. The center "mall" area of the property be-
tween the Hippodrome/stable and the housing complex is proposed as a park-like
area with new landscaping and perhaps a patio for outdoor functions.
Surrounding land use is almost exclusively commercial, with some housing and
government/community uses. Directly west of the Earle Brown Farm is the new
Phase III and site of the proposed Phase IV of Brookdale Corporate Center.
Across Earle Brown Drive, one block west of the subject property, are Phases I
and II of Brookdale Corporate Center, To the east across Earle Brown Drive are
two older office buildings, Earle Brown Tower and Earle Brown Office Center. A
vacant parcel directly north of these buildings (right at the intersection of
Highways 100 and I-94) is zoned for office use. Adjace~ t to the Hippodrome
directly south is the new 11 story Earle Brown Commons market rate senior hous-
ing development. Southwest of the subject property from Summit Drive along
Shingle Creek Parkway to Brooklyn Boulevard (Highway 152) is one of the largest
concentrations of retail stores in the Twin Cities. Brookdale Shopping Center,
a regional mall with more than one million square feet of retail space is lo-
cated approximately one-half mile southeast of the site. There are several
smaller strip centers in the vicinity and a number of freestanding retail
buildings. Target, K-Mart, Best Products, Burger Brothers, two cinema com-
plexes, restaurants and auto related facilities are located in this area.
South of the site across Earle Brown Drive along Summit Drive North is a branch
clinic of the Park Nicollet Medical Center, a large health care provider based
in Minneapolis. Two blocks west of the site on Shingle Creek parkway is a
Hennepin County Government building which houses a government service center,
branch library, municipal court and social services office. Two blocks north
of this facility is the Brooklyn Center City Hall and Community Center, located
in Central Park.
Across I-94 on either side of Shingle Creek Parkway are a variety of entertain-
ment/hospitality related uses. Four hotels, two full service hotels (Ramada
Inn North and Holiday Inn) and two budget facilities (Thrifty Scot and
Budgetel) are located in this area as are several bars, restaurants and Aer
commercial uses.
Land use southeast of the site across Highway 100 is residential, primarily
single family.
' Access/Visibility
Access to the proposed trade show facility would be from Earle Brown Drive, a
neighborhood street that wraps around the Earle Brown Farm and adjoining build-
ings (Brookdale Corporate Center, Phase III and Earle Brown commons) forming a
three-quarter oval with Summit Drive North.
' Summit Drive North is a neighborhood collector street which connects Shin-
gle Creek Parkway (two blocks west of the site) with Highway 100 (two blocks
south of the site). Shingle Creek Parkway provides access to the large retail
district southwest of the site as well as to the hotels north of the site
across I-94.
' Highway 100 and I-94 provide convenient access to all parts of the Twin Cities
metropolitan area. Downtown Minneapolis is a 15 minute drive during rush hour
and as little as 10 minutes away during off-peak hours. Highway 100 allows for
' quick access to the first ring suburbs of Robbinsdale, Crystal, Golden Valley,
St. Louis Park and Edina west of Minneapolis and intersects with other highways
that connect to the entire west/southwest suburban area. Minneapolis/St. Paul
International Airport is located approximately 24 miles away via Highway 100
and I-494. The north suburban area and St. Paul are also easily reached with
access provided by I-694, I-35W and I-35E.
' The Earle Brown Farm has excellent visibility from both I-94 and Highway 100.
Table 1 shows the traffic counts for each freeway in tho,,,vicinity of the
Earle Brown Farm in 1982, 1984 and 1986.
TABLE 1
1 TRAFFIC COUNTS FOR I-94 AND HIGHWAY 100
1982-1986
Change
1982 - 1986
1982 1984 1986 No. Pct.
I-94 between Highway 100
and Shingle Creek parkway 55,100 81,000 84,000 28,900 52.5
Highway 100 between 57th
Avenue and 1-94 32,000 33,300 41,000 9,000 28.1
i
Source: Minnesota Department of Transportation.
Maxfield Research Group, Inc.
The table shows that traffic on I-94 increased by 53 percent between 1982 and
1986 assisted, no doubt, by the link up of the northern portion of I-94 with
downtown Minneapolis in 1985. The number of commmuters traveling between the
northern suburbs and between the north area and downtown Minneapolis have grown
as the north area continued to develop its residential and employment base.
Highway 100 showed less dramatic traffic volume increases, but still showed
growth of 9,000 vehicles or 28 percent between 1982 and 1986.
The traffic volumes will continue to increase as more commercial and residen-
tial development occurs in the northern and western suburbs. Commuters travel-
ing between suburbs as well as from the suburbs to downtown will increase.
This will continue to provide excellent exposure to the Earle Brown Farm, par-
ticularly from those persons who are aware of the Farm even before driving on
these highways. The use of the water tower as an identifying landmark will
create further awareness of the Farm particularly if its visibility from all
directions can be maintained.
Facilities Review
The Hippodrome and attached stable on the Earle Brown Farm have been proposed
as the major components of a trade show/banquet/meeting center. In addition to
these buildings, three other barns and the housing complex will be revitalized
for some sort of commercial or community use.
The following is a brief description of each building that might be used for
trade shows and conventions. Structural repairs, interior reconstruction and
other revitalization issues are beyond the scope of the study and therefore not
addressed in detail.
The Hippodrome is a one-story masonry building approximately 73 feet wide
by 180 feet long, 13,000 square feet of floor area. Th'&" curved wood roof is
supported by a steel truss system which results in column free floor space.
This is ideally suited for large gatherings providing an open view throughout
the interior. The ceiling is approximately 15 feet high at the east and west
walls and 25 feet high at the center. These dimensions are approximate and
will likely change after renovation of the structure. The high ceilings will
allow for large displays if the Hippodrome is converted to exhibit space and it
is also appropriate for presentations to large groups.
There is a large sliding door at the south end of the building which can pro-
vide access for trucks loading and unloading equipment, furniture and exhibit
materials. There is a passageway at the north end of the building leading to
the stable.
The Hippodrome is in need of structural repairs and a total interior refurbish-
ing. Its current design is appropriate for trade shows and large group gather-
ings. There are several considerations, however, that must be addressed if the
building is to be converted to trade show use. First, an entrance foyer is
needed to allow for pre-function gatherings such as registration or ticket
purchase. This should also include space for restrooms and coats. Second, the
interior space should be divisible into several smaller areas through the use
of moveable walls so smaller groups utilizing the facility will not be over-
whelmed. This will also allow for two or more functions to be held concurrent-
ly. These considerations raise two issues: the need for storage space for the
3 a,
portable walls and the difficulty of servicing separate areas in the"t}i¢o
drome. These design problems must be addressed if the Hippodrome is to be a
functionally efficient meeting and trade show facility.
1
1
The stable (horse barn), connected with the Hippodrome, is a wood frame
structure in three sections. The north and south sections consist of two
floors and are each approximately 38 feet by 59 feet on the first floor. The
central section is approximately 40 feet by 65 feet and has one floor. The
south section is attached to the hippodrome by a short passageway.
With its connection to the Hippodrome, the stable is in excellent position to
provide support space for functions held in the Hippodrome. Additional meet-
ing/banquet space, kitchens and supply stores and office space are all comple-
mentary uses of the building. Other possible uses, the market feasibility of
which have not been considered in this report, are a restaurant, office space
and/or community center.
One large room comprises most of the stable's center section. it has a high
pitched ceiling and a large window on the west side looking out on the mall
area. This room has the greatest potential for use as restaurant or banquet
facility due to its spaciousness and character.
The H Barn and relocated E Barn are one-story, wood frame buildings located
north of the stable. The H Barn is approximately 48 feet wide by 100 feet long
and the E Barn is approximately 50 feet wide by 96 feet long. Both could be
utilized in conjunction with the hippodrome and stable as part of a larger
convention center complex although this might be difficult since some physical
connection to the stable would be required,
Summary
The site of the Earle Brown Farm is appropriate for the cation of a trade
show/meeting/banquet center. The basic design of the Hippodrome and attached
stable are excellent for this use, given the necessary design modifications,
repairs and interior reconstruction. The primary assets of the site for this
use are:
* excellent access
* high visibility
* convenience to retail and community services
* proximity to local hotels
* unique historic setting
Negative aspects of the site are:
* lack of hotel rooms on-site
* design limitations of existing structures
* potential parking shortage during peak times
The positives of the site strongly outweigh the negatives, most of which can be
dealt with through design modifications, proper site planning and marketing.
DEMOGRAPHIC/ECONOMIC REVIEW
Introduction
F
Successful trade show and convention centers are always located in or very near
major commercial concentrations or in resort areas. Depending on the type of
' business the trade show/convention center is serving, growth trends play an
important role in the present and future demand for meeting and exhibit space.
The indigenous population and household base generaees demand for banquets,
service group and community functions while a strong and growing commercial
' base generates corporate demand. Associations like to hold functions near
shopping and entertainment, particularly for those conventions that last sev-
eral days-. Population, household and employment growth trends relate to devel-
opment of retail and entertainment facilities and thus complement the demand
for meeting and banquet space.
This section examines population, household and employment growth trends, of-
fice development and retail sales growth in a study area delineated as the
primary competitive area for trade show and meeting business at the site of the
proposed development. Although substantial business may be generated from
' outside the study area, our market interviews revealed that community groups
and corporations that would consider the proposed facility will be mostly from
this area. Trade show and convention users could potentially come from all
over the state, and some smaller national associations could even consider the
proposed development. Study area growth trends, however, reveal the economic
vitality of the area as a whole.
' Population Growth
1 Table 2 shows the population of each study area community in 1970 and 1980 with
population forecasts for 1990 and 2000. The table showy that the study area
had approximately 402,400 residents in 1980, 55,300 or 16~ percent more than in
' 1970. This rate of growth was significantly greater than the 6 percent rate
exhibited by the metropolitan area during the same period.
Population growth during the 1970`s was concentrated in the developing suburbs
north and west of Brooklyn Center. Brooklyn Park had the largest absolute
increase with 17,102 more residents in 1980 than in 1970. Brooklyn Park's 1980
population of 43,332 was an increase of 65 percent from 1980. Maple Grove
posted the largest rate of growth during the 1970's with a 227 percent increase
for a 1980 total population of 20,525. Other rapidly developing suburbs nearby
are Plymouth, Blaine, Coon Rapids, and Champlin.
Brooklyn Center is one of the fully developed first-ring suburbs in the study
area that lost population during the 1970's. Its population declined by ap-
proximately 3,900 persons (11 percent) to 31,230 in 1980. The aging of the
baby boom generation (persons born between 1946 and 1964) who left their par-
ents' homes to form households of their own, combined with the lack of avail-
able land for significant residential development, resulted in the population
loss. Many of these younger residents moved to the second-ring, developing
suburbs where an ample supply of new housing exists.
I
r- r r r r r r r r ■r r r~ r r r~ r r■i r
TABLE 2
STUDY AREA POPULATION
1970-2000
Change
Change
Change
--U.S.
Census--
----Forecast- -
1970-1980
1980-1990
1990-2000
1970
1980
1990
2000
No.
Pct.
No.
Pct.
No. Pct.
Hennepin County Portion
Brooklyn Center
35,173
31,230
30,000
30,000
(3,943)
(11.2)
(1,230)
(3.9)
No Change
Brooklyn Park
26,230
43,332
56,000
63,000
17,102
65.2
120668
29.2
7,000 12.5
Osseo
2,908
2,974
3,000
2,900
66
2.3
26
.9
(100) (3.3)
Champlin
4,704
9,006
13,000
161000
4,302
91.5
3,994
44.3
3,000 23.1
Dayton*
2,631
4,000
4,600
5,000
10369
52.0
600
15.0
400 8.7
Maple Grove
6,275
20,525
36,500
421000
14,250
227.1
15,975
77.8
5,500 15.1
Plymouth
18,077
31,615
49,000
58,000
13,538
74.9
17$85
54.9
9,000 18.4
Medicine Lake
446
419
440
420
(27)
(6.1)
21
5.0
(20) (4.5)
Golden Valley
24,246
22,775
22,000
221000
(1,471)
(6.1)
(775)
(3.4)
No Change
Robbinsdale
16,845
14,422
14,200
14,200
(2,423)
(14.4)
(222)
(1.5)
No Change
Crystal
30,925
25,543
24,000
23,000
(5,382)
(17.4)
(1,543)
(6.0)
(1,000) (4.2)
New Hope
bt
t
l
S
23,180
fir
640
23,087
2.33 000000
5
740
23,000
(93)
3
28
(.4)
~S
(87)
3T~
(.4)
'1~.
No Chaanng~e
78
~'f
T
u
o
a
,
, yZU
2/
,
299,)2u
7,
8
46, t
Z
tf. 6
3,
Anoka County Portion
Fridley
29,233
30,228
30,000
30,000
995
3.4
(228)
(.8)
No Change
Columbia Heights
23,997
20,029
20,000
20,000
(3,968)
(16.5)
(29)
(.1)
No Change
Hilltop
1,015
817
810
810
(198)
(19.5)
(7)
(.9)
No Change
Spring Lake Park
6,319
6,477
7,230
7$30
158
2.5
753
11.6
100 1.4
Coon Rapids
30,505
35,826
49,000
56,000
5,321
17.4
13,174
36.8
7,000 14.3
Anoka
13,591
15,634
16,000
16,000
2,043
15.0
366
2.3
No Change
Blaine
20,568
28,558
39,000
45 000
7
0
99
38.8
10,442
36.6
0
0
0
6
15.4
Subtotal
125,226
31,Jb`I
1b2,U4u
X
115,140
~
.
~
11,.141
9.9
24,-V7T
17.8
60
,
~
~
13,100 8.!
Ramsey County Portion
New Brighton
19,507
23,269
24,000
24,000
3,762
19.3
731
3.1
No Change
Mounds View
btotal
S
10 599
3~; TQ 6
12 593
Si_1' $K_
13 700
7; 7TT(T
14 000
8, ODU
1,994
6
18.8
9
1,107
5
-
,
8.8
300 _~;2
u
:1
3
5 , 1
.1
1
1
3
. i
3UU ; , d
Study Area Total
346,974
40~ , 359
475,480
512,660
55,385
16.0
73,121
18.2
37, 180r " 7,,18 '
Metro Area Total
1,874,612
1,985,873 2,204,000 2,
310,000
111,261
5.9
218,127
11.0
_i_
106,000 x.4;,8
* Figures exclude the
Sherburne County portion
of Dayton.
Sources: Bureau of th
e Census, U.
S. Census of
Population
and Hous
ing, 1970
& 1980.
Metropolitan
Council: "
Forecasts of
Population,
Housholds and Employment
1990 and
2000,"
(Odtoek 1986.
Maxfield Res
earch Group,
Inc.
;
1
Other first-ring suburbs that lost population during the 1970's in21Aed'.oIden
'
Valley, Robbinsdale, Crystal, New Hope, and Columbia Heights.
Forecasts for 1990 and 2000 show similar growth patterns with the first-ring
suburbs expected to have little if any significant population change while the
developing suburbs will continue to have strong increases. The study area as a
whole is forecast to add 73,100 residents during the 1980's for a total popula-
tion of 475,500 in 1990. Another 37,200 residents will be added during the
following decade for a total of 512,700 residents in 2000. The rate of popula-
tion growth in the study area is forecast to continue to exceed the growth rate
'
in the metropolitan area both decades.
Household Growth
Household growth trends are a better indicator of economic growth than popula-
tion trends because households represent individual spending units. Table 3
1
lists the number of households in each study area community in 1970 and 1980
with household forecasts for 1990 and 2000.
There were 134,109 households in the study area in 1980, 42,048 or 46 percent
'
more than in 1970. As with population growth, the study area's household
growth rate was significantly greater that the 26 percent increase that occur-
'
red in the metropolitan area during the 1970's.
i
ng the
Every study area community except Hilltop posted household increases dur
1970's. Household growth patterns by community were similar to population
growth patterns with the developing, second-ring suburbs experiencing far
greater household growth than the first-ring suburbs.
Comparing tables 2 and 3 reveals that household growth occurred despite popula-
'
tion decline in the first-ring suburbs while household growth rates were far
greater than population growth rates in the developing communities. This phen-
omenon was caused by demographic and social trends beginning in the 196()~Is.
First, the aging baby boomers began to form households in the late 196 's re-
increa
in
di
ng
se
sulting in significant household growth without a correspon
population. Second, social trends such as later marriages, more divorces and
couples' decisions to have fewer children (or no children at all) caused popu-
lation to grow more slowly than households.
Although these trends are expected to continue into the 1990's, there will be
'
less of a disparity between population and household growth. The entire baby
boom generation has entered the household formation years, are marrying and
having children, resulting in a "baby boomlet". The proportional increase in
households will continue to exceed proportional population growth, but the
1
respective rates of growth in the 1980's and 1990's will be closer than in the
1960's and 1970's.
The forecasts for 1990 and 2000 reveal declining levels of household growth in
every study area community. Growth will continue to be concentrated in the
large developing suburbs north and west of Brooklyn Center, notably Plymouth,
Brooklyn Park, Maple Grove, Coon Rapids and Blaine. Brooklyn Center, which
601 households (18 percent) during the 1970's is forecast to post in-
added 1
,
creases of 850 households (8 percent) in the 1980's and 200 households (2 per-
cent) in the 1990's.
TABLE 3
STUDY AREA HOUSEHOLDS
1970-2000
Change
Change
Change
-U.S.
Census--
---Forecast----
1970-
1980
1980-
1990
1990
-2000
1970
1980
1990
2000
No.
Pct.
No.
pct.
No.
Pct.
Hennepin County Portion
Brooklyn Center
9,150
10,751
11,600
11,800
1,601
17.5
849
7.9
200
1.7
Brooklyn Park
7,341
15,268
21,500
25,000
7,927
108.0
6,232
40.8
3,500
16.3
Osseo
808
1,015
1,100
1,150
207
25.6
85
8.4
50
4.3
Champlin
1,291
2,733
4,300
5,500
1,442
111.7
1,567
57.3
1,200
27.9
Dayton*
686
1,161
1,400
1,600
475
69.2
239
20.6
200
14.3
Maple Grove
1,503
6,239
12,000
14,500
4,736
315.1
5,761
92.3
2,500
20.8
Plymouth
4,507
10,491
18,000
22,000
5,984
132.8
7,509
71.6
4,000
22.2
Medicine Lake
157
162
175
175
5
3.2
13
9.3
No
Change
Golden Valley
6,533
7,597
8,200
8,400
1,064
16.3
603
7.9
200
2.4
Robbinsdale
5,290
5,705
6,000
6,000
415
7.8
295
5.2
No
Change
Crystal
8,291
8,977
9,500
9,500
686
8.3
523
5.8
No
Change
New Hope
6 014
-
7,627
-
8,400
8,500
1 613
`
26.8
773
10.1
100
1.2
Subtotal
31,371
77,726
102,175
114,125
155
261
SU, f
24,449
=
11,950
TT-T
Anoka County Portion
Fridley
7,851
10,416
11,100
11,300
2,565
32.7
684
6.6
200
1.8
Columbia Heights
6,861
7,343
7,900
8,100
482
7.0
557
7.6
200
2.5
Hilltop
503
453
450
450
(50)
(9.9)
(3)
(.7)
No Change
Spring Lake Park
1,549
1,992
2,450
2,550
443
28.6
458
23.0
100
4.1
Coon Rapids
6,766
10,336
16,300
19,000
3,570
52.8
5,964
57.5
2,700
16.6
Anoka
3,893
5,382
5,900
6,200
1,489
38.2
518
9.6
300
5.1
Blaine
5,041
8,474
12,500
15,000
3 433
68.1
4,026
47.5
2,500
20.0
Subtotal
__31,464
44, 6
_56,600
62,bUU
11,932
:i6.$
-IT,2U4
7T.6
b,UO
70.b
Ramsey County Portion
New Brighton
5,467
7,739
8,500
9,000
2,272
41.6
761
9.8
500
00
;5:19
1
6
Mounds View
2 559
4,248
4 900
5,200
1 689.
66.0
652
15.3
3
Subtotal
~8,UZ6
11,967
-13, 40IJ
-714, 2UD
3,96T
&9•.T+
1, 413
TF-$
duu
Study Area Total
92,061
134,109
172,175
190,925
42,048
45.7
38,066
28.4
18,750•
Metro Area Total
573,834
721,357
863,000
931,000
147,523
25.7
141,643
19.6
68,000`,.
-1„'9
.
* Figures exclude the
Sherburne
Count portion
of Dayton,
r;!f
1
J
Sources: Bureau of th
e Census,
U.S. Census of
Population
and Hous
ing, 1970
and 1980
.
-
Metropolitan
Council:
"Forecasts of
Population,
Househo
lds and Employment
1990 and 2000,"
'
Qctober
1986
Maxfield Res
earch Grou
p, Inc.
ILI „ x
For the study area as a whole, the forecasts reveal a base of 1721-2 0.- Got sla_
'
holds in 1990, an increase of 38,000 from 1980. By 2000 the study area rs,...
forecast to have approximately 191,000 households or 18,750 more than in 1990. "
The growth rates of 28 percent during the 1980's and 11 percent in the 1990's
'
are higher than those forecast for the metropolitan area.
The continued growth of the population and household base in the study area
points toward increasing demand for meeting and banquet facilities serving
'
community groups, service organizations and individuals holding functions such
as weddings, anniversary parties and retirement dinners. in addition, a large
population base is attractive to organizations planning consumer trade shows
'
because of potential for traffic generated from the immediate area.
'
Employment Growth
Employment growth relates to the demand for meeting and banquet facilities in
two ways. First, area companies prefer to utilize meeting and banquet space
'
close to their offices. As new firms are formed in or relocated to the area,
or as firms expand more space will be needed to accommodate them. Second,
employees who don't live in the area will nonetheless be aware of the facility
'
and consider it for events unrelated to their work. Area employees are also a
source of traffic for consumer trade shows. Table 4 shows the employment in
each study area community in 1980 with forecasts for 1990 and 2000.
'
The table shows that the study area is forecast to have an employment base of
214,000 in 1990, 54,600 more jobs (34 percent) than in 1980. This compares
'
with a forecast increase of 21 percent in the metropolitan area. Plymouth is
forecast to have by far the largest numerical increase, followed by Brooklyn
Park, Blaine, Fridley, Coon Rapids and Brooklyn Center. Plymouth's forecast
increase of 9,000 jobs would give it the second largest employment base of any
study area community in 1990, with 29,000 jobs, Golden Valley would rank first
'
with 31,000 jobs. By 2000, Plymouth will have the largest employment base
(36,000 jobs) followed by Golden Valley (33,000 jobs), Fridley (31,000 jobs)
and Brooklyn Park (21,000 jobs). Brooklyn Center is forecast to rank fifth
'
with 18,000 jobs. Overall, employment increases will be less in the 1990's
compared with the 1980's, but the rate of growth in the study area is forecast
to continue to be much greater than in the metropolitan area as a whole.
The healthy study area employment growth indicates a vital economy and greater
potential for meeting, banquet and exhibit space. The convenient access to the
proposed development from the other study area communities provides an attrac-
1
tive alternative for area firms.
Office Development
Office construction reflects overall commercial development in a given area and
also shows the increase in the supply of space available to private firms and
government organizations. Table 5 shows the amount of total net office space
(including government, single tenant and specialty space as well as multi-
tenant buildings) in Brooklyn Center and the Northwest quadrant of the metro-
politan area in 1970, 1978, 1982 and 1985.
TABLE 4
2 ±
STUDY AREA EMPLOYMENT
1
980-2000
Ch
ange
Change
Forecast
Forecast
1980
-1990
1990-2000
1980
1990
2000
No.
Pct.
No. Pct.
Hennepin County P
ortion
%
Brooklyn Center
10,800
15,500
18,000
4,700
43.5
2,500 16.1
Brooklyn Park
7,800
15,000
21,000
7,200
92.3
6,000 40.0
Osseo
3,300
3,500
3,500
200
6.1
No Change
'
Champlin
440
1,000
1,500
560
127.3
500 50.0
Dayton*
100
200
300
100
100.0
100 50.0
Maple Grove
1,900
5,000
8,000
3,100
163.2
3,000 60.0
Plymouth
20,000
29,000
36,000
9,000
45.0
7,000 24.2
'
Medicine Lake
50
50
50
No Ch
ange
No Change
Golden Valley
30,000
31,000
33,000
1,000
3.3
2,000 6.4
Robbinsdale
3,200
6,000
6,000
2,800
87.5
No Change
Crystal
6,000
6,500
6,500
500
8.3
No change
New Hope
9,400
13,000
13,500
3,600
38.3
500 3.8
Sub-total
92,900
125,750
147,350
32,760
35.2
21,600 17.2
k
i
Ano
a County Port
on
Fridley
22,000
27,000
31,000
5,000
22.7
4,000 14.8
'
Columbia Heights
5,100
6,000
7,000
900
17.6
1,000 19.6
Hilltop
310
300
400
(10)
(3.2)
100 3.3
Spring Lake Park
Coon Rapids
1,900
9,200
3,000
14,000
3,500
17,000
1,100
4,800
57.9
52.2
500 16.7
3,000 21.4
Anoka
11,700
13,000
13,000
1,300
11.1
No Change
Blaine
6,000
13,000
16,000
7,000
116.7
3,000 23.1
'
Sub-total
56,210
76,300
87,900
20,090
35.7
11,600 15.2
Ramsey County Por
tion
'
New Brighton
8,300
10,000
10,000
1,700
20.5
No Change
Mounds View
2,000
2,000
2,000
No Cha
nge
No Change
Sub-total
10,300
12,000
12,000
1,700
16.5
No Change
21
50
47
50
54
550
2
34
33
200 15
5
Study Area Total
159,500
4,0
,2
2
,
.
,
.
'
Metro Area Total
1,069,030
1,291,000
1,405,000
221,970
20.8
114,000 8.8
* Figures exclude
the Sherburne Count
y Portion of
Dayton
' Sources: Metropolitan Council: "Forecasts of Population, Households and
Employment 1990 and 2000" October 1986
Maxfield Research Group, Inc.
TABLE 5
BROOKLYN CENTER AND STUDY AREA NET OFFICE SPACE*
1 1970-1985
1 -Brooklyn Center--
Net % of Change
' Year Sq. Ft. Metro No. Pct.
1970 N/A N/A -V-
1978 432 1.0 N/A N/A
' 1982 673 1.1 241 55.8
1985 909 1.3 236 35.1
1 - Northwest Quadrautt
1970 2,252 8.3
1978 6,093 14.6 3,841 170.6
1982 9,222 15.7 3,129 51.4
1 1985 11,589 16.1 2,367 25.7
Mpls/St. Paul Metro Area
1 1970 27,135 100.0
1978 41;711 100.0 14,576 53.7
1982 58,571 100.0 16,860 40.4
' 1985 71,937 100.0 13,366 22.8
*Office space figures used are in thousands of square feet and include govern-
ment, single tenant and specialty office buildings in addition to multi-tenant
buildings.
tThe area defined by the Northwest Quadrant includes Northwest Hennepin County
north of Hennepin County Road 62, excluding the entire city of Edina.
1
Sources: Metropolitan Council: "Office Construction Update 1983-1985," December 1986
Maxfield Research Group, Inc.
1
1 The table shows that Brooklyn Center had 909,000 square feet of office space in
1985, more than twice the amount of space that existed there in 1978. Figures
were not available for Brooklyn Center for 1970. Brooklyn Center's share of
1 metro area office space increased from 1.0 to 1.3 percent from 1978 to 1985. A
number of large office buildings are located within a few blocks of the Earle
Brown Farm. The three-building Brookdale Corporate Center development totals
more than 300,000 square feet including the attractive new 6160 Summit Drive
building, located next to the Earle Brown Farm campus. In addition, Earle
Brown Tower and Earle Brown Plaza (totaling approximately 200,000 square feet)
1 are located across the street east of the Farm.
The Northwest Quadrant (which is that part of Hennepin County north of County
Road 62, excluding the city of Edina) had a smaller proportional increase from
' 1978 co 1985, but still recorded very strong absolute growth. The Northwest
Quadrant experienced particularly dramatic office space growth from 1970 to
1978. During the 15 year period overall, office space in the Noit'hwesC'•Quad-E j'
rant increased from 2.3 million square feet to 11.6 million square
was an increase of 9.3 million square feet or 415 percent between 1970 an(~IJI` )A .
1985. The proportion of metropolitan area total office space in the Northwest i
' Quadrant doubled between 1970 and 1985 from approximately 8 percent to 16 per-
cent.
Although vacancy rates are high in the west and northwest sub-markets (17 per-
cent in spring 1987 according to Towle Real Estate Company and 15 percent in
fall 1986 according to the National Association of industrial and Office
Parks), historic and projected absorption of space is high. Both groups esti-
mate annual net absorption of approximately 400,000 square feet with most of
that occurring along the Highway 12 and 55 corridors.
Retail Sales
Table 6 presents retail sales data from the 1972, 1977 and 1982 censuses of
retail trade for selected cities in the study area. The table shows that the
combined total sales of these communities was $1.85 billion in 1982, a 158 per-
cent increase from 1972. This is greater than the 145 percent retail sales
increase recorded by the 10 county Metropolitan Statistical Area (MSA) during
the same period. The consumer price index increased 144 percent over the 10
year period indicating no real growth in retail sales in the MSA and only mod-
est growth in the study area.
Brooklyn Center had by far the largest concentration of retail sales in the
study area each year with $357 million in 1982 or nearly one-fifth of all study
area retail sales. Brooklyn Center's dominance in retail trade in the study
area is because of Brookdale Center and ancillary retail development. Brook-
dale Center is the sixth largest shopping center in the Twin Cities area with
slightly more than 1,000,000 square feet.. In terms of sales, however, the
entire Brookdale area ranked fourth among major retail centers (excluding down-
town Minneapolis) with sales of $220 million in 1982.
New development northeast of Brookdale Center since 1982 will no doubt increase
the area's retail sales considerably in the 1987 Census of Retail Trade. A new
Target Store, several freestanding retail buildings and two new strip centers
in the area add to the attractiveness of this area for shopping and entertain-
ment. The increased concentration of stores and restaurants will strengthen
Brooklyn Center's position as a destination shopping point in the northern
metropolitan area. This will make a convention trade show facility more ap-
pealing to meeting planners whose group members desire a meeting site near
retail stores and restaurants. More traffic (both pedestrian and vehicular)
will increase awareness of the Earle Brown Farm.
1
1
1
TABLE 6 '
RETAIL SALES OF SELECTEDp r~
STUDY AREA CITIES
1972, 1977, and 1982
(000's of Current Dollars)
Change
Change
1972-
1977
1977-1982
1972
1977
1982
-Amt.
Pct,
Amt.
Pct.
Brooklyn Center
$164,312
$270,223
$357,008
$105,911
64.5
$86,785
32,1
Brooklyn park
40,744
83,693
102,216
42,949
105.4
18,523
22.1
Maple Grove
286
3,572
21,548
3,286
1,149.0
17,976
503.2
Plymouth
8,806
32,490
118,086
23,684
269.0
85,596
263.5
Golden Valley
98,549
144,401
294,858
45,852
46.5
150,457
104.2
Robbinsdale
30,598
37,983
64,311
7,385
24.1
26,328
69.3
Crystal
70,445
99,484
136,666
29,039
41.2
37,182
37.4
New Hope
26,527
55,479
76,949
28,952
109.1
21,470
38.7
Fridley
106,193
167,628
216,278
61,435
57.8
48,650
29.0
Columbia Heights
38,076
62,312
59,458
24,236
63.6
(2,854)
(4.6)
Spring Lake Park
8,042
14,430
13,760
6,388
71.7
(670)
(4.6)
Coon Rapids
55,050
99,850
155,416
44,800
81.4
55,566
55.6
Anoka
35,327
56,876
86,138
21,549
61.0
29,262
51.4
Blaine
34,992
86,197
148,432
51,205
146.0
62,235
72.2
Selected Cities
Total
717,947
1,214,618
1,851,124 496,671
69.2
636,506 52.4
Brookdale
Center
Total
100,903
149,923
220,088 49,020
48.6
70,165 46.8
Metro Area
(MSA) 4,634,396
7,459,945
11,373,407 2,825,549
61.0
3,913,462 52.5
Sources:
Bureau of the Census, Census
of Retail Trade; 1972,
1977 and
1982.
Maxfield Research
Group, Inc,
t
' SOURCES OF DEMAND '
Introduction
In the past three decades, convention and trade show meetings have grown enor-
mously and are now a major segment of the travel industry. According to esti-
mates compiled by the International Association of Convention and Visitors
Bureau (ACVB) from their Delegate/Meeting Survey, some $30.3 billion will be
spent (not including transportation to and from the-conventions) by convention
' attendees in U.S. cities in 1987. The vast majority of this money is allocated
for food and lodging, however an estimated 29 percent of the total is spent
for shopping, sightseeing, local transportation and other miscellaneous ex-
penses. Clearly, conventions and trade shows can have a major impact on the
local economy.
Convention and trade show business continues to grow. According to the ACVB,
' there will be 85.2 million delegates at conventions in the U.S. in 1987, an
increase of more than 9 percent from 1986. Most hotels today are planned with
convention/trade show business in mind; either as hosts for such gatherings or
' to support other larger hotels and convention centers nearby. Even many re-
sorts in recent years have turned to convention groups as a new source of busi-
ness. The importance of adequate, efficiently designed function space as well
' as the need for a variety of support services (audio/visual equipment, photo-
copy services, etc.) are rarely lost on hotel planners and convention sales-
persons.
The types of groups utilizing convention and trade show space vary tremendous-
ly. From small corporate meetings with as few as ten attendees to huge trade
and professional association conventions that fill hundreds of thousands of
' square feet in large convention centers, these groups represent nearly every
profession and hobby imaginable. Medical and related organizations comprise
one of the largest segments of convention business. There are so many health
care groups that several conventions consist of meetings between the different
organizations. The Minnesota Healthcare conference is an example of such a
meeting with 40 allied organizations participating. A variety of miscellaneous
convention business is the S.M.E.R.F. category - social, military, educational,
religious and fraternal.
Groups also vary in their geographic scope. The Anoka Personnel Association's
membership consists of Human Resource professionals in the Anoka area who meet
exclusively in the Twin Cities, primarily Anoka. The Minnesota Bankers Associ-
ation is a statewide group while the National Corngrowers Association consists
of corn farmers from all over the county. International groups also abound;
' such as the International Communications Association which holds an annual
convention with 12,000 attendees.
' The type of group and space requirement usually determine the type of facility
where the group's meetings and conventions are held. The very largest groups
can meet only in a few major convention centers in the county. These conven-
tion centers are located in very large cities such as New York, Chicago and
' San Francisco. A few other cities have very large convention centers because
of special local attractions that make them a meeting destination point, such
as Las Vegas and Nashville. Many cities are boosting their inventory of space
with new centers or additions to existing centers. Minneapolis is one of.those,'
cities with construction underway on a new convention center that will- triple,
the amount of meeting and exhibit space that existed in the old Minneapolis
Auditorium and Convention Hall.
Groups that meet in the large convention centers are not considered in our
analysis because their space needs are far greater than what exists on the
Earle Brown Farm. Smaller groups (needing banquet space for 1,200 persons or
' less, exhibit space for 100 booths or less) were considered in our examination,
even if they required less space than the total available in the Hippodrome and
adjoining stable. Demand was considered to be any group needing space for a
short period of time (i.e., half-day meeting, luncheon, evening reception) as
well as conventions and exhibits lasting several days.
' Demand sources were divided into four broad categories, each of which is exam-
ined individually in this section: 1) Conventions utilizing both meeting and
exhibit space, 2) Corporate/association meetings utilizing meeting space only,
' 3) consumer trade shows/hobby groups utilizing exhibit space only with little
if any meeting space and 4) miscellaneous community/social functions using
space primarily for banquets and dances for only a portion of the day. These
functions include weddings, proms, service club meetings and community func-
tions.
Conventions and Trade Shows
Groups which hold conventions that include both meeting and exhibit space will
' utilize the Earle Brown Farm only if there is substantial additional meeting
space on site in addition to the Hippodrome. The consensus among the groups is
that they do not wish to hold conventions where attendees must be transported
between locations to attend seminars, banquets and exhibits. Utilizing the
' Hippodrome for both meetings and exhibits is possible, but that arrangement
would reduce the space available for both types of functions and thus limit the
market. In addition, the Hippodrome would not be a setting conducive to smal-
ler meetings (such as seminars or break out groups) especially if some atten-
dees are touring exhibits at the same time meetings are held next to the ex-
hibit area. Additional meeting space would thus be required to lure many of
these groups to the Earle Brown Farm. Meeting space could be made available in
' the adjoining stable or one or both of the two horse barns just north of the
stable. Assuming that sufficient meeting space were to be available, then the
Hippodrome could be used only for exhibits.
Maxfield Research Group, Inc. inventoried more than 100 groups which have re-
cently held conventions or which are booked in convention facilities in the
Twin Cities over the next year. Nearly all of these conventions/trade shows
' are held on weekdays and based on these groups' exhibit space needs alone,
approximately half could be accommodated in the Hippodrome. Table 7 Lists
those groups which utilize 15,000 square feet on less of exhibit space, or have
' a requirement of 100 - 8' X 10' booths or less. This is considered to be the
largest number of booths that could be placed in the Hippodrome. The groups
shown in the table are not meant to be a comprehensive list of conventions that
' are potential business for a trade show facility on the Earle Brown Farm nor
does it necessarily include all such meetings recently held or booked into the
area during 1987 and 1988. The information was taken from the Annual Directory
TABLE
7
~.9J$/1
~
CONVENTION GROUPS W
ITH TRADE SHOWS
~
j
TWIN CITY
AREA
+
1987/
88
'
No. of
No. of
Group Name
Meeting/Location
a
Attendees
Booths
MN Medical Records Association
Bloomington
150
15
'
Amer. Soc. Quality Control Tech.
Mpls.-Hyatt/Marriott
2,400
100
Amer. Consulting Engineers Council
Mpls.-Marriott
700
70
Assn. Human Resource Systems Prof.
Society of Manufacturing Engineers
Mpls.-Marriott
N.A.
700
3,000
30
100
MN Distributive Educ. Clubs of Amer.
Mpls.-Hyatt/Marriott
1,500
50
MN Bankers Association
Mpls.-Marriott
2,000
40
'
National Postal Forum
Various
1,800
92
Fenestration World
Mpls.-Hyatt
1,200
87
National Corngrowers Association
Mpls.-Hyatt
1,000
46
Bonsai Clubs International
N.A.
1,500
20
'
American Society Medical Technology
Mpls.-Hyatt
500
100
Women in Communications
Mpls.-Hyatt
400
15
American Foresters Society
Mpls.-Hyatt
2,000
100
'
Amer. Soc. for Performance Improv.
N.A.
300
12
Painting & Decor. Contractors of Amer.
Mpls.-Hyatt
1,000
85
National Abortion Federation
Mpls.-Hyatt
500
20
Scaffold Industry Association
N.A.
500
80
'
Nat'l Assn. College/Univ. Bus. Off.
N.A.
900
50
Assn. of Shorthand Reporters
Mpls.-Marriott
1,200
30
Illuminating Engineers Society
Mpls.-Marriott
700
35
'
Nat'l Assn. of Medical Staff Svcs.
Mpls.-Marriott
650
5
MN Assn. of School Administrators
St. Paul-Radisson
350
45
Harvest States
Roy Wilkins Auditorium
1,500
12
'
MN Social Service Association
St. Paul-Radisson
1,500
50
Society of Amer. Value Engineers
St. Paul-Radisson
350
20
MN Safety Council
St. Paul-Radisson
1,500
45
Musical Box Society International
N.A.
450 5
,000 sf.
Izaak Walton League Amer.
N.A.
500
40
Interpreters for the Deaf
N.A.
450
30
MN Assn, of Realtors
St. Paul Civic Ctr/
'
St. Paul Hotel
1,500
45
Farmers Individual Income Tax (Educ.)
St. Paul Radisson
800
20
MN Independent Insurance Agents
St. Paul Radisson
550
30
MN League of Municipalities
St. Paul Radisson
1,400
40
'
Spina Bifida Association
St. Paul Radisson
1,000
20
' Source: Successful Meetings Magazine: Annual Directory of Trade and Industrial
Shows, 1987.
' Maxfield Research Group, Inc.
of Trade and Industrial Shows published by Successful Meetings magazitie.; grid : -
interviews with individual groups, hotel and convention bureau staff perso`iis'r:,
We are confident that it does include the vast majority of such meetings, how-
ever. In any case, Table 7 does present an excellent sampling of groups that
could potentially utilize exhibit and meeting space on the Earle Brown Farm.
The table shows that nearly all of the groups meet in hotels, with some utiliz-
ing more than one hotel. The size of the groups shown in the table is based
only on exhibit space. Clearly, many of the groups would find it difficult 'to
utilize facilities in Brooklyn Center for their meesing because of the need for
a large banquet/ general session room in addition to exhibit space. Some groups
have very small exhibit space requirements however, which would allow for large
meetings /banquets to be held in the Hippodrome with exhibits placed in the
adjacent stable or one of the other barns.
Of the groups shown in the table, approximately one-quarter would need to use
nearly the entire Hippodrome for exhibits, with space required for 70 or more
booths. Another one-quarter have very limited space needs with requirement for
20 or fewer booths. About half of the groups need space for between 20 and 70
booths. This means that approximately three-quarters of all the groups listed
in the table could use a portion of the Hippodrome for some activities other
than exhibits.
Interviews we conducted with meeting planners revealed several important fac-
tors involved in choosing meeting locations. First, all of the meeting plan-
ners stated that all functions should be held in one facility. This facili-
tates interaction between exhibitors, attendees, vendors and convention staff.
Transporting attendees between hotels and meeting/exhibit locations is undesir-
able. This would be necessary for conventions using the Earle Brown Farm if
the Hippodrome were available for exhibits only, thus placing it at a competi-
tive disadvantage with large hotels that can accommodate all of a group's space
needs. This does not mean that groups would not consider such an arrangement,
rather, it is a negative factor in choosing a meeting site.
Second, groups do not want to pay for their meeting space. Most conventions
utilize sleeping rooms for at least a small portion of their attendees and all
have food functions such as banquets, receptions, coffee breaks, etc. Hotels
have historically provided, and groups have come to expect, minimal charges, if
any, for meeting space. When a large block of rooms is used, often there is no
charge for meeting space. Rooms in which banquets are held are also typically
provided for free. The exception is the exhibit portion of the convention
which frequently carries a price independent of meeting and banquet rooms. one
group, the Minnesota MultiHousing Association, has two one-day meeting/product
shows annually which involve only one banquet and few sleeping rooms. Hotels
consider this group to be a poor piece of business because of the small amount
of revenue generated from the large amount of exhibit space utilized. Hotel
salespersons usually work with meeting planners on a "package deal" determining
costs for meeting and exhibit space depending on the amount of convention space
needed, number of sleeping rooms utilized, and the number of food functions.
Charges for food functions are usually fixed while cost per sleeping room and
charges for meeting space are negotiable.
Finally, all of the meeting planners we contacted would consider the Earle
Brown Farm for a possible future meeting facility provided all their space
needs could be met. The site has excellent access with many stores and--'z s
rants close by. Several were intrigued by the concept of a convention faci riVy
in restored farm buildings and thought it would be a nice change of pace. Some
had reservations regarding the ability of the facility to meet their space
needs and the lack of sleeping rooms on site.
The specific space needs for meetings and banquets in conjunction with exhibits
will determine which groups would be able to utilize the Hippodrome without
additional on-site meeting space. We estimate that only one-quarter to one-
third of the groups listed in Table 7 would be able•to be accommodated in the
Hippodrome alone. Few of those groups that would need to split their activi-
ties between the Hippodrome and area hotels would seriously consider such an
arrangement when other facilities are available that would allow for a self-
contained convention. Frequent shuttle service would need to be provided free
of charge to the group with emphasis placed on the close proximity of area
hotels, restaurants and stores to the Earle Brown Farm. Even then, conventions
with several meeting/exhibit locations will be a tough sell for whoever coordi-
nates bookings at the Hippodrome. We estimate that fewer than ten convention
groups annually would use the Earle Brown Farm if'only exhibit space in the
Hippodrome were available.
Corporate/Local Association Meetings
Area firms and local associations are frequent users of meeting facilities.
These groups rarely utilize exhibit space but have varied meeting space needs.
Most meetings last one day or less and involve fewer than 100 persons except
for training seminars, annual meetings or recognition dinners. Because corpo-
rate business comprises the bulk of this segment, we focused our attention on
the meeting needs of area companies. It is important to note that area hotels
can accommodate nearly all of these groups and pursuing this source of demand
would place the proposed facility in competition with local hotels. We in-
cluded this business segment for two reasons. First, if meeting space is pro-
vided in addition to exhibit space in the Hippodrome on the Earle Brown Farm,
corporate meetings can fill this space even when the Hippodrome is not in use
for larger conventions or community functions. Second, corporations may desire
alternatives to local hotels, particularly for meetings organized on short
notice when hotels are already booked.
The growth of the area's economy was documented in an earlier section of this
report through the increases in employment, office space and retail sales. In
order to better understand local firms meeting needs and to discover whether
they would consider the Earle Brown Farm as a site for outside meetings, we
contacted persons who plan functions at 15 area firms. Of the 15 firms con-
tacted, ten have outside meetings. Summaries of the needs of the remaining ten
firms are below. The other firms are either manufacturing plants of companies
based elsewhere or hold all meetings in-house (i.e., Federal Hoffman in
Anoka).
Ault{ Inc.; Brooklyn Center - planning/Management Department: five to six
meetings per year, 10 to 12 people, one day, conference set-up, lunch, Ramada
North-Minneapolis. Club Sales Department: one meeting, 10 to 30 people, two
days, 10 to 30 sleeping rooms, all meals, Ramada North, Airport Embassy Suites,
Executive Meeting: one meeting per year, 2 days, six to ten people, ten sleep-
ing rooms, all meals, Ramada North, Embassy Airport.
' Hoffman Engineering; Brooklyn Center - Employee Benefits: introducCion',tto
three times per year, five groups of 50 employees each view presentation, `arc' I
torium style, and breakout into five
groups, no meals, no sleeping rooms, two
o
' days, Ramada North. Christmas party: 250 employees, one room, snacks and
beverages, Ramada North, Holiday Inn North.
Promeon, Division of Medtronics; Brooklyn Center - Management Department:
' Staff meeting two to three times per year, ten people, one day, conference room
set-up, continental breakfast, lunch. Instructional seminars: approximately
eight times per year, 15 to 20 people, one day, conference set-up, continental
' breakfast, no meals. Ramada North. Employee incentive kickoff: approximately
one time per year, 235 people, auditorium style, one day, no meals, Ramada
North. Marketing Division: 30 to 150 people, four times per year, one audito-
rium, two of the four include dinner, Ramada North. Research Department:
three times per month for half day meetings, three to ten people, no food, meet
ing rooms at Holiday Inn North, Ramada North.
' Network Systems Corporation; Brooklyn Park - Marketing Department: 15 to 20
meetings per year for strategy/ planning, 20 to 30 people, 15 sleeping rooms,
one or two days, continental breakfast, lunch, conference set-up. Variety of
local hotels as well as downtown hotels. Administrative Department: three
executive planning meetings per year, one or two days, 20 people, no sleeping
rooms, conference room set-up. Lunch both days, dinner first day. Held at
Sheraton Northwest,.Ramada North,
1 Tennant Company; Golden Valley - International Department: one sales meeting
per year, 20 people, 13 sleeping rooms, conference set-up, no lunch or dinner,
Tennant facilities for meetings, would consider offsite location for meetings.
Planning/Management Department - Top Management: one per year, 25 people, two
days, conference set-up with four breakout rooms, 25 sleeping rooms, all meals,
' Riverwood in Monticello, Radisson-Ridgedale, St. James Hotel.
FMC Corporation; Fridley - Division Management: six to eight meetings/year, 15
people, one day, conference set-up, lunch in conference room, dinner in dining
hall. No sleeping rooms, Ramada North, Sheraton Park Place, Holiday Inn-
Metrodome. One large conference per year, 120 people, two days, 120 sleeping
rooms, all meals, conference rooms, Riverwood in Monticello, Springhill Confer-
ence Center. Human Resources Department: ten meetings per year, 15 to 20
people, one day, conference set-up, continental breakfast, lunch, Ramada North,
McGuires, Holiday Inn North. Manufacturing Department: 15 to 20 meetings per
year,
25 to 40 people, one to three days, no sleeping roooms, conference set-
up, lunch, sometimes dinner, Ramada North, Sheraton Inn Northwest, Holiday Inn
North.
' Medtronics Corporation; Fridley - Marketing Department: two meetings per year,
10 to 15 people, two to three days, conference set-up, lunch, no sleeping
rooms, Radisson-Ridgedale, Ramada North. Purchasing Department: one or two
' work parties per year, 8 to 40 people, one day, lunch, possibly dinner, Ramada
North, Sheraton Northwest. Sales Education Department: four meetings per
year, 12 people, one day, conference set-up, breakout in two groups, breakfast
and snacks, no lunch. Scanticon, Luxeford-Downtown. National Sales Depart-
ment: 15 meetings per year, 35 people, one for 300, sales, training and man-
agement meetings, numerous meeting rooms, 35 and 300 sleeping rooms, all meals.
Marriott City Center, Radisson-Downtown.
Onan, Division of McGraw-Edison; Fridley - Advertising/Promotion Department.:.
five meetings per year, 5 to 20 people, conference set-up, three to four days,5'
to 20 sleeping rooms, all meals, formerly out-of-state, but bringing back to
local area. Executive Office/Administration Department: three strategic plan-
ning meetings per year, 10 to 30 people, conference set-up, two to three days,
all meals, possible overnights for all people. Riverwood in Monticello,
Radisson-Plymouth. International Division: two meetings per year, 20 to 30
people, five days, auditorium style, breakout meetings, 20 to 30 sleeping
rooms, all meals, Hyatt Regency, Radisson Plaza. One to two managers meetings
per year, one to three days, six to eight people, ail sleeping rooms, all
meals, Ramada North - Downtown Hotels. Marketing Division: two meetings per
year, 10 to 15 people, two to three days, conference style, lunch, no sleeping
rooms, Ramada North, Radisson-Ridgedale. Sales Department: four meetings per
year, 10 to 15 people, one and one-half days, conference set-up, all meals, 10
to 15 sleeping rooms, various area hotels. One meeting per year, 25 to 40
people, five days, conference set-up, breakout rooms, 20 sleeping rooms, vari-
ous area hotels. Four to five meetings per year, five to eight people, one
day, lunch, conference set-up, no sleeping rooms, Ramada North.
Cornelius Company; Anoka - Marketing Department: national sales meeting every
other year, 100 people, five days, one to two banquets per day, 50 sleeping
rooms. Occasional all-day meetings, 15 to 40 people, lunch, no sleeping rooms.
Quarterly review meetings: 20 people, morning only, breakfast. Occasional
"spot" meetings, 30 people or less, Sheraton Northwest, Radisson (Quality) Inn
- Plymouth. Engineering/Product Research Department: week long planning/re-
view meetings, 12 people, lunch some sleeping rooms, Sheraton Northwest. Human
Resources: one day management seminars, 100 people, evening cocktail recep-
tion. Staff meetings, 12 to 15 people, one day, lunch. Annual awards banquet,
250 people, cocktail hour/banquet/dance, Sheraton Northwest, have used Interna-
tional Market Square for Awards banquet.
Thermo-Serv; Anoka -most meetings in-house, four to five meetings of one day
or less, 10 to 30 people held at the Radisson (Quality) Inn - Plymouth, Holiday
Inn International; also, occasional small meetings/luncheons at area restau-
rants.
Area government, hospital and educational organizations also occasionally use
area restaurants and hotels for meetings. Most meetings are held in-house,
however. Price is the major concern for these groups and few have the luxury
of arranging many meetings over several days or with food functions.
The information elicited from representatives at various area firms as well as
other previous experience in hotel banquet space studies shows that location
(close to the firm's offices) of a meeting facility is foremost in the minds of
corporate meeting planners. Service is next on the list, followed by price and
meeting room layout. The companies we sampled hold a wide range of meeting
sizes and types: From small luncheon meetings with as few as five persons to
large national sales meetings of 300 or more lasting several days, there is
clearly a major market for corporate meetings in the north area. All of the
business generated by these firms could be accommodated by existing facilities
in the north area. Most of the meetings fall into the 15 to 40 person cate-
gory, do not involve sleeping rooms but do include at least one food function.
These type of meetings can be held at several restaurants in the north suburban
area, as well as area golf clubs or community centers, in addition to hotels.
F
There does not appear to be substantial growth in the number of meer~g
by the companies we sampled. Size of meeting is increasing in some caI
1 clearly the growth in this segment will come from smaller firms expanding o
those new in the area. Association meetings and banquets may thus represent y
greater growth potential as the employment base increases thus expanding the
size of local association chapters or the formation of new chapters.
The variation in prices paid by corporate groups relates to the size of the
meeting, number of banquet rooms required and whether there are any food func-
tions or sleeping rooms involved. When a meal is served in the same room as
the meeting, there is usually no charge or a fee of $25 to $100 while cost for
meeting space without food can range from $100 to over $500 per day depending
on size of the group. Larger meetings that also involve sleeping rooms lower
the charge for meeting space.
Most of the persons we spoke with expressed interest in a meeting facility on
the Earle Brown Farm. Convenient location and the "different environment" were
cited most often as reasons why they would consider the proposed trade
' show/convention facility. A few concerns were voiced, all of which would be
addressed in the design, arrangement and marketing of the facility. Access to
the site was mentioned by just one person, although several mentioned the need
' for audio visual equipment, on-site food service and efficient, attractive
meeting rooms.
There is an opportunity for meeting space on the Earle Brown Farm to attract-
corporate business. Sleeping rooms are not an important factor in choosing
most meeting sites. The character of the buildings on the Earle Brown Farm
especially with new landscaping to improve the park-like atmosphere - will be a
' very attractive alternative to traditional meeting rooms. As one person inter-
viewed at Promeon stated "a Ramada is a Ramada is a Ramada." Designed and
marketed property, the Earle Brown Farm is exceptionally convenient and has
' strong potential for corporate business from beyond the immediate area due to
its unique setting. Business new to the area will be a boost to the hospital-
ity industry in general; business taken from existing properties (as may very
well happen) may cause conflict between the proposed facility's goals of both
' self-sufficiency and supporting area hotels.
Consumer Trade Shows
Consumer trade shows, which we have defined to include promoters of "hobby"
exhibits, are difficult to identify, no less quantify in terms of number or
' size. The variety of such groups seems endless including craft shows, elec-
tronic (i.e., radio and computer shows), flea markets, swap meets (i.e. motor-
cycle parts), art shows and exhibits by collecting groups of all types: coins,
baseball cards, etc.
These functions are nearly always held on weekend days to maximize attendance.
Price is the major factor in site selection for most groups, although access
and fucntional space (open exhibit area) are also important. Food functions
are rarely included but many groups like having restaurants close by.
Interviews conducted with area exhibit managers revealed that this source of
demand is growing. The Anoka Armory is booked up one year in advance and the
1
co
.
w
Us
,
Columbia Arena, which is available only four months a year, traditionl
'
most of those days booked. Many of these groups look for new spaces that can
adequately handle their needs at low cost. One group, the Twin City FM Club -
(which holds an annual computer/ham radio show) used the Richfield High School
last year and is at the Brooklyn Park campus of the Hennepin Technical College
'
this year. This group is growing so rapidly that they expect to outgrow their
current location within two years and feel the Hippodrome would be attractive
for their exhibits and seminars.
'
We discovered that space needs of these groups vary'as much as their types. A
number of large shows would not be able to fit into the Hippodrome, including
'
the most well known such as the Home and Garden Show and the Boat Show. Most
of the smaller groups would not need the entire space of the Hippodrome but may
be willing to pay a bit more for it because of its convenient location.
'
The consumer and hobby groups generally do not need or desire the many on-site
services and amenities required by convention and corporate groups. For se-
lected groups some audio-visual equipment will be utilized and food service in
the complex will be utilized but is not essential. Overall, the Earle Brown
Farm will be a desirable location for these types of shows. The convenience of
the site for persons living in the northern and western suburbs as well as
1
Minneapolis combined with the tremendous growth occurring in the surrounding
suburbs (Brooklyn Park, Maple Grove, Plymouth and Coon Rapids) will provide a
large base of attendees for shows and exhibits held at the Hippodrome.
'
Social/Community Functions
'
Social/community functions include parties and banquets (i.e., wedding recep-
tions, birthday and anniversary parties) held by individuals, high school proms
and reunions, fashion shows, rallies and other one time events needing a large
'
enclosed space to accommodate groups of several hundred or more.
As with trade and hobby shows, this source of demand is difficult to quantify.
We discovered through our interviews, however, that most hotel and banquet
facilities book up quickly on weekend evenings and must often turn away busi-
ness. Most of these functions are wedding receptions and other social events
in the 150 to 300 person category. Many places we contacted in the study area
have to turn away business that involves more than 400 persons. While this is
not a large business segment, it does indicate a lack of facilities in the
north area for large groups.
t
Our demographic research presented earlier showed that population, households
and employment are all increasing rapidly in the study area- This will support
continued demand for social and community events. Two of the study area's
'
school districts - Osseo and Anoka Hennepin - are still experiencing growth
while most other metropolitan area school districts are having enrollment de-
clines. This indicates more demand for high school proms, reunions, sports
banquets and awards ceremonies. Other social (i.e., birthday and anniversary
parties) and community group (i.e., Lions Club) events will increase in number
and size pointing toward greater need for banquet and meeting facilities to
serve them. Very few of these functions will need the amount of space avail-
able in the Hippodrome. Properly designed, however, space will allow for more
than one event to take place at once.
r
~
r
~
Social/community functions usually occur on weekend evenings with very 'few bn;,-*
weekdays. our research indicates that demand from this source will exist far.,
the Hippodrome during these peak times but will not supply business during
other periods.
r
Summary
The first two sources of demand cited, conventions with trade shows and corpo-
rate/association business, are potential sources of business for the proposed
Earle Brown Farm development but will utilize space primarily during the week.
'
Most corporate group business needs much less space than what would be avail-
able in the Hippodrome and adjoining stable. Convention groups will not con-
sider the proposed development unless all of their trade show/meeting/banquet
space needs can be met. Even then, a few groups will not want to have sleeping
rooms located away from the convention site. Both groups pay a minimal amount
for meeting/exhibit space based on how many food functions and sleeping rooms
'
are also utilized.
The last two sources of demand, consumer trade and hobby shows and social/com-
munity group functions, occur primarily evenings and weekends, complementing
the convention and corporate market. They are a greater potential source of
'
demand than convention/corporate groups and usually have food. They are not
dependent on having hotel rooms close by.
Both the weekday and evening/weekend groups should be pursued for the
Earle Brown Farm complex with emphasis on food service to provide additional
revenue to the city, but open to all types of functions.
1
1
COMPETITIVE FACILITIES
Introduction
Fop C' ,b_
There are many different types of facilities potentially competitive with the
proposed trade show/meeting/banquet complex on the Earle Brown Farm. Specific
facilities which will be most competitive will depend on the types of groups
targeted when marketing begins for the new complex. These facilities, by the
nature of their size, location, business orientation and market positioning,
will tap different sources of demand potential identified in the previous
section.
We addressed each of the different types of competitive facilities by catalog-
ing together those that attract market segments of the trade show/meeting/ban-
quet industry similar to the ones identified in the Sources of Demand section.
We did not include in our analysis the two largest trade show/convention facil-
ities in the Twin Cities - the Minneapolis Convention Center (now under con-
struction) and the St. Paul Civic Center. These convention centers tend to
attract groups that would not be interested in an Earle Brown Farm complex.
This is because both of these centers are considerably larger (Exhibit space
totaling 127,800 square feet in the old Minneapolis Auditorium and Convention
Hall and 115,000 square feet in the St. Paul Civic Center Complex). Both cen-
ters have a significant amount of additional meeting space. Also, many groups
choose these facilities because of their downtown location and the variety of
shops, restaurants, recreational and cultural attractions in the immediate
area. While there may be a very few groups that are potential business for
both the Earle Brown Farm facility and the two large complexes, the overlap is
not sufficient to consider them competitive.
The types of facilities examined in this section are grouped into four catego-
ries: regional convention hotels, northwest area hotels, government/community
facilities and restaurants and banquet halls.
Regional Convention Hotels
Regional Convention hotels are those large, full service hotels whose main
business segment is group sales. While these hotels also appeal to transient
business travelers and tourists they are designed to accommodate large conven-
tion groups for meetings, exhibits and banquets. They usually have two or more
large spaces for big group meetings or trade shows and a number of smaller
spaces for modest size gatherings, including break-out meeting rooms. There
are at least two restaurants in these hotels, recreation facilities and on-site
convention support services. Amenities such as copying service, car rental
outlet and sundries shop are also often included in convention hotels. Thus,
these hotels provide a self-contained living/working environment meeting all of
the basic needs of convention attendees.
Convention hotels are always located in downtown areas or at major intersec-
tions in or near strong suburban commercial districts. Easy accessibility,
ample parking and proximity to shopping/entertainment areas are important as-
sets of convention hotels.
There are four convention hotels in the Twin Cities, each with at least the`'-.•~t't
same amount of exhibit space as would exist in a revitalized Hippodrome. These
hotels are the Hyatt Regency and Marriott City Center in downtown Minneapolis,
the Radisson St'. Paul is downtown St. Paul and the Radisson South in Blooming-
ton.
The Hyatt Regency, completed in 1979, is by far the largest convention hotel in
' the Twin Cities with 534 sleeping rooms and 15,000 square feet of meeting space
in addition to an adjoining 30,000 square foot exhibit hall. Catering to all
types of groups, conventions and trade shows is a ma"i.nstay of the Hyatt's busi-
ness because of the tremendous amount of function space. In addition, the
Hyatt's proximity to the Minneapolis Convention Center and the Holiday Inn
(across the street) make it an ideal convention headquarters hotel.
' Located on south end of the Nicollet Mall, Minneapolis' main shopping street,
the Hyatt has a number of stores and restaurants located within the building.
There is also a complete health club (with restaurant) in the complex.
' The Marriott-City Center, completed in 1983, has the most sleeping rooms (584)
among Twin City hotels and one of the largest ballrooms (15,000 square feet).
There are meeting rooms adjacent to the ballroom and an entire floor of meeting
space which totals 12,500 square feet. Emphasizing meetings, the Marriott is
one of the finest hotels in the region having raised the standard of lodging
facilities in the Twin Cities. For example, when opened as the Amfac Hotel, it
' was the first hotel to offer 24-hour room service. The Marriott is located in
the very heart of downtown Minneapolis, convenient to all downtown attractions.
It is part of the City Center retail/office complex which includes a Donald-
son's Department Store. Dayton's Department Store, the new Radisson Plaza
Hotel, and the Saks Fifth Avenue Store (under construction) are directly con-
nected to the City Center by skyway.
The Radisson St. Paul was originally completed as a Hilton Hotel in 1968. It
has 475 sleeping rooms, 10,000 square foot ballroom, a 7,300 square foot exhi-
bit hall and nearly 6,000 square feet of additional meeting space. The Radis-
son St. Paul markets to a wide variety of business and convention groups and is
popular because of its extremely well designed meeting and exhibit space. A
multi-million dollar renovation of the hotel was recently completed.
The Radisson St. Paul always charges separately for exhibit space. The quoted
charge is $.35 per net square foot although they will negotiate down to $.25
per net square foot.
The Radisson South Hotel, on the 494 "strip" in Bloomington, is the only large
convention hotel located outside of both downtowns. It has the second largest
number of sleeping rooms (575) after the Marriott-City Center and the second
largest amount of function space (31,000 square feet) after the Hyatt. It
features two ballrooms (the 15,500 square foot Great Hall and 5,000 square foot
Veranda Ballroom) and 12,400 square feet of additional meeting space in five
other rooms. In addition, there are several large parlor suites that can be
used for small meetings and a substantial amount of hallway/pre-function space
often used for exhibits.
The Radisson South has marketed to large convention groups in the past, but
because of its size frequently accommodates several smaller groups at one time.
A total renovation lasting several years was completed recently.
Other convention hotels that have at least 12,000 square feet of function space ~'St
which emphasize group functions include the Thunderbird, Hilton Inn-Airport,
Sofitel on the 494 strip in Bloomington, the Holiday Inn-Downtown Minneapolis,
Sheraton Park Place on Highway 12 in St, Louis Park and the Sheraton Northwest
' in Brooklyn Park. These hotels can also be considered competition for the
proposed trade show/meeting/banquet complex. They will appeal to groups that
have both exhibit and meeting space needs that could be accommodated in the
Hippodrome/stable facility.
All of the hotel salespersons we spoke with emphasized the "total package"
approach both in terms of space needs and costs for space. These hotels make
' their money by selling blocks of sleeping rooms and food functions and base
the charge for exhibit/meeting rooms on the amount of revenue expected from
these portions of the hotel. One of the convention hotel salespersons we in-
terviewed stated that their goal is to generate enough meeting room revenue
overall to meet their convention staff costs. Clearly, there is not any profit
in selling meeting space.
All of the large convention hotels and many of the smaller ones offer amenities
unavailable at the Earle Brown Farm. Without on-site sleeping rooms, a trade
show/meeting/banquet complex is at a disadvantage in attracting convention
groups, and the lack of the other components of a total meeting facility will
further hinder the proposed development. Working with the north area's hotels
to sell a total package to convention groups is a must. Even then, competition
from these other conveniently located full-service facilities will keep demand
' from convention groups to a minimum.
' Study Area Hotels
Hotels in the study area will be somewhat competitive with the proposed devel-
opment for a few small conventions but the major competition will be for area
corporate/association meetings and small to medium size community group/social
functions. Our research indicated that companies, local professional and trade
associations, and community groups (including government and education) all
' prefer to hold functions near where they are based. This limits normal compe-
tition among hotels to those located in the same general area. An Earle Brown
Farm meeting location will attract groups from a slightly broader area, how-
ever, because of its unique setting and convenient location. We therefore
included all full-service hotels on or north of Highway 12 (excluding Minne-
apolis) and west of 35W in our examination. Table 8 shows basic market infor-
mation on the ten full-service hotels in the study area.
' TABLE AND TEXT TO FOLLOW IN FINAL REPORT
Government/Community Facilities
1 Government/ community facilities are those which have a primary function other
than that of a trade show/meeting/banquet location. Space in these buildings
is rented when it is not being used for its primary function. National Guard
Armories are an example of a facility that is unused most of the time by its
main occupant. These locations will be competitive with the proposed develop-
ment primarily for small consumer/collector trade shows but also for
other miscellaneous functions such as flea markets. Table 9 shows the``s~µdy
area government/community facilities that rent out space. This list may*'not be
all-inclusive since a number of such buildings do not actively market their
space and are only used for occasional events.
'
The table shows that most of the facilities have food service available, or at
least preparation areas. A wide range of groups use the nine facilities listed
from boxing matches to small trade shows to wedding receptions. This reveals
the many various types of groups that are potential users of the proposed
Earle Brown Farm development. '
Prices generally range from $250 to $500 per day, including miscellaneous
expenses. Janitorial fees shown separately are usually mandatory. Fees
generally do not include any set-up/tear down, audio-visual equipment or
security fees.
Available space varies much more than price, ranging from approximately 7,000
Square feet at the two armories to nearly 30,000 square feet at the Medina
Ballroom and the Columbia Arena. The larger spaces all rent for $500 per day,
as do some of the community centers. At least as much could be charged for the
Hippodrome depending on the quantity of interior refinishing and support
'
facilities added on or included in the stable. All of the facilities listed in
the table have secondary locations, far less convenient than the Earle Brown
Farm. This will also allow for nigher rental rates.
Study Area Restaurants/Banquet Facilities
' Table 10 lists study area restaurants that cater to groups and banquet
facilities. These will be competitive with the proposed development for small
and medium sized banquets of all types. None have the space of the Hippodrome
' for very large functions/banquets/dances of 1,000 or more persons.
The table shows that most of the facilities can handle groups of 100 or fewer.
' Just 13 of 34 can handle the 150 to 300 person banquet that is the majority of
this source of demand. Only one - Blainbrook Bowl in Blaine - can handle a
banquet for 500 persons or more. This reveals that for very large functions,
including such community events as high school proms, there is an inadequate
' supply of space in the study area forcing some groups to seek larger spaces
(i.e. Town Square in downtown St. Paul) for their events.
Planned and Proposed Developments
There is one hotel under construction in the area, the Northland Inn in
Brooklyn Park, and several more planned. None of them will have the total
amount of meeting/exhibit space that exists in the Hippodrome. These
properties will, however, be competitive for corporate business, some smaller
selected trade shows and the social/community group business segments. This
will make the market more competitive, even considering the expected growth of
all sources of demand. None, however, will be able to handle the large groups
attracted to the Hippodrome.
Besides the Northland Inn, a planned hotel in Fridley will be the most
competitive. Still in its initial stages, the Fridley project will be located
in the northwest quadrant of the intersection of I-694 and Central Avenue.
r r r r r r r r r rr r~ ~ r r r r r r
TABLE 9
STUDY AREA GOVERNMENT/COMMUNITY FACILITIES
Facility/
Location
Brooklyn Park Armory
5500 85th Avenue N.
Brooklyn Park
Comm. Activities Ctr.
5600 85th Avenue N.
Dayton Senior Center
18461 Dayton Street
Dayton
Golden Valley
Comm. Center
8200 Wayzata Blvd.
Robbinsdale High School
Center
Fogerty Ice Arena
9250 Lincoln St. NE
Blaine
Medina Ballroom
500 Highway 55
Hamel/Medina Village
Size (Sq. Ft)/
Capacity
(Banquet Style)
7,020sf.
350 capacity
Not available
250 capacity
Not available
175-200 capacity
Not available
215 capacity
Not available
Cafeteria - 500-600 capacity
Media Ctr. - 3,000sf. /N.A.
Many classrooms - 700sf.
each/N.A.
Ice surface area approxi-
mately 17,000sf.
Large ballroom - 2,800sf.
1,600 capacity, 3 party
rooms, 1,400sf, each, 100
capacity each, Back 40 Bar
capacity 160.
Charge
$250/day plus $60/day
for kitchen, $9/hr.
for janitor.
$300/day for businesses,
$400/day for residents,
$450/day for non-residents.
$25/hr, for food functions,
$20/hr. non-food functions.
$27/hour
$50/hr, cafeteria, $35 to
$50/hr, for media ctr., $20/
hr, per classroom, all rooms
carry an extra $26.65/hr, for
janitorial/security.
Starts at $500/day for ice
surface, extra cost depending
on traffic flow and clean-up
costs.
Large ballroom $500/day,
party rooms $50/day plus
food, Back 40 Bar $75/day
plus food.
Type
of Groups
Small trade shows, craft
sales, boxing matches.
Wedding receptions,
anniversaries, ban-
quets, business
meetings.
Weddings, church
groups, some group
meetings.
Weddings, private
meetings.
Just opened for
`public use.
Concerts, dances, company.
picnics , r'J
,{r
J
Small trade shows, Wed-'$
dings; dances, various
functions,
r
Facilit71
Location
Anoka Armo r y Street
409 F', Minnesota
Columbia ArgiCy Ave. NE
1011 Univer
Minnesota
Fridley,
r r
r
to -
r
TABLE 9 UNITY FACILITIES
TUOY AREA ~vER(contin0i d)
S
SCapaQityt)t
1ze
(Banquet style _
6~720sf. plus
g70 sf.
Charv
large space,
$160/ daY i~or ncluding klt h r
and mess hall Plus $9~
]a torial.
$50Q/day security fees-
~ani.toria
29, ()00 ailable.
Source. Maxfield Research Group, Inc.
o fPe
Groups.
flea
raft ales , colle s
s
C
meets,
raft wrestling,
markets, swap
sports shows.
de shows, col-
Sma ectors'ashows, craft
l
sales.
r
~i
i
f ~
TABLE 10
4
STUDY AREA RESTAURANT/BANQUET
r~~~~
- ` r ~
FACILITIES t'•
i
Dinner
Facility/
No. of Rooms/
Price
Location
Capacity
Range
Comments
Restaurants
Chuck Muer's
Four/35 each
$12.85-
Private parties, smaller
694 at Shingle Crk.
18.16*
company meetings.
Brooklyn Center
50's Grill
One/70
$ 4.95-
Family parties, birthdays.
5524 Brooklyn Blvd.
6.95
Brooklyn Center
T. Wrights
30-300
$10.36-
5800 Shingle Crk.
22.95*
Brooklyn Center
Yen Ching
70t
$ 6.50-
Social parties and functions.
5900 Shingle Crk.
10.00
Brooklyn Center
Bamboo House
One/80
$ 7.00-
Small company meetings, wed-
7321 Zane Avenue
10.00
ding parties, groom's din-
Brooklyn, park
ners, private parties.
Chi-Chi's
One/100-110
$ 5.95-
Parties, smaller meetings.
7355 Regent Av N.
One/20-25
12.95
Brooklyn Park
Gordon's Supper Club
One/35
$ 5.50-
Shriners, Lion's Club, golf
7725 Zane Avenue N.
One/95
20.00
tournaments, grooms dinners.
Brooklyn Park
Large room available Monday
through Wednesday only.
Kelly's Restaurant
One/100
$ 4.25-
Men's Rotary banquets,
85th & Noble Avenue N.
5.50*
groom's dinner.
Brooklyn Park
J.P. Mulligans
One/60
$11.00-
Banquets, groom's dinners,
3005 N. Harbor Lane
14.95
bowling banquets, some wed-
Plymouth
ding receptions.
Tea House
One/20-50
$ 7.25-
Family parties, birthdays.
88 N. Nathan Lane
10.00
Plymouth
TABLE 10
STUDY AREA RESTAURANTS/BANQUET FACILTIES
(Continued y ,
Dinner
Facility/
No. of Rooms/
Price
Location
Capacity
Range
Comments
Restaurants - Continued
Golden Valley House
One/250-450
$ 7.95-
Corporate lunches & dinners,
Motel & Restaurant
Two/60-125
12.95
CPA classes, sample sales,
4820 Highway 55
One/25-40
wedding receptions, anniver-
Golden Valley
sary parties, many varieties
of functions.
Jax of Golden Valley
One/20-38
$ 9.95-
Social parties, groom's din-
604 N. Lilac Drive
17.95
ner's, corporate dinners.
Golden Valley
Piazza's Ristorante
One/30
$ 3.85-
Family parties, groom's din-
8851 7th Avenue N.
9.50
ners, anniversaries, some
Golden Valley
business meetings.
Samurai Japanese 60t $ 8.75- Banquets, wedding receptions,
Steak House 14.50 Christmas parties.
850 Lo usiana Avenue S.
Golden Valley
Nicklow's
One/75
$ 9.75-
Shriners functions,
wedding
3516 N. Lilac Drive
One/250
19.95
receptions, anniver
saries,
Crystal
retirement dinners,
corporate
meetings.
George's in Fridley
One/200-250
$ 7.95-
Weddings, parties,
corporate
3720 E. River Road
11.95
gatherings, sports
banquets,
Fridley
political parties.
Oriental House
15-50t
$ 3.50-
Birthdays, groom's
dinners,
5865 University Ave.
NE
7.00
anniversaries.
Fridley
Shorewood Inn
1201
$ 5.95-
Banquets.
6161 Hwy. 65
30.00
Fridley
Tam's Rice Bowl
One/100
$ 7.00-
Social parties, Lio
n's Club,
1160 Fireside Drive
One/70
15.00*
wedding receptions.
On week-
Fridley
ends, rooms are not
reserv-
able.
1
1
1
1
1
1
1
1
1
1
1
TABLE 10
%
STUDY AREA
RESTAURANTS/BANQUET
FACILITIES
(Continued)
•r
Dinner
Facility/
No, of Rooms/ Price
Location
Capacity Range
Comments
Restaurants - Continued
Dri Dock
One/225
$ 4.00-
No alcohol served. Wed-
1638 NE Highway 10
15.00
ding receptions, parties,
Spring Lake Park
dances.
Tequilaberry's**
One/200
$ 9.95-
Wedding receptions, groom's
133 NW Coon Rapids Blvd.
18.00*
dinners, anniversaries.
Coon Rapids
Room available Sunday through
Thursday only.
Cecere's
One/25
$ 6.75-
Groom's dinners, some wedding
214 Jackson St.
150-200
11.50
receptions, birthday parties,
Anoka
a few meetings.
The Timberline
One/30
$ 7.95-
Corporate meetings, some com-
710 E. River Rd.
One/35
13.95
munity group/social functions
Anoka
grooms, bowling banquets.
Blainbrook Bowl
One/600
$ 5.95-
Mostly large social functions
12000 Central Ave.
(3/200 or
2/300) 12.95
(weddings, holiday parties,
Blaine
etc.)
Bombay Bicycle One/40 $ 4.00- parties, anniversaries, wed-
Club 11.95 ding rehersals, meetings.
199 Northtown Dr.
Blaine
Robert Lee
300t
$ 4.95-
Wedding receptions, retire-
2350 Palmer Drive
16.95
ment parties, birthdays.
New Brighton
Keys 5th Ave. Cafe
70t
$ 3.00-
1182 5th Avenue
6.25
New Brighton
Donatelle's
One/140
$ 8.40-
Bowling/sports, Christmas
2400 Highway 10
One/45
13.00*
parties, retirement parties,
Moundsview
weddings or groom's dinners.
TABLE 10 `
STUDY AREA RESTAURANTS/BANQUET FACILITIES
(Continued)
Dinner
Facility/
No, of Rooms/
Price
Location
Capacity
Range
Comments
Banquet Halls
Knights of Columbus
One/150
$10.00-
Anniversaries, groom's
Crystal
One/250
13.00
dinners, wedding receptions,
One/350
weight watchers.
American Legion
One/330
$ 4.25-
Parties, weddings, community
Coon Rapids
7.50
group meetings, political
functions.
American Legion
One/250
Food must be
Evening business only; mostly
Anoka
One/250
catered in,
weddings, a few corporate
parties/meetings,
VFW Hall
One/100
Food must be
weddings/anniversaries, no
Anoka
One/50-60
catered in,
other types of business ex-
cept VFW functions.
American Legion
One/160
$ 5.50-
Weddings, parties, some
Blaine
9.00
luncheons.
VFW Hall
One/300
$ 3.75-
Weddings, retirement dinners,
Blaine
One/100
7.75
company parties, local draw
area.
*Menu price includes tax and gratuity.
tPart of general dining room, but will reserve it for meetings and banquets.
**Banquet space owned by adjacent Travel Suites Inn, food provided by Tequilaberry's,
Source: Maxfield Research Group, Inc.
CONCLUSIONS AND RECOMMENDATIONS
Study area growth trends and economic development documented in this report
show a vital commercial environment and growing residential base in the north-
western portion of the metropolitan area. The site of the proposed development
is adjacent to one of the largest retail concentrations in the Twin Cities
' metropolitan area, a commercial district which also includes a growing office
base. These factors, combined with nearby lodging facilities, excellent access
and high visibility make the Earle Brown Farm an ideal location for a conven-
tion trade show facility in the north area.
Demand Potential
r Our research indicated increasing demand from all types of groups with the
strongest growth expected in corporate meetings, small exhibit/trade shows and
' social community functions, primarily banquets (including wedding receptions)
and service club community group gatherings. Each source of demand is examined
below. Although increasing demand exists for space, the small amount of reve-
nue possible from each source indicates that no matter what trade show/meet-
ing/banquet facility concept is pursued, the complex will operate at a loss and
need to be heavily subsidized.
' Conventions with Trade Shows, usually held during the week, are experiencing
strong growth primarily in terms of number of attendees as opposed to number of
groups, according to interviews we conducted and data we reviewed from meet-
ing/trade show organizations. Most of these groups utilize sleeping rooms and
those persons we interviewed were not open to the idea of splitting their meet-
ings between different locations. Even if the entire convention could be held
at the Earle Brown Farm, some meeting planners were reluctant to support a
' concept where group functions would be located in a different facility from the
sleeping rooms. The unique setting of the Earle Brown Farm is a plus, but most
of the groups inventoried have greater space needs than can be accommodated by
the Earle Brown Farm. Many of these groups prefer a downtown setting or one
close to the airport, according to our interviews. Finally, convention groups
that utilize sleeping rooms typically get all or a substantial proportion of
their meeting space for free. This minimizes the revenue potential for meeting
space from these groups if sleeping rooms are not a part of a package deal.
For these reasons, convention/trade show groups are not a good fit for a con-
vention center on the Earle Brown Farm. Some groups will be attracted to the
' facility, but this segment will not be a primary source of demand nor will
individual groups generate much revenue.
Corporate Meetings will increase in frequency and represent large demand poten-
tial for weekday business for a meeting facility at the Earle Brown Farm.
These groups are usually small, however, and rarely need exhibit space. Large
meetings and banquets would be well-suited to the Hippodrome and corporate
meeting planners expressed support for a facility on the Earle Brown Farm.
Corporate meetings are held on weekdays and thus would provide business com-
plimentary to the peak banquet/trade show functions held in the evening and, in
particular, on weekends. Pursuing these groups, however, would place the Earle
Brown Farm in direct competition with local hotels. This business segment,
like convention groups, is used to paying very little for meeting space, par-
,
ticula rly when a lunch or dinner is involved. Small meetings w~ nerase as
little as $50 per day. Larger groups generate more revenue but tha=kes
significantly depending on total space utilized, number of breakout roo s.'A
needed and number of food functions. Corporate meetings would be an excefIgnt
source of business for a facility on the Earle Brown Farm, but the city must
determine its willingness to compete with hotels in the area.
Consumer Trade Shows including "hobby" shows are numerous although it is diffi-
cult to ascertain specifics about total number and growth. We did discover
that these groups are used to paying as little as Yp00 a day for locations with
about half the space of the Hippodrome. Most of these groups are less concern-
ed about quality of facility but do find access important. Based on our inter-
views with managers of competing facilities, this business segment is growing
and would be attracted to exhibit space on the Earle Brown Farm. Because ho-
tels are rarely used by these groups, the potential conflict of interest issue
would not arise when pursuing this source of demand.
Social/Community Functions are projected to increase in number as the residen-
tial and employment base of the study area continues its rapid expansion.
Friday and Saturday nights are the most popular for this business segment,
particularly gatherings such as wedding receptions, anniversary dinners, high
school proms and reunions. Area hotels frequently turn down business, particu-
larly for groups in the 300 to 500 person range. This is necessary because
many facilities are booked up far in advance, particularly during peak times.
Also, there are very few facilities in the north area that can handle 500 or
more persons. Smaller community functions are easily accommodated in existing
facilities but larger groups such as graduations, rallies and political gather-
ings are not. These groups do not utilize many sleeping rooms and therefore
are not attractive to hotels unless food functions are involved. These groups
are well-suited to the Hippodrome but are not significant in number. Because
of their non-profit community oriented nature, they too, are not big revenue
producers.
Competitive Issues
The variety of groups which are potential users of the Hippodrome have other
facilities to choose from in the north area. The increase in the supply of
different types of facilities means that a complex on the Earle Brown Farm will
be in competition for all types of groups. Four new hotels have opened (or
will open shortly) in the area: The Ramada across Interstate 94 in Brooklyn
Center, the Travel Suites Inn in Coon Rapids, the Northland Inn in Brooklyn
Park and the Scanticon hotel/conference center in Plymouth. While all of these
have meeting space available, none has as much exhibit space as would be avail-
able in the Hippodrome. Their space, combined with existing hotels and restau-
rants, will be sufficient to meet demand for corporate meetings and small and
medium sized social/community functions over the next three years. With this
competition, price and "package deals" relating to overall cost will become
more important to these groups.
Clearly, a trade show meeting facility will have to be subsidized by tine City
of Brooklyn Center or whatever entity may end up owning the Farm campus. The
level of subsidy will relate to actual operating cost, amount of capital expen-
ditures required to revitalize the farm buildings and the extent to which the
1
city wishes to be price competitive with other facilities. Small(i 0h 6y c.-
' groups using exhibit space currently pay $200 per day for their space at the4_, ~t
Anoka Armory. The new Brooklyn Park Armory however, receives $450 per day for
such events while the Columbia Arena charges $500 per day. How much is charged
will affect the level of demand from all groups and thus total revenue. The
community service function must be factored into the equation, one which is
less a consideration for hotels, banquet facilities and other types of space
' such as armories.
We originally considered two concepts for the Earle -Brown Farm. The first was
a comprehensive convention/trade show complex (minus sleeping rooms) utilizing
' the E and H barns in addition to the Hippodrome/stable. This concept was re-
jected for two reasons. First, the number of groups that would utilize the
entire complex is limited (as few as 10 to 20 per year, in our estimation) and
would generate little revenue vis-a-vis the space used. This would necessitate
selling the space to other groups, notably for local corporate and association
meetings, increasing competition among area hotels and the Earle Brown Farm
' complex.
Second, the E and H barns conceivably could be converted to uses producing
greater revenue than meeting/exhibit space; revenue that would offset operating
' losses from the Hippodrome/stable facility. Overall, competition would be
lessened and total revenue greater utilizing only the Hippodrome/stable for
trade shows meetings and banquets while converting the barns to office use. It
' should be noted that we did not examine the market feasibility of other uses of
the barn nor did we examine financial feasibility of any of the alternatives.
' We estimate that the Hippodrome/stable could attract up to 10 conventions with
trade shows annually, with some additional selected functions (i.e. large ban-
quets) for conventions utilizing area hotels. Corporate business usage will
depend on how aggressively this source of demand is pursued. In any case, most
groups are small and would thus use only a small portion of the proposed cen-
ter, producing little revenue. Consumer trade and hobby shows could be booked
for one-third to one-half of weekend days utilizing at least a portion of the
' Hippodrome. One-half of weekend evenings will be booked for social functions
with peak demand occurring during April, May, June and December.
Recommended Development Concept
We recommend that the Hippodrome be converted for use as a trade show/banquet
' facility complimentary to the existing hotel facilities in the area, if the
city is willing to absorb the inevitable operating losses. The business seg-
ments appropriate for this facility are: 1) large banquets/community functions
' from north area groups, 2) consumer trade and hobby shows with exhibit space
requirements of 13,000 square feet or less, 3) smaller conventions with trade
shows with total space requirements of less than 15,000 square feet.
Competition for the
last group will be from larger Twin City area hotels:
Marriott and Hyatt
Regency
- downtown, Radisson South and Radisson St. Paul and
to a lesser extent
a number
of other area hotels with 5,000 to 10,000 square
feet of meeting and
exhibit
space. There will be little competition for ban-
quet/community larg
e group
functions although revenue will be minimal from
these groups. The
consumer
trade and hobby shows will also consider a variety
1
of miscellaneous facilities in the north area. These groups are very .price
sensitive and, as such have little revenue potential.`
Pricing the Hippodrome at $500 per day or less will place it in a favorable
competitive situation, particularly for the groups that consider the Earle
Brown Farm in conjunction with gatherings at area hotels (i.e., conventions).
Up to $1,000 per day can be achieved from convention/ trade show groups (8,000
square feet rentable times $.20 per square foot over two days) although this
fee would be unacceptable to most community groups, area corporations and pro-
moters of small consumer trade and hobby shows. We•therefore recommend a rent-
al rate of $500 to $1,000 per day, for the Hippodrome only, depending on the
type of group booked, whether additional business is being provided to area
hotels by the group and the exact financial implications relating to financial
feasibility and level of city subsidy deemed acceptable. If only a portion of
the Hippodrome is leased, this rent would be pro-rated based on space used.
Design Considerations
Hippodrome - We recommend the Hippodrome be converted to a banquet/exhibit hall
with movable walls allowing for two or three concurrent functions or different
uses by one group. The Hippodrome should be divisible into different combina-
tions of three to six smaller rooms of various sizes. An entrance foyer should
be added on the east side of the building, or where the Hippodrome is connected
to the stable. The entrance foyer should provide sufficient space for pre-
function gatherings, i.e., registrations and receptions. Space for coat stor-
age and rest rooms should be allotted in this area.
' Servicing different groups using the Hippodrome at the same time may be diffi-
cult without a service corridor along the west side. The entrance foyer could
be used by service personnel, although this may interfere with other groups'
' activities.
Stable - The stable is ideal for support functions and additional meeting
' space. An on-site kitchen is essential to the success of the facility and
could be located in the north section. Smaller meeting rooms (which can also
function as coordinating offices by staff persons of groups using the facility)
should be placed in the south section (nearest the Hippodrome) and, if possible
' on the second level of the north and south section. The central area can be
used for smaller meetings and banquets or converted to restaurant use and re-
served by larger groups when necessary.
' Miscellaneous Space Needs - Allowance of chairs tables audio
visual equipment and the like, must be made somewhere in the Hippodrome/stable
' facility. Also, the portable walls in the Hippodrome will need storage areas.
These may be provided in the area added to the east end of the Hippodrome or,
except for the portable walls, in the stable.
On-site parking should be provided for between 400 and 500 cars. Although
additional parking may be necessary, peak usage of the facility (evenings and
weekends) will occur when other area parking lots are empty.
' Signage should be provided on the streets in the area directing visitors to the
1
F-13 r
proper entrance on Earle Brown Drive. The use of the water totaer=.aCin,.'- der}ti-
fying landmark is also important and will increase awareness of the facklitp~'f°,
among motorists traveling on interstate 94 and Highway 100.
Marketing Considerations
One firm or government entity should be designated to market the facility and
coordinate business with area hotels. A staff person of the North Metro Con-
vention Bureau would be most appropriate for this function. Referrals for
different types of business can be exchanged between the hotels and the conven-
tion bureau to maximize efficiency based on size and type of group and when
other area facilities are booked up. In addition, the Minneapolis and St. Paul
convention bureaus and larger convention hotels will be a good source of refer-
rals for groups ill-suited to their facilities (i.e., too small for the Minnea-
polis Convention Center).
The facility should be promoted in area convention business guides as well as
in any marketing materials for the Twin Cities as a whole or for the north
area. Extensive promotion should surround the renovation of the complex and,
in particular, the grand opening. Press releases, newspaper, advertising and
"groundbreaking" ceremonies should convey the nature of the complex when com-
pleted and the variety of groups that will be served.
Probably the best way to increase business is through capturing and maintaining
a given group's business year after year and through word of mouth. The key
marketing tool will be service. Friendly, cooperative staff persons, and high
quality food will do as much to promote the facility as any advertising. If
service and food quality is poor, much of the potential business for the facil-
ity will be lost and difficult to regain. If flexible, efficient space can be
provided along with good service and high quality food, the volume of business
will be maximized.
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1
HESKIN RESOURCE GROUP, INC.
AGENDA
THE BANDANA SQUARE HISTORIC
COM UN I TY
(a Video Presentation
Produced by the Marketing/
Leasing Staff of the Heskin
Resource Group, Inc.)
INTRODUCTION TO THE HESKIN TEAM
DESIGN/DEVELOPMENT/CONSTRUCTION
MANAGEMENT PROCESS: HIGHLIGHTS
OF THE BEFORE AND AFTER OF THE
BANDANA SQUARE HISTORIC DISTRICT
REHABILITATION COMMUNITY AND OTHER
PROJECTS BY TEAM MEMBERS
DISCUSSION ITEMS:
DEVELOPMENT AND CONSTRUCTION ISSUES
o Historic Research Process
o Cost Containment
o Pricing
o Qualification of Bidders
MARKETING/FEASIBILITY STUDY
o An Assessment of the Draft
Maxfield Study
ORGANIZATION/ADMINISTRATIVE ISSUES
o Organization Chart for the
Joint Venture
o Fees
o Work With Governmental Agencies
o Flow Chart
o Worst/Best Features of the Project
Ellen Higgins
Ellen Higgins
Slide Presentation
Dick Faricy
Greg Watson
Dick Faricy
Jim Cox
Don Lewis
Greg Watson/Ellen Higgins/
Steve Cox
Greg Watson/Steve Cox/
Ellen Higgins
INTRODUCTION TO THE HESKIN TEAM
o The Key People
oo Gregory Watson, Director of
Construction Management for
Heskin
oo Steven Cox, Vice President of
Development and Asset Management
for Heskin
oo Don Lewis, Senior Project Manager
McGough Construction Company
oo Richard Faricy, Principal, and
J i m Cox, Project Manager,
Winsor/Faricy Architects, Inc.
(in affiliation with Janis Blumental,
Principal, Blumentals/Associates, Inc.)
oo Ellen Higgins, President, Management and
Marketing for Heskin
o The Three Key Strengths of the Team
1. The team is highly experienced in historic
rehabilitation in the Twin Cities Area:
'
o Heskin has recently completed the $86 mil
lion
Mixed-use rehabilitation community in St.
Paul's
Energy Park:
Bandana Square
C I i
i
A
n
c
spen
Children's Museum
Atrium Offices
Coach Roa_d Core
~o ~ v'jv~^ Cru~1 a~.,__
o McGouq completed the historic renovation of:
' Butler Square
Fort Snelling
Court International Offices
Burlington Center
o Winsor/Faricv completed the historic research and
' architecture work on: _
Bandana Square
Aspen Clinic
Children's Museum
Atrium Offices
Coach Roaj Complex (in conjunction with Heskin)
International Market Square (Minneapolis)
Landmark Center (St. Paul)
I
' IT IS OUR EXPERIENCE THAT HISTORIC RENOVATION DEMANDS MORE
FOCUSED AND SKILLED ATTENTION THAN NEW CONSTRUCTION AND HENCE,
' ONLY THE SENIOR LEVEL MEMBERS OF OUR ORGANIZATIONS ARE ASSIGNED
TO THE JOB.
II. The team combines design/development/construction
expertise with a working knowledge of the operating
management and marketing functions. of the adaptive
use - even if the Heskin team is chosen only for the
development/construction management of the project -
the knowledge base exists in-house to enhance the
finished product for Brooklyn Center.
111. Even though our group has diverse skills and expertise
in particular areas of real estate, the operating
style of the Heskin organization internally is
team work. We carry that team concept to our
working relationship with our clients and in an
historic rehabilitation project like the Earle
Brown Farm project, the "give and take" of the
team concept is crucial to a successful adaptive
use.
r
DEVELOPMENT/CONSTRUCTION ISSUES:
o Historic Research Process
Included in the Heskin Proposal Booklet is an example of the historic
certification application which shows the pictorial detail needed to
complete the process. Dick Faricy, Jim Cox and Greg Watson will present
more information on this point.
o Cost Containment Philosophy
Change orders can best be minimized through value engineering. It is
our philosophy to closely review all plans and specifications generated
in the design development phase of the architectural and engineering
process as a construction team, i.e. the architect, engineer,
construction manager, and the general contractor.
By reviewing all construction documents as a team, we are able to
eliminate possible costly details and materials, and make adjustments to
the overall design that will benefit the project budget without
compromising design.
(Best Value)
All our documentation follows the AIA format which is an industry
standard and provides an excellent system of tracking costs. In
addition, our computer job cost programs insure that any changes to
contract amount can be updated daily, if need be, to assess total cost
impact to the project budget.
It is our desire that all Change Orders are subject to review and
signature by the owner, the construction manager, and the architect and
engineer.
o Pricing
Typically, our contracts are negotiated as stipulated sums not to
exceed. We feel that any deviation from this is a consideration of the
total project budget, i.e. is the need to cut additional cost a factor
to offer a shared profit or, can we, by the process of value
engineering, insure that construction costs are kept in check to the
degree that a hard dollars contract is more desireable.
o Qualification of Bidders
Mr. Don Lewis of McGough Construction Co. will be addressing this issue.
I ,
MARKETING/FEASIBILITY STUDY - AN ASSESSMENT
' o Overall
Excellent initial working document providing a springboard for planning
and working towards the appropriate mix of uses at the site.
o Financial Analysis
Although the study does not attempt a financial feasibility analysis, it
does conclude and emphasize that limiting the development planning to a
trade show - business meeting - social/community function center will
'
demand significant operating subsidy from the owner.
o Alternative/Modification to Planned Use and Revenue Generating
'
Functions of Other Buildings
The study does not cover this issue. Based on the study data, however,
the committee and the management team could review feasibility of some
alternative/modified concepts - but compatibile uses - to possibly
generate more revenue (e.g. commercial restaurant, small inn, bed and
breakfast concept, programmed conference/seminar center, office space
'
etc.).
The data also generates some need for discussion of the alternatives to
"pure" historic preservation (costly restoration); perhaps, a mix of
restoration and replication.
. 1
1
Organizational Structure and Unique Strengths of the Heskin Team - In a
Nutshell.
With the addition of the Winsor/Faricy members to the team, the organizational
structure lays out as follows:
Earle Brown Farm Project
Rehabilitation/HRA Committee
"Owner"
Hoskin Resource Group, Inc.
"Construction. Manager"
Prime Contact: Greg Watson
Back-Up Contact: Steve Cox
t
t
Winsor/Faricy Architects, Inc. on an
"Senior Designers - "As Needed
Historic Building Architects" Basis'Q
Dick Faricy, Jim Cox During I
.L Planning
(In Affiliation With) and I
Blumentals/Architects, Inc. Development
McGough Construction Co.
Don Lewis, Senior Project
Director
Project Manager: Doug George
Project Superintendent: George Fox
Stage t
i
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w
Hoskin Resource Group, Inc.
"Property Management/Leasing/Marketing Division"
Ellen Higgins/Sheila Moar
The Hoskin team demonstrates extensive experience in historic rehabilitation and
adaptive use and, with the additional strength of the Winsor/Faricy Architects,
presents a complete package of senior level attention and personnel in the areas of:
Historic Renovation Research
Historic Architectural Detail and Quality
Project Development Expertise
Construction Management and Supervision
Organizational/Administrative Issues Continued:
' o Fees
Heskin's Construction Management fees for this type of rehabilitation work
' are typically a percentage of project cost plus reimbursement for
reasonable out-of-pocket expenses incurred. This negotiable fee covers the
services within the scope of the contract of the construction management
principals (Gregory Watson and Steven Cox) and the supportive construction
project coordinator and accounting staff assigned to this job. We are
flexible in setting the fee structure (percentage or hourly rates, e.g.)
' If services of other Heskin principals were utilized (other than on the
ancillary, supportive review of the construction management function which
is included in the above fee) the hourly rates are as follows:
Ellen Higgins
Raymond Cunningham (1 1/2 times actual overhead expense)
Sheila Moar
o Work With Other Governmental Agencies
Heskin has worked closely with the following governmental agencies within
the last four years:
Port Authority of City of St. Paul
Planning & Economic Development Divison of the
City of St. Paul
Housing & Redevelopment Authority of the City of
St. Louis Park
Minneapolis Community Development Agency
Minnesota Housing and Finance Administration
Minnesota Historical Society
United States Department of Interior (Historic Rehabilitation)
In our experience, work with governmental agencies is facilitated by:
Early agreement on the economic, historic and
community goals of the project.
Early agreement on the overall plan, projected
budget and targeted timeline.
Identification of the governmental committee
representing the "owner" and designation of
their scope of authority.
Identification of the key contact representative
of the committee for daily, operational issues.
Participation of the government contact representative .
in initial planning sessions and on-going reporting
sessions.
Regular reporting by the "team" to the government
contact representative who, in turn, fully reports
back to the governmental committee.
o Flow Chart
Steven Cox will highlight the development process from
the flow chart. (Handout)
o Worst/Best Features of the Project
Worst:
Healthy tension between and among the goals of
- historic preservation (typically higher cost)
with
- economic self-sufficiency (finding the revenue source)
with
- community enhancement and access (finding the right
use at the right low cost)
Best:
It is an opportunity to do what Heskin does best:
reconstructing historic facilities for productive
community use.
' PLANNING FOR PROJECT
DEVELOPMENT/REPOSITIONING
III
' A diagram of the process wherein the lender and/or the owner
and the Heskin Group play clearly coordinated roles
in the realization ur repositiuning of a project.
'Market Analysis
Project/Site Location
7
' Inventory of Existing
1 Conditions
Political/ ~ financial
Physical it !1 Cultural 11 Cumpetitiun Reoulatory operational
` Strengths GOALS 'deaknesses
' Preliminary Program
Analytic Studies/
Research Issues Consultants
' Options
Fina cial
' Cash Flow ~ yyyy / I [nvestren:
Projections Feasibility C I Returns
J
Recommended Plan of Action
' Project Projec~
Budget Esti.ate
' Implementation Strategy
Oevelopment/ Marketing/ Pruperty Operations
Financial Construction Management Leasing and
teloprient Administration Tasks Tasks Management
basks Tasks
ti
i Pricing
Federal/ Budget b Pricing Marketing/Leasing and
a tic Design Statel Objectives Bidding
{
a- Local
~
ecesign Approvals Value Engineering Marketing/Leasing
Plan Service Contracts
lo;aen* Scheduling/Purchasing Oevelup
-i.e Project Finance Media/Ad - PR Cunsultants Budgets
s:r,cta-e !n Place
Manage
Construction Supervision On-Site
Structure b Monitor Persunnel
nz:ruction Tenant Improvements Cuntact Pruspects/
-=cements and Tenant Improvements On-Site Sales/Leasing
Incentive Packages Punchlists/Completiun Maintenance
Collections
:nte n ors Munitur Sales/
- ,.eni[ies Review and Monitoring Lease Progress
Par<ing Budgets Tenant
Relatiuns
Sales/Traffic Reports
Turnuver/
Regular Repurting Releasing
' Completed/Repositioned
Development
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