HomeMy WebLinkAbout2005 02-14 EDAP EDA MEETING
City of Brooklyn Center
February 14, 2005 AGENDA
1. Call to Order
2. Roll Call
3. Approval of Agenda and Consent Agenda
—The following items are considered to be routine by the Economic Development Authority
(EDA) and will be enacted by one motion. There will be no separate discussion of these
items unless a Commissioner so requests, in which event the item will be removed from the
consent agenda and considered at the end of Commission Consideration Items.
a. Approval of Minutes
Commissioners not present at meetings will be recorded as abstaining from the vote
on the minutes.
1. January 24, 2005 Regular Session
4. Commission Consideration Item
a. Resolution Authorizing the Acquisition of Excess Mn/DOT Right Of Way Property
and Calling a Public Hearing on the Sale Thereof to Eastbrook Properties, LLC
-Requested Commission Action:
Motion to adopt resolution.
b. Resolution Authorizing the City of Brooklyn Center Economic Development
Authority (EDA) to Enter into an Agreement With Flik International Corp for Food
Service Management at the Earle Brown Heritage Center
-Requested Commission Action:
Motion to adopt resolution.
C. Resolution Supporting Hennepin County Consideration of Housing Bonds for Senior
Housing Project in Brooklyn Center and Continued Development of a Potential
Development Agreement With Volunteers of America
-Requested Commission Action:
Motion to adopt resolution.
5. Adjournment
EDA Agenda Item No. 3a
MINUTES OF THE PROCEEDINGS OF THE
ECONOMIC DEVELOPMENT AUTHORITY
OF THE CITY OF BROOKLYN CENTER
IN THE COUNTY OF HENNEPIN AND THE
STATE OF MINNESOTA
REGULAR SESSION
JANUARY 24, 2005
CITY HALL COUNCIL CHAMBERS
1. CALL TO ORDER
The Brooklyn Center Economic Development Authority (EDA) met in Regular Session and was
called to order at 9:10 p.m. by President Myrna Kragness.
2. ROLL CALL
President Myrna Kragness and Commissioners Kathleen Carmody, Kay Lasman, Diane Niesen, and
Mary O'Connor. Also present were Acting City Manager Curt Boganey, Public Works Director /City
Engineer Todd Blomstrom, Community Development Director Brad Hoffman, Planning and Zoning
Specialist Ron Warren, City Attorney Charlie LeFevere, and City Clerk Sharon Knutson.
3. APPROVAL OF AGENDA AND CONSENT AGENDA
A motion by Commissioner Carmody, seconded by Commissioner Lasman to approve the agenda
and consent agenda. Motion passed unanimously.
3a. APPROVAL OF MINUTES
A motion by Commissioner Carmody, seconded by Commissioner Lasman to approve the
January 10, 2005, Regular Session minutes. Motion passed unanimously.
4. COMMISSION CONSIDERATION ITEM
4a. RESOLUTION ESTABLISHING PUBLIC MEETING DATES FOR THE
OPPORTUNITY SITE PLANNING AND DESIGN STANDARD STUDY
Acting City Manager Curt Boganey explained that at the December 13, 2004, meeting of the EDA,
the EDA adopted a resolution selecting Damon Farber as the Urban Design Consultant for the
Opportunity Site Project. The proposal from Damon Farber recommended three public meetings.
Two of the public meetings were to present and discuss the design and development standards and
plan with the general public. The third public meeting was to include the City Council and chairs of
the City advisory commissions as well as the general public. He explained there has been a slight
modification to the meeting schedule. There was a meeting on January 6 with the design team and
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they proposed a meeting schedule which provides for three public meetings on the following dates:
April 13, May 11, and June 15. The meeting of April 13 will be to present analysis and concepts for
input. The meeting on May 11 will be to present refined concept. The meeting on June 15 will be to
present plan and design standards. Following the public meetings, there will be further refinement of
the plan, several meetings with the task force, and the final concept standards and RFP are proposed
to be presented to the City Council on September 12, 2005.
Commissioner O'Connor inquired if the task for meets prior to the April 13 public meeting.
Community Development Director Brad Hoffman responded that the task force will meet the first
week of February.
There was discussion regarding whether or not Council Members could attend the task force
meetings, and it was consensus that the meetings are open to the public for people to observe but not
to participate on the task force.
There was further discussion regarding communicating the dates of the task force meetings to the
general public. Councilmember Niesen inquired if the dates would be provided on the City public
meeting calendar, and Mr. Boganey responded affirmatively.
The Commission discussed the Opportunity Site Project regarding the businesses and surrounding
properties and the area that the project encompasses. There was discussion regarding whether the
surrounding properties had been notified about the study. Mr. Hoffman indicated that all businesses
and surrounding properties had been notified about the study and there had been discussion with
Brookdale Ford regarding its relocation.
There was further discussion regarding businesses in Brooklyn Center. Commissioner O'Connor
stated that there are close to 50 businesses that would be involved in this Opportunity Site Area.
President Krangness indicated that the City does not have open land for new development, so it is
important to renew and redevelop the old buildings and comply with new codes and standards.
Commissioner Carmody explained that it is cost prohibitive to bring existing buildings up to code,
and that is why they need to be removed and replaced with new development.
RESOLUTION NO. 2005 -02
Commissioner Lasman introduced the following resolution and moved its adoption:
RESOLUTION ESTABLISHING PUBLIC MEETING DATES FOR THE OPPORTUNITY SITE
PLANNING AND DESIGN STANDARD STUDY
The motion for the adoption of the foregoing resolution was duly seconded by Commissioner
Carmody. Motion passed unanimously.
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5. ADJOURNMENT
A motion by Commissioner Carmody, seconded by Commissioner Lasman to adjourn the meeting at
9:37 p.m. Motion passed unanimously.
President
I
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EDA Agenda Item No. 4a
City of Brooklyn Center
A Millennium Community
MEMORANDUM
TO: Michael I McCauley, City Manager
FROM: Brad Hoffman, Community Development Director
DATE: February 9, 2005
SUBJECT: Eastbrook Land Sale
The resolution before the EDA this evening calls a public hearing on the sale of land and
authorizes the EDA to acquire property from the State of Minnesota (MnDOT). The date for the
public hearing would be March 14, 2005. The land is the excess taking for 252. The site is south
of 69 Avenue and west of 252. MnDOT can not sell excess land directly to individuals and
procedurally the land is sold to the local authority and then to the individual.
The land in question is phase 2 of the Eastbrook plat and has received preliminary approval from
the City. Prior to the EDA acquiring the property, Mr. Evanson will enter into a development
agreement with the EDA and will pay all cost incurred by the EDA associated with his purchase
of the MnDOT property. The development agreement will also be on the agenda on the 14 of
March. Mr. Evanson will be at the meeting Monday evening to answer questions from the board.
0 6301 Shingle Creek Parkway Recreation and Community Center Phone TDD Number
Brooklyn Center, MN 55430 -2199 (763) 569 -3400
City Hall TDD Number (763) 569 -3300 FAX (763) 569 -3434
FAX (763) 569 -3494
www.cityofbrooklyncenter.org
Commissioner introduced the following resolution and
moved its adoption:
EDA RESOLUTION NO.
RESOLUTION AUTHORIZING THE ACQUISITION OF EXCESS MN /DOT
RIGHT OF WAY PROPERTY AND CALLING A PUBLIC HEARING ON THE
SALE THEREOF TO EASTBROOK PROPERTIES, LLC
WHEREAS, the Economic Development Authority "EDA has been advised by the
Minnesota Department of Transportation that it is willing to convey certain excess right of way,
legally described as follows:
That part of Tracts A and B described below:
Tract A. That part of Lot 24, Auditor's Subdivision Number 310, shown as Parcel 17 on
Minnesota Department of Transportation Right of Way Plat No. 27 -20 as the same is
on file and of record in the office of the County Recorder in and for Hennepin
County, Minnesota;
Tract B. Lots 25, 26 and the south 112 feet of Lot 27, Auditor's Subdivision Number 310,
according to the plat thereof on file and of record in the office of the County
Recorder in and for Hennepin County, Minnesota;
which lies westerly f Line 1 described escribed below:
Line 1. Commencing at Right of Way Boundary Corner B35 as shown on said Plat No. 27-
20; thence westerly on an azimuth of 269 degrees 35 minutes 20 seconds along the
boundary of said plat for 195.49 feet to the point of beginning of Line 1 to be
described; thence on an azimuth of 354 degrees 58 minutes 30 seconds for 268.52
feet; thence on an azimuth of 89 degrees 35 minutes 20 seconds for 129.14 feet;
thence on an azimuth of 355 degrees 02 minutes 49 seconds for 112.35 feet to Right
of Way Boundary Corner B40 as shown on said Plat No. 27 -20 and there
terminating;
Subject to the following restriction:
No access shall be permitted to Trunk Highway No. 110, renumbered 252, from the lands herein
conveyed.
(the "Property to the EDA; and
EDA RESOLUTION NO.
WHEREAS, the EDA has determined that such Property is underutilized, is not being
put to any productive use, and is in danger of being or becoming a blight or blighting influence on
the City of Brooklyn Center and that acquisition of the Property and development thereof with single
family residential housing would be in the best interest of the City and its people and would further
the general plan for economic development of the City; and
WHEREAS, the EDA has received a proposal for the purchase of the Property from
Eastbrook Properties, LLC; and
WHEREAS, Minnesota Statutes, Section 469.105 requires a public hearing on the
proposed sale.
NOW THEREFORE, BE IT RESOLVED, by the Brooklyn Center Economic
Development Authority, as follows:
1. The EDA will hold a public hearing on the sale of the Property in accordance with
the terms of the purchase agreement received by the EDA, at its meeting of
March 14, 2005.
2. The Executive Director is authorized and directed to take such steps as are necessary
to publish notice of such hearing as required by law.
February 14. 2005
Date President
The motion for the adoption of the foregoing resolution was duly seconded by commissioner
and upon vote being taken thereon, the following voted in favor thereof:
and the following voted against the same:
whereupon said resolution was declared duly passed and adopted.
EDA Agenda Item No. -4b
MEMORANDUM
TO: Michael McCauley, Executive Director EDA
FROM: Curt Boganey, Assistant City Mana?
DATE: February 4, 2005
SUBJECT: Agreement for Food Service Earle Brown Heritage Center
Recommendation:
I recommend adoption of the resolution authorizing the execution of a three year
agreement between the Economic Development Authority and Flik Corp for food service
management at the Earle Brown Heritage Center
Background:
On December 13, 2004, the EDA authorized a two month extension through February 28,
2005, of the food service management agreement with Flik Corp. This extension was
granted so that the administration would have sufficient time to complete negotiations
with Flik for new multi -year agreement.
I am pleased to report that we have successfully completed negotiations for a new three
year agreement that will continue this constructive partnership at the Earle Brown
Heritage Center. This new agreement maintains the standards of service quality while
improving the
previous document in several ways.
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Significant Contract Elements
Effective date January 1, 2005
Base Management Fee $100,000 (No change)
Sixty thousand dollar ($60,000) non reimbursable contribution by Flick Corp for
Catering Facility Improvements at the EBHC
Revised Cost of Business Incentive Schedule (Inflation adjusted)
New Cost of Business Penalty Schedule
Revised Cost of Business Definition
Adjustment in fringe benefit rate
Since the first agreement with Flik adopted in December 1998, the base management fee
has been one hundred thousand dollars ($100,000) annually. This agreement continues
the same base management fee amount.
As part of the renewal negotiations, Flik has agreed to make a non reimbursable
contribution of sixty thousand dollars ($60,000) in the first year of the contract for
mutually agreed upon catering facility improvements. These improvements have yet to be
agreed upon, but the primary objective is to make improvements that add to the
productivity and or profitability of the catering service.
Previous contracts included a fairly complicated incentive schedule that paid the Manager
an incentive reward related to the Cost of Catering Business. The amount of incentive
reward escalated as food and beverage sales increased from one tier to the next. For
example the incentive payment increased from 20% of the Management Fee to 100% of
the Management Fee as sales increased from $2,088,000 to $3,016,000. Under this
formula the Manager earned an incentive payment of about $39,000.00 in 2004. Because
the sales tiers were not adjusted annually for inflation, some portion of the incentive
payment earned has been the result of cost escalation rather than performance.
The revised incentive schedule is simplified and the Cost of Business threshold will
adjust annually by 2.25
The new agreement has a Cost of Business penalty provision. Under the previous
agreement there was no meaningful financial penalty if the Manager failed to meet the
Cost of Business target. Under the old agreement if the Cost of Catering exceeded the
target the potential incentive reward would be reduced. In some years this meant no
incentive award was given but the base management fee of $100,000 was not affected.
Under the new agreement failure to contain Catering Cost at the target level will result in
a reduction in the 100,000 base management fee.
Finally, we have revised the definition of Catering Cost of Business. The fundamental
change was to make sure that we only include items in this definition that the Manger has
direct control or influence over such as cost of product and labor. We believe this
modification provides for a fairer incentive /penalty measure.
The fringe benefit reimbursement has been increased from 27% to 30% to better reflect
the increasing cost of health and other benefits paid by the Manager.
Summary:
The Earle Brown Heritage Center has enjoyed a very successful working relationship
with Flik Corp since 1999 when the first food service management agreement was
established. The current agreement with Flik Corp expires on February 28, 2005. The
administration has negotiated a new agreement that will continue this partnership for
three additional years.
The new agreement is the result of negotiations and we believe results in a fair and
equitable result for all parties. Therefore, it is recommended that the EDA adopt the
resolution authorizing the Executive Director to enter into a new three year agreement
with Flik Corp for food management services at the Earle Brown Heritage Center.
Commissioner introduced the following resolution and
moved its adoption:
EDA RESOLUTION NO.
RESOLUTION AUTHORIZING THE CITY OF BROOKLYN CENTER
ECONOMIC DEVELOPMENT AUTHORITY (EDA) TO ENTER INTO AN
AGREEMENT WITH FLIK INTERNATIONAL CORP FOR FOOD SERVICE
MANAGEMENT AT THE EARLE BROWN HERITAGE CENTER
WHEREAS, the current contract for Food Service Management with Flik
International Corp will expire February 28, 2005; and
WHEREAS, the EDA has been well served by Flik International Corp in the past and
it would be in the EDA's interest to enter into a new agreement with Flik International Corp for a
period of three years; and
WHEREAS, Flik International Corp and the EDA have reached a proposed agreement
regarding the conditions and parameters for continued food service management as set forth in
Exhibit "A" which is attached hereto and incorporated herein by reference.
NOW, THEREFORE, BE IT RESOLVED by the Economic Development Authority
in and for the City of Brooklyn Center that the Executive Director of the Economic Development
Authority be and hereby is authorized to execute the agreement with Flik International Corp for Food
Service Management at the Earle Brown Heritage Center as set forth in Exhibit "A" with such
language changes as may be necessary to clarify an terms provided such language chan
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change the substance of the terms set forth in the attached agreement.
February 14, 2005
Date President
The motion for the adoption of the foregoing resolution was duly seconded by commissioner
and upon vote being taken thereon, the following voted in favor thereof:
and the following voted against the same:
whereupon said resolution was declared duly passed and adopted.
RESOLUTION NO. EXHIBIT A
AGREEMENT FOR FOOD SERVICE MANAGEMENT,
AGREEMENT dated by and between the Economic Development
Authority in and for the City of Brooklyn Center, a political subdivision of the State of
Minnesota with its principal office located at 6301 Shingle Creek Parkway, Brooklyn Center,
Minnesota 55430 "Owner and Flik International Corp, a New York corporation, with its
principal office located at 3 International Drive, Rye Brook NY 10573( "Manager
WITNE T
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WHEREAS, Owner is the owner of a convention center and exhibit hall called the Earle
Brown Heritage Center "the Buildings in Brooklyn Center, Minnesota; and
WHEREAS, Owner's Buildings are equipped with full kitchens and banquet space for
catered affairs and other special events, collectively the "Catering Facility and
WHEREAS, Owner desires to secure the services of Manager in providing management
services for Owner's Catering Facilities as desired by Owner; and
WHEREAS, Manager is experienced in the management and operation of commercial
food and beverage operations and is in the business of providing management and consultant
services to such enterprises.
NOW, THEREFORE, the arties hereby agree as follows.
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1. ENAGAGEMENT OF MANAGER: Subject to the terms of this Agreement,
Owner hereby engages Manager and grants Manager the exclusive right to supervise and direct
the management and operation of Owner's Catering Facility described in Exhibit A attached
hereto. Manager agrees to operate the Catering Facility in a manner consistent with first class
catering facilities in the Twin Cities as determined by Owner. Manager further agrees to consult
with Owner to keep Owner advised of all policy matters relating to the Catering Facility. Subject
to the foregoing and to the provisions of this Agreement, Manager shall have the control and
discretion with regard to the operation and management of the Catering Facility for customary
purposes and the right to determine all operating policies affecting the appearance of the
Catering Facility, the standards of operation, the quality of service, and all other matters
affecting customer opinion of the Catering Facility. Manager agrees to obtain the approval of the
Owner with respect to all major programs and policy matters which would have a material and
substantial effect upon the reputation and character of the Catering Facility. Owner has engaged
Manager herein as an Independent Contractor.
2. FISCAL YEAR AND ACCOUNTING PERIODS: For purposes of this
Agreement a Fiscal Year is a calendar year. Each Fiscal Year will be made up of twelve
Accounting Periods, each of which is a calendar month.
RESOLUTION NO. EXHIBIT A
3. EOUIPMENT: Owner will furnish, at its own expense and for the use of
Manager, all furniture, fixtures and other equipment necessary for the performance of the
services by Manager including, but not limited to, china, glassware, flatware, trays, utensils and
other smallwares, and office furniture and equipment. Owner will annually allocate $10.000 for
the purpose of replenishing smallwares. Manager will continuously evaluate the physical
appearance of the Catering Facility premises and the furniture, fixtures and equipment therein,
and will recommend to Owner any changes which seem necessary or advisable to Manager. In
connection therewith, Manager will recommend correction of any health or safety hazard
immediately upon the discovery of such hazard. If for any reason, Manager's inventory of
smallwares is not sufficient for any specific event, the Manager, with prior approval of Owner
shall rent smallwares necessary for such event and rental cost shall be included as a Cost of
Business under Paragraph 13 hereof.
Manager, at Owner's sole expense, will maintain and repair all such equipment and, from
time to time, will replace and furnish such additional equipment as may be reasonably necessary
for the furnishing of services by Manager. Any expenditure for furniture, fixtures and other
equipment for the Catering Facility shall be individually approved by the Owner. Upon
termination of this Agreement, Manager agrees to return to Owner all equipment furnished to it
at any time in good condition, allowing for ordinary wear and tear, reasonable loss and breakage
of smallwares, and damage by fire or the elements.
4.a OWNER REPRESENTATIVE: Owner agrees to appoint one employee of Owner
to whom Manager will be responsible regarding Manager's obligations and under this
Agreement. The appointed Owners representative is named in Exhibit C attached hereto.
4.b MANAGER REPRESENTATIVE: Manager agrees to appoint one of its
employee as its immediate representative for the Catering Facility premises. The appointed
Manager representative is named in Exhibit C attached hereto.
5. UTILITIES: Owner will procure, at its sole expense, all light, power, heat, air
conditioning, hot and cold water, local telephone service, pest extermination service, HVAC
maintenance and garbage and trash disposal service necessary for the Catering Facility premises.
6. CLEANING THE CATERING FACILITY PREMISES: At Owner's sole
expense, Manager agrees to supervise the cleaning and maintenance on a regular and consistent
basis of the following portions of the Catering Facility premises: the entire kitchen, the
dishwashing area, exhaust vents and hoods, plate -up areas and those areas used for clearing after
any catered event.
7. HOURS OF OPERATION AND PREMISES: The hours during which the
Catering Facility shall be open for business shall be as designated by Manager, subject to the
prior written approval of Owner.
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RESOLUTION NO. EXHIBIT A
8. DUTIES OF MANAGER: For Owner's account and at Owner's sole expense,
payable as a Cost of Business in accordance with Section 13(b) hereof, Manager agrees to
supervise the performance of all functions reasonably required for the proper operation and
management of the Catering Facility including, without limitation, the following:
(a) Operate food, dining and beverage services within the Catering Facility premises
and sell therein food, beverages and related items;
(b) Hire, train and supervise all personnel, it being understood that all personnel shall
be employed in the name of Manager, or an affiliate of Manager, and the cost of such personnel
shall be reimbursed by Owner to Manager. Manager employees a bi- weekly payroll schedule
and, accordingly, shall inform Owner on a bi- weekly basis of Owner's current payroll liability.
Manager shall provide and designate one individual to function as the on -site supervisor for all
of Manager's employees providing services under this Agreement. Such on -site supervisor shall
have the authority to act on behalf of the Manager in all matters relating to daily operational
activities of Manager under this Agreement. All hiring, assignment of duties and termination of
any employees shall be under direction of the Manager, provided, however, that (1) the hiring,
assignment of duties and termination of the Manager's on -site management team shall be subject
to the approval of the Owner, and (2) in the case of all other staff, Owner may direct that any one
or more staff members not be assigned to provide services to Owner under this Agreement.
Notwithstanding the foregoing, (i) the costs related to the employment of management personnel
are not included as a Cost of Business and are not reimbursable under this section (unless
previously agreed to by the parties), but are costs to be borne exclusively by the Manager:
Management personnel include all owners and employees of Manager which are not listed or
described on Exhibit E, and (ii) no salaries of any accounting personnel will constitute a Cost of
Business. Manager shall be responsible for all disbursements to employees of wages and
gratuities, all withholdings required by law to be taken from income paid to employees, and the
proper payment and reporting to governmental taxing authorities. No taxes based on income, or
interest or penalties thereon shall be charged to or paid by Owner or be a Cost of Business;
(c) Prepare and serve food consistent with the variety, type and quality found in first-
class Twin Cities catering facilities as determined by Owner;
(d) Procure all necessary food and beverages to be sold in the Catering Facility. Food
and other products billed to Owner shall be at the same cost as is billed to Manager. Manager
represents that it will use all of its corporate purchasing power to secure the most competitive
prices for food and supplies purchased for Owner. In the event that Manager is eligible for any
additional trade discounts purchased at the unit level, such discounts shall be credited to Owner.
If food is purchased through a commissary arrangement under which Manager purchases food in
common for use in the Catering Facility and in Manager's other business enterprises; Manager
shall provide to Owner detailed information on the quantity, type and cost of food purchased for
the commissary; the quantity and type of food used in the Catering Facility; and the amount
charged to Owner as a Cost of Business. Only the pro -rata cost of food purchased for the
commissary; based on the amount of food used at the Catering Facility, may be recovered from
Owner as a Cost of Business;
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RESOLUTION NO. EXHIBIT A
(e) Procure all necessary supplies including, but not limited to, linens, laundry,
uniforms, office supplies and miscellaneous items required;
(f) Collect for food and beverages at the concession stand and cash bars and hold in
the safe in the catering kitchen and deliver to Owner's office on the next business day, and
provide a price'breakdown of revenue categories for each entity to Owner, which will make
payment as appropriate to taxing authorities;
(g) Provide necessary accounting services, including the management of the accounts
payable function and all other accounting and reporting functions that are customarily performed
by first class, well managed catering facility operations, and the production of operating
statements under Paragraph 16. Such accounting services shall be provided at the expense of
Manager and shall not be a Cost of Business;
(h) Provide necessary administration and supervisory services for the Catering
Facility;
(i) Secure and maintain in force insurance coverage insuring both Owner and
Manager (naming Owner as an additional insured) during the term of this Agreement, subject to
the availability of continuation of said coverage upon renewals and subject to Owner's approval
of increased policy premium upon renewals. Attached hereto and marked Exhibit D, is a
Schedule of Insurance for the Catering Facility which has been independently reviewed by
Owner and Manager and hereby approved by both parties. The representative of the Owner shall
be entitled to communicate directly with the insurance agent, or agents, at all times hereafter
with the prior approval of the Manager regarding any matters pertaining to the insurance policies
and coverage itemized in Exhibit D including, but not limited to premium, coverage, deductibles,
claims and renewals. Coverage shall be carried with a carrier holding a Certification of
Authorization (licensed) to do business in the State of Minnesota. Carriers shall have an A.M.
Best's rating of at least B Evidence of such insurance shall be in the form of a Certificate of
Insurance (I.S.O. Accord Form) to be sent to the Owner's representative. This certificate shall
carry a condition that no cancellation or reduction in coverage may be made without thirty days
prior written notice sent to the certificate holder;
0) Comply with all applicable federal, state and local laws, regulations and
ordinances related to Manager's services and obtain all necessary permits and licenses, taking
special care to observe all conditions relating to the on -sale liquor license issued to Owner;
(k) Prepare and submit for Owner's approval no later than July l of each year, annual
operating, advertising and capital expenditures budgets for the following fiscal year;
(1) Initiate and execute promotion, publicity and other functions which will attract
patrons to the Catering Facility. All major promotions or programs shall be subject to the
approval of Owner;
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RESOLUTION NO. EXHIBIT A
i (m) Comply with applicable requirements of the Uniform Contracting Act, Section
471.345 of Minnesota Statutes in connection with the acquisition of property for the Catering
Facility;
(n) Assure that catering staff are professionally attired in a uniform to be agreed upon
by Owner and Manager. Staff shall be properly groomed and wearing approved shoes and name
tags. Such attire shall be mandatory when on the event premises; and
(o) In the event refunds or discounts to customers of catering operations are required
due to complaints about unsatisfactory service by Manager, such refunds or discounts shall be
made by Manager, with the agreement of Owner, from its own funds or, if paid by Owner,
promptly reimbursed by Manager. Such payments by Manager shall not be paid or reimbursed
by Owner as a Cost of Business.
9. PERSONNEL: All personnel employed in connection with the operation of the
Catering Facility shall be subject, from time to time, to such health examination as any proper
governmental authority may require at Owner's expense, payable as a Cost of Business in
accordance with Section 13(a) hereunder. Manager agrees to develop and implement emergency
first aid procedures for all employees.
10. INDEMNITY AND INSURANCE: Manager agrees to indemnify, defend and
hold Owner harmless in connection with any liabilities, claims, obligations, demands, causes of
action or suits, whether based in tort, contract, per statute or other basis arising out of the
Manager's operation of Catering Facility and due to the negligence of the Manager.
Owner agrees to indemnify, defend and hold Manager harmless in connection with any
liabilities, claims, obligations, demands, causes of action or suits whether based in tort, contract,
per statute or other basis arising out of the Catering Facility and due to the negligence of the
Owner. Nothing in this section 1 l shall be deemed a waiver by the Owner of the limitations on
the Owner's liability set forth in Minnesota Statutes, Chapter 466; and the Owner's obligation to
indemnify Manager shall be limited to the amounts set forth therein.
Owner and Manager agree that neither party will make any claim against or seek to
recover from the other for any loss or damage to either party's property or the property of others
or business interruption in so far as the same may be covered by fire or extended coverage or
other insurance.
11. MAINTENANCE OF RECORDS: Manager shall maintain at Manager's
premises records of all Gross Sales (as hereinafter defined), receipts, disbursements and expenses
of the business and operation carried on hereunder, including employee time cards and records
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and such records shall be available for r Owner during an working hours u
review by O u g y g on p
provision of reasonable notice by Owner. Such records, together with all receipts, invoices,
papers, bills, books of account and related data shall be retained by Manager for the period
required by applicable state and federal laws, or for three years, whichever is longer and shall be
available at all reasonable times for inspections and /or audit by Owner, at Owner's expense, with
the assistance of Manager if requested by Owner. Owner shall have the right to have the Catering
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RESOLUTION NO. EXHIBIT A
Facility's books and records audited by an independent public accountant selected by Owner, at
Owner's cost, which cost shall not be borne by the operation.
Manager will furnish to Owner an operating report, as more fully described in Paragraph
16 hereof, showing Gross Sales as the same are defined in Paragraph 14 hereof, the Cost of
Business as the same are defined in Paragraph 13 hereof, and other operating costs including
those listed in Paragraph 13 hereof, each Accounting Period for the operations carried on by
Manager hereunder.
12. NON REIMBURSABLE IMPROVEMENTS: Manager will contribute
60,000 for improvements to the Catering Facility during the first contract year.
Said improvements must be authorized and approved by Owner.
13. COST OF BUSINESS: "Cost of Business" is hereby defined as the sum of the
following items. All elements of the Cost of Business shall be paid or reimbursed by Owner in
accordance with Paragraph 16.
(a) The costs of all Manager's labor performing services with respect to this
Agreement, either on a full time or part time basis. In the event a Manager's employee
does not spend full time performing services with respect to this Agreement, the wage or
salary costs, together with all the ancillary costs concerning such employment noted
below with respect thereto, shall be charged to the Owner on a pro -rata basis based upon
the relative time spent by such employee providing services under this Agreement. A flat
charge of thirty percent (30 of gross payroll (exclusive of bonuses) will be charged for
full time employees to cover payroll tax and employee benefit costs such as for medical
and dental plans, life insurance, FICA, State Unemployment Insurance, workers'
compensation insurance, state disability insurance, profit sharing, 401(k) and payroll and
benefit plan preparation, processing and administration. For part time employees actual
costs for these expenses will be charged. Manager shall provide Owner at all times with a
current wage and salary schedule for all of Managers' employees providing services
under this Agreement whose wages or salaries are reimbursable as a Cost of Business.
The schedule shall indicate the wage or salary rate or range for each category of
employees and identify all employees or categories of employees who are eligible for any
bonus payments in addition to wages or salaries. The schedule in effect as of the date of
this Agreement is attached as Exhibit E. No salaries or wages shall exceed the amount
shown on Exhibit E. Bonuses shall be paid by Manager in accordance with its standard
operating procedures but will not be reimbursed by Owner as a Cost of Business;
(b) The cost of food, food products, liquor, wine, beer, and other beverages,
confections and other merchandise sold in Catering Facility premises or made available
to employees at no charge or a reduced charge;
(c) The cost of all materials and supplies used in the Catering Facility
premises, including, but not limited to, sales tax, delivery and other incidental charges,
linen, laundry, uniforms, paper products, small equipment replacement, silverware,
6
RESOLUTION NO. EXHIBIT A
glassware, china and utensils (The first $12,000 dollars of smallwares cost shall be
excluded from the Cost of Business);
(e) License fees applicable to Owner's and Manager's direct operations
hereunder, such as liquor license fees, but exclusive of any real estate taxes, federal or
state income taxes or any licenses or taxes based upon or measured by income;
(f) Premiums for all insurance required to be carried hereunder, including, but
not limited to, general liability, liquor liability, property business interruption coverage,
and workers' compensation insurance, and for employee benefits, including, but not
limited to, pension, medical and /or dental insurance, life insurance and disability
insurance;
(g) Cost of Business excludes all catering costs contracted by Owner and paid
by Owner, including but not limited to supplies, advertising, printing, communications,
contractual services, insurance, professional services, rentals, repair, maintenance, taxes,
licenses, and utilities. Smallwares purchased by owner in excess of 12,000 will be
included as a Cost of Business.
(h) Expenses incurred to repair and maintain the Catering Facility premises
and equipment, including common area maintenance expenses allocable to the Catering
Facility, but not including expenditures which would be classified as capital
expenditures;
i Advertising, promotion and public relations expenses relating to the
g� P P P g
Building; provided that the amount of such costs shall not from time to time exceed 4%
of Gross Sales without the express written approval of the Owner;
(j) Such other operational costs and expenses as may be incurred from time to
time which are related to the management and operation of the Catering Facility; and
(k) Direct labor costs associated with the utilization of the Owner's employees
at the request and direction of the Manager for catering operations.
(1) Cost of Business do not include overdraft charges on bank accounts
maintained by Manager or late payment or penalty charges to others unless late payment
is caused by the failure by Owner to make prompt payment in accordance with Paragraph
16(b)
(m) An MIS fee in the annual amount of $15,000 payable in equal monthly
installments.
14. FOOD AND BEVERAGE SALES: "Food and Beverage Sales" is hereby defined
as the total revenues and receipts derived from sales made on or from the Catering Facility
premises, as determined by the accrual method of accounting. Food and Beverage Sales shall not
include applicable sales, excise or similar taxes or gratuities other than standard service charges
7
RESOLUTION NO. EXHIBIT A
paid to the Catering Facility's employees, rental fees or building surcharges payable directly to
Owner.
15. MANAGEMENT FEE: As compensation for the services to be rendered hereunder by
Manager, Owner agrees to pay Manager, in accordance with Paragraph 16(b) below, an amount
(the "Management Fee which shall be in the following amounts:
For each calendar year the annual Management Fee shall be One Hundred Thousand Dollars
($100,000).
The Management Fee for each month shall be an amount equal to one twelfth of the annual
Management Fee payable on the first working day of each month beginning on the date stated in
Paragraph 18 as the commencement date of this Agreement. In the event of a partial month at the
beginning or end of the term of this Agreement, the Management Fee shall be pro -rated on the
basis of the number of days in the partial month.
In addition Owner agrees to pay Manager in accordance with Paragraph 16(b) below, an
amount (the "Incentive Fee or Penalty Fee determined as follows:
The Manager shall make every effort to keep "Total Cost of Business" less than 68 of Food and
Beverages Sales.
For Food and Bevergee Sales as defined in Section (14) that exceed $2.250.000 (to be increased
annually by 2.25 No Incentive /penalty when sales do not exceed $2,250,000
Should "Total Cost of Business" Exceed 68 of Food and Beverage Sales the Manager shall pay
a Cost of Business Penalty as follows:
If Total Cost of Business is:
69 or greater of F& B Sales Revenue Cost of Business Penalty 5,000
70 or greater of F& B Sales Revenue Cost of Business Penalty $10,000
71 or greater of F &B Sales Revenue Cost of Business Penalty $20,000
0
Should "Total Cost of Business" be 68 /o or less of Food and Beverage Sales the Manager shall
receive a Cost of Business Incentive Payment as follows:
68 or less of F& B Sales Revenue Cost of Business Incentive 5,000
67 or less of F& B Sales Revenue Cost of Business Incentive $15,000
66 or less of F& B Sales Revenue Cost of Business Incentive $25,000
64 or less of F& B Sales Revenue Cost of Business Incentive $35,000
8
RESOLUTION NO. EXHIBIT A
The Incentive/Penalty Fee shall be determined on an accrual basis of accounting and shall be
payable before the end of January of the year following the calendar year in which it is earned
provided Manager has provided sufficient records and statements to determine the amount
earned.
At Owner's sole expense, Owner may elect to have the Catering Facility's financial
records related to this Agreement audited, to any extent and at any reasonable time deemed
appropriate by Owner, by independent public accountants selected by Owner, at Owner's cost,
which cost shall not be borne by the operation.
16. SETTLEMENT OF ACCOUNTS:
(a) Within fifteen (15) working days after the end of each Accounting Period,
Manager shall prepare and submit to Owner an operating statement setting forth Food
and Beverage Sales, Cost of Business and all other operating costs of the Catering
Facility incurred during the preceding Accounting Period and any other information
concerning the Catering Facility's operations which Owner may reasonably request.
Owner shall prepare and submit to Manager a statement of revenues for the prior
Accounting Period within fifteen (15) working days after the beginning of each
Accounting Period.
(b) Owner shall wire transfer to Manager each month the amount of money
representing a Cost of Business incurred for which Manager has provided information in
sufficient detail for Owner to ascertain that the amount requested is accurate and
represents an element of the Cost of Business.
(c) Manager shall pay all operating expenses of the Catering Facility in
accordance with its standard operating procedures.
(d) Owner will handle all billing and collection for Catering Facility events.
Owner is responsible for Manager's costs if third parties fail to pay Owner for catering
event.
17. COMMENCEMENT OF SERVICES: Manager agrees to commence the
performance of services under this Agreement on the first day of the term of this Agreement, and
services shall continue to be provided during the term of this Agreement until this Agreement is
terminated at any time for any reason by one of the parties in accordance with the provisions of
this Agreement.
18. TERM AND TERMINATION:
(a) The term of this Agreement shall be three years commencing January 1,
2005. However, this Agreement may be terminated at any time by either party if the other
party shall fail to keep, observe or perform any material covenant, agreement, term or
9
RESOLUTION NO. EXHIBIT A
provision of this Agreement and such default shall continue for a period of ten (10) days
after written notice thereof by the party giving notice to the party in default.
(b) In addition this Agreement may be terminated by the Owner without cause
at any time by delivery of sixty (60) days written notice delivered to Manager, and may
be terminated by Manager without cause at any time by delivery of one hundred twenty
(120) days written notice delivered to Owner.
(c) In the event of dissolution, termination of existence, business failure,
appointment of a receiver, assignment for the benefit of creditors or the commencement
of any proceeding under any bankruptcy or insolvency law, or the service of any
attachment, levy, or similar process involving either Manager or Owner, the other party
may at its sole option immediately terminate this Agreement upon giving notice as
provided in Paragraph 21.
(d) Notwithstanding any other provision herein to the contrary, if the right of
the Owner to enter into and perform its obligations under this Agreement is enjoined by a
court of competent jurisdiction, the period during which such injunction is effective shall
be deemed not to be a part of the term of this Agreement, and the Manager shall not be
entitled.to any compensation for any resulting reduction of the term of this Agreement. In
addition, if the right of the Owner to enter into and perform its obligations under this
Agreement is directly or indirectly challenged in a court of law, then the Owner may at
its discretion, terminate this Agreement upon delivery of not less than 15 days notice to
Manager.
19. ATTORNEY FEES: In the event of a controversy between the parties pursuant
to this Agreement requiring the institution of legal proceedings by one party against the other,
each party in such proceeding shall be responsible for payment of its own attorney's fees for
services rendered in connection with the controversy and proceedings unless a court of
competent jurisdiction determines pursuant to Minnesota Statutes, Section 549.21 that a claim is
brought or defended in bad faith, asserts a claim or defense that is frivolous and that is costly to
the other party assets an unfounded position solely to delay the ordinary course of proceedings or
to harass or commits a fraud upon the court. Legal expenses incurred by Manager, with consent
of Owner, in connection with the legal affairs between the Owner and third parties (as contrasted
to legal controversies between Owner and the Manager) shall be paid for by Owner and shall be
included in the Cost of Business as defined in Paragraph 13 hereof.
20. ASSIGNMENT: This Agreement shall not be assignable by either party without
the prior written consent of the other party.
21. NOTICES: All written notices provided for in this Agreement shall be given
by United States certified or registered mail, postage prepaid and return receipt requested, and
addressed as follows:
10
RESOLUTION NO. EXHIBIT A
IF TO OWNER Economic Development Authority
Of the City of Brooklyn Center
6301 Shingle Creek Parkway
Brooklyn Center, Minnesota 55430
Attention: Cornelius Boganey
and
Economic Development Authority
Of the City of Brooklyn Center
6155 Earle Brown Drive
Brooklyn Center, Minnesota 55430
Attention: Judith Bergeland
IF TO MANAGER Flik International Corp
3 International Drive
Rye Brook, NY 10573
Scott Davis, President
22. GOVERNING LAW: This Agreement shall be governed by the laws of the
State of Minnesota.
23. NATURE OF RELATIONSHIP: Nothing contained in this Agreement
shall be construed to create a partnership or joint venture between Owner and
Manager. Save and except for the powers specifically granted to the Manager by
this Agreement, Manager shall have no authority to enter into contracts or
agreements on Owner's behalf without first obtaining Owner's written approval.
24. MODIFICATION: ENTIRE AGREEMENT: WAIVER: This Agreement cannot
be modified orally, or by course of conduct, but only in writing signed by a duly authorized
officer or agent of each party. This Agreement contains the entire understanding of the parties
with respect to the subject matter. No waiver of any default shall be construed to be or constitute
waiver of any subsequent defaults.
25. RESTRICTIONS ON ADVERTISING: The Owner shall not use paid
advertising for the Catering Facility which uses the name of the Manager or any of its related
agencies without the prior consent of the Caterer
26. AGREEMENT NOT TO COMPETE: During the term of this Agreement
Manager shall not own, operate, manage, or otherwise provide food or catering services to any
convention center, banquet facility, special occasion restaurant, historic inn, or other similar
facility within a two hundred fifty (250) mile radius from the, Catering Facility which directly
competes with Owner; provided, however, that Manager may continue to provide such services
at locations at which it currently provides services and at locations listed in Exhibit B attached
hereto. The limitations of this paragraph may be waived by Owner by duly authorized written
consent.
11
RESOLUTION NO. EXHIBIT A
27. PERFORMANCE BOND: Manager shall provide a performance bond, issued by
a surety which is authorized to do business in Minnesota and acceptable to Owner, issued in the
amount of Three Hundred Fifty Thousand Dollars ($350,000) to assure the full and faithful
performance of the Manager under this Agreement and any written modifications hereof.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day
and year first above written.
I
Executive Director
ECONOMIC DEVELOPMENT AUTHORITY
IN AND FOR THE CITY OF BROOKLYN CENTER
FLIK INTERNATIONAL CORP
By
Its
And by
Its
12
EDA Agenda Item No. 4c
Commissioner introduced the following resolution and
moved its adoption:
EDA RESOLUTION NO.
RESOLUTION SUPPORTING HENNEPIN COUNTY CONSIDERATION OF
HOUSING BONDS FOR SENIOR HOUSING PROJECT IN BROOKLYN
CENTER AND CONTINUED DEVELOPMENT OF A POTENTIAL
DEVELOPMENT AGREEMENT WITH VOLUNTEERS OF AMERICA
WHEREAS, the Economic Development Authority in and for the City of Brooklyn
p tY Y n Y
Center (EDA) was approached by the Volunteers of America regarding a proposed 60 unit affordable
senior rental housing project; and
WHEREAS, the Developer, working with the Volunteers of America, has provided
the EDA with a senior housing market analysis from Maxfield Research Inc. indicating a need for
350 affordable senior rental units within Brooklyn Center, and
WHEREAS, the EDA has been considering the proposal for sixty units of affordable
senior housing from the Volunteers of America, and
WHEREAS, the EDA directed staff to consider and explore the possibility of
Hennepin County's participation in the financing of an affordable senior housing development within
Brooklyn Center, and
WHEREAS, a scenario with the participation of Hennepin County results in more
affordable rental rates for seniors and a shorter lease up period for the project; and
WHEREAS, the Economic Development Authority is required to expend Tax
Increment receipts for the benefit of low and moderate income housing in Brooklyn Center; and
i
WHEREAS, the project proposed by Volunteers of America involves an organization
with a proven record of senior housing management; and
WHEREAS, the EDA wishes to proceed further with the development and review of
a framework for a potential redevelopment agreement with Volunteers of America.
NOW, THEREFORE, BE IT RESOLVED by the Economic Development Authority
in and for the City of Brooklyn Center that:
1. The EDA requests that Hennepin County favorably consider participation in the
financing of the Volunteers of America's proposed affordable senior housing
project within Brooklyn Center through the issuance of general obligation bonds
on the part of the Hennepin County HRA.
EDA RESOLUTION NO.
2. The EDA directs staff to negotiate a proposed development agreement with the
Volunteers of America to construct an affordable senior housing project for
consideration by the EDA.
February 14. 2005
Date President
The motion for the adoption of the foregoing Y
oin resolution was duly seconded by commissioner
and upon vote being taken thereon, the following voted in favor thereof:
and the following voted against the same:
whereupon said resolution was declared duly passed and adopted.
of Brooklyn Center, Minnesota
Lake Senior Housing Project
Comparison of City EDA Volunteers of America (VOA) and Hennepin County HRA Scenarios
Citv EDA 7 VOA Countv HRA
City Financial Participation
EDA/VOA Development Agreement Yes Yes
EDA Land Writedown Yes Yes
Tax Increment Financing (Project Requirement) Yes No
Project Financing
Issuer of Bonds to Finance Project City EDA (Conduit) County HRA (G.O.)
Estimated Annual Bond Payments (Term: 30 years) $500,400 $440,400
Property Management/Ownership
Property Management VOA VOA
Land Ownership VOA VOA
Building Ownership during Bond Term VOA HRA
Building Ownership after Bond Term VOA VOA
Property Taxes PILOT (Annual)
Current Taxes to All Entities $19,100 $19,100
Current Taxes to City (37% of Total) $7,100 $7,100
r ated Taxes upon Completion $116,400 $0
,mated Payment in Lieu of Taxes (PILOT) $0 $30,700
Estimated TIF Payment to VOA (90% of Increment) $87,600 $0
Net Taxes PILOT to All Entities $28,800 $30,700
Net Taxes PILOT to City $10,700 $11,400
Rents (Monthly)
Lowest (1 Bedroom, 1 Bath) $1,000 $720
Highest (2 Bedroom Den, 2 Bath) $1,560 $1,390
Average $1,113 $936
MEMORANDUM
TO: Michael McCauley, City Manager
FROM: Brad Hoffman, Community Development Director
DATE: February 8, 2005
SUBJECT: Senior Housing Project
At the December 13 I EDA meeting, staff was directed to determine Hennepin County's
interest in providing the long term financing for an affordable senior housing project in Brooklyn
Center. The proposal with Hennepin County would have Volunteers of America (VOA) owning
the land and entering into a land lease with the Hennepin County HRA. VOA would design and
build the senior building while the HRA would own the building for the term of the bonds (about
30 years). VOA would enter into a asset management agreement with Hennepin County. When
the bonds are retired, ownership of the building would go to VOA. The role of the EDA in the
project would be to write down the cost of the land. The EDA would enter into a development
agreement with VOA which would restrict the use of the building to affordable senior only.
At the December EDA meeting, we discussed 2 different approaches to financing this
project. While the Hennepin County approach seems more complicated, it does provide for the
most affordable rents. Attached is a table comparing the 2 approaches and hopefully clarifying
the difference between them. This project is within the boundaries of TIF District 3 which is
required by state statute to use 15% of the monies generated for affordable housing. All of the
expenditures of the EDA on this project would be credited towards our statutory requirement.
The resolution before the EDA Monday evening would reconfirm our interest in a joint
project with Hennepin County in the development of an affordable senior housing project.
Representatives of VOA should be available to discuss this project with the Board. Also attached
is the market analysis from Maxfield Research as well as site location, site plans and conceptual
elevations.
Land Purchase
Propeme
Line r
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
05 I 05 05 05 05 05 05 I 05 I 05 I 05 I 05 I 05 I 06 I 06 I 06 06 I 06 I 06 I 06 I 06 I 06
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COUNTY
HRA
BROOKLYN
CENTER
ASSET
SENIOR LAND LEASE MANAGEMENT 4—
HOUSING A AGREEMENT
DEVELOPMENT 1
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VOA Architect
BASS LAKE, 0 Construction
LLC Marketing
Management
Builds /ODerates
Land Owner Coordination
Interior Design
DEVELOPMENT
AGREEMENT
BROOKLYN
CENTER EDA
Buy land
CURRENT Sell Funds:
LAND Land Purchase
OWNER Relocation
Demolition
Preoared by DDC 01/18!05
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Aerial View Brooklyn Center
Senior Housing 60 Residences
xfield
Research Inc
October 4, 2004
TO: Mr. Tom Bublitz
City of Brooklyn Center
FROM: Matt Mullins
Maxfield Research Inc.
RE: Preliminary Demand Estimate for Senior Housing in Brooklyn Center,
Minnesota
Introduction/Purpose and Scope of Research
This memorandum contains an assessment of the market potential for senior housing alternatives
in Brooklyn Center, Minnesota. Maxfield Research Inc. calculated the potential demand for
various senior housing products based on the size of the local senior household base, senior
household incomes, home equity potential, and an inventory of existing and planned competitive
senior housing in the Brooklyn Center Market Area.
The methodology used to calculate demand in this memorandum is proprietary to Maxfield Re-
search, but is consistent with methodologies used by analysts throughout the senior housing in-
dustry. It is important to note that the demand estimates and conclusions contained herein are in-
tended to assess the depth of the market for various senior housing alternatives in the Market
Area and to determine whether additional senior product could be supported.
The demand methodology does not take into account the desirability or appropriateness of any
given sites, which may impact demand. A more thorough investigation of the unique character-
istics of the Brooklyn Center Market Area, outlined in a Full Feasibility Study, could reveal
more specific factors that might impact demand and appropriate market positioning.
615 1" Avenue NE #400, Minneapolis, MN 55413
(612) 338 -0012 fax (612) 904 -7979
www.maxfleldresearch.com
Mr. Tom Bublitz October 4, 2004
i City of Brooklyn Center Page 2
Brooklyn Center Market Area
We have determined the primary draw "market area for senior housing located within Brook-
lyn Center. This analysis presents an overview of the demographic and economic characteristics
of the area's target markets. It then defines the various types of senior housing available in to-
day's market and inventories existing senior housing product in the Market Area. Finally, it pre-
sents demand calculations for subsidized independent housing, as well as market rate adult, con
gregate, assisted living, and memory care products, based on the amount and level of competitive
product and our overall conclusions.
Market Area Definition
Based on traffic and community orientation patterns, geographic and man -made barriers, and our
experience in senior housing feasibility, we estimate that roughly 75 percent of the demand for a
senior housing project(s) would come from a draw area that includes the following areas:
Brooklyn Center, Robbinsdale, Crystal, and census tracts from southern Brooklyn Park and
northern Minneapolis. We define this area as the primary draw area (or "Market Area A map
of the Market Area is found on the following page.
A portion of the demand for any senior housing development will come from outside the defined
Market Area. These individuals will include persons currently residing just outside the Market
Area who have an orientation to the area (i.e., church, doctor, etc.); persons who once resided in
the area that desire to move back to be near friends and family, as well as parents of adult chil-
dren living in the Market Area. These groups are estimated to account for at least 20 to 25 per
cent of the total demand for senior housing in the Market Area.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 3
Brooklyn Center
Market Area
Osses r s� 6 -1'�l
s
8raakl7a Part
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AV
Martset Area
L
nn
Oh
Ca�aat
New "a I
Q aai
Maxfwld Research, Inc.
Older Adult (Age 55 Population and Household Trends and Projections
Table 1 presents the older adult (age 55 population and household age distribution for the
Brooklyn Center Market Area as of 1990 and 2000, with 2004 estimates and projections to 2009.
The 1990 and 2000 figures are from the U.S. Census Bureau, while the 2004 estimates and 2009
projections are provided by Claritas, Inc., a nationally recognized economic and demographic
forecasting firm. The projections provided by Claritas, Inc. have been reviewed by Maxfield
Research, Inc. and, where necessary, have been adjusted according to recent local migration
trends and local estimates.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 4
The following are key points from Table 1:
In 2000, the Market Area contained 25,132 persons age 55 and older, 15,056 persons age 65
and older, and 7,210 persons age 75 and older. Between 1990 and 2000, the Market Area's
older adult (55 to 64) population declined by -441 persons, as well as younger seniors (65-
74), with the loss of -620 persons. However, growth among older seniors (75 was very
strong, increasing by 1,620 persons, or 29
Between 2000 and 2009, the Market Area's older adult population is projected to increase by
roughly 3,424 persons (13.6 to about 28,560 persons by 2009. The majority of the growth
will be among persons age 55 to 64 (an increase of over 2,900 people). Seniors age 85 and
over are projected to grow by 31.2% between 2000 and 2009 (530 persons).
Growth among older seniors (75 the primary market for senior housing with services, is
expected to grow slightly this decade. Between 2000 and 2009, older seniors (75+ and the
primary market for senior housing with services) are projected to increase by 574 people
(8.0 and 127 households (2.6
By 2009, it is projected that the Market Area will contain 7,352 households age 55 to 64,
4,663 households age 65 to 74 households, and 5,085 households age 75 Overall, house-
holds age 55 and older are projected to account for one -third of the Market Area's house-
holds.
Like population, householders age 55 to 64 will increase by 1,489, or 25.4% between 2000
and 2009. Householders age 85 and over will increase by about 330 households, or 30.5
Total population and households in the Brooklyn Center Market Area is projected to decline
by about 5% respectively between 2000 and 2009.
MAXFIELD RESEARCH INC.
04
Mr. Tom Bublitz October 4, 20
City of Brooklyn Center Page 5
TABLE 1
OLDER ADULT (55 POPULATION HOUSEHOLD AGE DISTRIBUTION
BROOKLYN CENTER MARKET AREA
1990 -2009
Number of Persons Change
Age 19 1 2000 2004 I I 1 2000-200 9
s
60 to 64 5,334 4,429 5,059 5,671 -905 17.0% 1,242 28.0%
o n iA X80 "M `5 o
70 to 74 3,702 3,778 3,596 3,511 76 2.1 267 7.1 %U
9 43 r 2 1 b6 12- I
80 to 84 1,693 2,252 2,336 2,412 559 33.0% 160 7.1%
_1.3°
55+ 24,573 25,132 26,882 28,556 559 2.3% 3,424 13.6%
Percent 19.1% 17.9% 19.6% 21.4%
€1 70 A ��..�*''a
75+ 5,590 7,210 7,421 7,784 1,620 29.0% 574 8.0%
Percent 4.4% 5.1% 5.4% 5.8%
Ctital;Pop� 28;4621JX ,1 11 "4 1V2091j 133,18 h�Im1F,9a 0$%1 =4 7%
Number of Households Change
Age 1 990 111 I1 II 1990-2000. 2000 -2009 II
.r
;.s.:
65 to 74 5,462 4,832 4,646 4,663 -630 -11.5% -169 -3.5%
tom: Pffit 06 1 I Ism M-
85+ 909 1,079 1,248 1,408 170 18.7% 329 30.5%
55+ 15,629 15,653 16,426 17,100 24 0.2% 1,447 9.2%
Percent 31.4% 29.1% 31.2% 33.4%
69 522 q9 fi41i8# o� t n fl 4 %a
.d 5?& �y p�
eY�e "3 y (Q IK IO S{ s3: �Io a' "N), tk
75+ 4,060 4,958 4,954 5,085 898 22.1% 127 2.6%
Percent 8.1% 9.2% 9.4% 9.9%
RO133E���?19�$ mil °��a�,$8p)zl��s��5�',654..��> X51; ��Q��1� ;�,1J54�.8�
Sources: U.S. Census; Claritas, Inc.; Maxfield Research Inc.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 6
x lder daft PUu�atxUn,Cirt`IJWtII Txeanc�s a
u v s
'oukl t erut 'ir M r`kun r a r
k
KM
122 000
ETa
1 b�000
F7
8,000
a
0
6 000
j P.
�a Age 55 -6, 3 a�
Age 65 -74
4
■Age 75+
qi^�F x°s
2,000
1990 2000 2004 2009
Year
k ?r
Sj
5,000
4 000
E
Age 55-
3,000 FAge 65 -74
—Age 75+
2,000
1990 2000 Year 2004 2009
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 7
Senior Household Incomes
Table 2 shows incomes for older adult and senior households in the Market Area in 2004 and
2009, based on estimates by Claritas, Inc. It is important to note that the data does not account
for the asset base of senior households, nor supplemental income that a senior household could
gain from the sale of a home or from family members. The data in Table 2 helps determine the
demand for various senior housing products based on the size of the market at specific cost lev-
els. This data is incorporated into demand calculations, which are presented later in the analysis.
The frailer the senior, the greater the proportion of their income they are willing to spend on
housing and services. Studies have shown that seniors are often willing to pay 40 percent or
more of their incomes for market rate senior housing with little or no services, while income al-
locations of 50 to 65 percent are typical in a congregate setting and 80 to 90 percent or more for
assisted living housing. It is important to note that the proceeds from the sales of their homes, as
well as financial assistance from their adult children and long -term care insurance are often used
as supplemental income in order to afford senior housing alternatives, especially in settings with
a high degree of support services.
Again it is important to note that the size and growth projected for the caregiver /referral market
(ages 55 to 64) is also an indicator of potential demand for assisted living beds that could be gen-
erated from outside the immediate draw area. Research has shown that more affluent caregivers
sometimes provide financial assistance to their elderly parents. Recent studies have shown that
16 percent of assisted living residents received some financial assistance from family members.
Another seven percent of the senior population currently has long -term care insurance, which
aids in expanding the income /asset qualified senior base.
Demand for independent market rate senior housing will typically come from households with
incomes of $25,000 or more, while demand for affordable senior housing will typically come
from households with incomes of $25,000 or less. Based on an income allocation of 40 percent,
a household with an income of $25,000 could afford a monthly rent of $830.
The following are key points from Table 2.
The number of older adult and senior households (persons age 55 and over) in the Market
Area is expected to increase by roughly 675 households (4.1 between 2004 and 2009. The
majority of this growth is expected among households age 55 to 64, which will add 526
households +8
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 8
TABLE 2
SENIOR HOUSEHOLD INCOME BY AGE OF HOUSEHOLDER
BROOKLYN CENTER MARKET AREA
(Number of Households)
2004 2009
65+ Total 55 64 65 -74 �751
Market Area No. Pct.l No. Pct. No. Pct. No. Pct.
Under $14,999 1,768 18.4 479 7.0 654 14.1 1,114 22.5
$tS,Qgo- $24,994, 1,938, 20.2 48d'! 15.8 t2 03
$25,000- 534,999 1 18.7 789 11.6 800 17.2 997 20.1
s35,000 $49 ,999 1,668 17.4 1,033 15l 933 20.] 335 14,8
$50,000- $74,999 1,355 14.1 1,866 27.3 878 18.9 477 9.6
$75,000 $99 99,9 39241 8.2 406 4.2
S100,000 or more 486 5.1 1,052 15.4 264 5.7 222 4.5
Tviat .9,600 100.0. 6,826,; 100 0 ,4,646 100:0 4 954 100.0
t�E 1 3$63 7lot 'To w r
�xI ca. i
3�i 't27 }4it
Median Income 1 $31,087 1 1 $58,413 1 $37,154 1 1 $26,605
ilil °,''t(' i� uri56Fii6 �3;��
65+ To 1 55 64 65 74 75+
Market Area No Pct. No Pct. No Pct No. Pct.
Under $14,999 1 15.6 459 6.7 557 12.0 943 19.0
$15,000 524 1709 17.8 419 6.1 61;8 13;3 3;991 ,...22,0
$25,000- S34,999 1,669 17.4 698 10.2 715 15.4 954 19.3
$3sM- 9,9991. 1 11 11 98.1 21.7 990 20.0
$50,000- $74,999 1,454 15.1 1,846 27.0 924 19.9 530 10.7
575,000 ;99;399: 730 7.6 1,246', 18.3¢d 10:0 266 5,4
$100,000 or more 715 7.4 1,546 22.6 404 8.7 311 6.3
Total 9,7d8 101.5 7 352 107.7 -0,663 100.4 5,N5 102:6
MR. �55 T,S39d ��4Td94888 r Q51'
il ".Lek.�Yk a s M i
Median Income I $34,975 I $63,028 1 $41,750 1 $30,330
65+ Total 55 64 65 -74 75+
Market Area No. Pct. No. Pct. No. Pct. No. Pct.
UnderS14,999 -268 7 15.2 -20 -0.3 -97 -2.1 7 171 -3.5
$15,000•S24,999:! -229 ;11.8 -65 1.0 117 -25 -112 43
$25,000434,999 -128 -7.1 -91 -1.3 -85 -1.8 43 -0.9
$35,RO0- $49,999
$50,000- $74,999 99 7.3 -20 -0.3 46 1.0 53 1.1
M,000-$-99,999:.; 24.i 123: l.8 82 Is8 60 LZ
11 5100,000 or more 229 47.1 494 7.2 140 3.0 89 1.8
Total; 131 1:: 526: 17 0,4 I 13L 2,6
3 c z rI a, 1 f� })}1 T� 3
Median Income 1 $3,888 12.51 1 $4,614 7.9 1 $4,596 12.41 1 $3,725 14.0
Sources: Claritas, Inc.
Maxfield Research Inc.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 9
The number of households headed by persons 65 and older, the primary market for age-
restricted housing, is expected to increase by roughly 150 households (1.6 between 2004
and 2009.
The number of householders with incomes under $35,000 is projected to decline for each age
cohort between 2004 and 2009.
The Market Area's older adult households have substantially higher incomes than senior
households who have reached retirement age. The 2004 estimate shows that the median in-
come of households aged 55 to 64 was $58,413, compared to $37,154 for households 65 to
74, and $26,605 for households age 75 and older. The higher incomes for younger senior
households (65 to 74) compared to older seniors (75 plus) is primarily due to the fact that a
higher proportion of younger seniors are married, and are more likely to have two pensions
or higher Social Security benefits; while some continue to work.
The chart below visually depicts the income trends among older adult (55 households in the
Brooklyn Center Market Area.
Household Income Growth Comparison
Brooklyn Center Market area 2004 2009
8,000 $70,000
a� 55 13 X2004
7 a 2009 $60,000
r;
6 y
'�b S G 60z $50,000
fl 5,000 M 537,154
o $40,000
d 4,000
u
c $30,000
x 3,000
2,000 $20,000
1,000 $10,000
0 $0
55 -64 65 -74 75+
Age Cohort
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 10
The target market for age- restricted independent senior housing is generally senior house-
holds age 65 and older with incomes of at least $25,000. A small portion of older adults,
ages 55 to 64, may also choose age restricted housing, but overall, they usually account for
only a small portion of the demand within any given market area. As of 2004, we estimate
5,894 senior households in the Market Area with incomes of at least $25,000, accounting for
slightly more than 60% of all senior households. In addition, there are an estimated 5,863
households age 55 to 64 in the Market Area with incomes of at least $25,000.
The median income of senior (65 households is expected to increase by 12.5% percent
over the next five years, from $31,087 in 2004 to $34,975 in 2009. Thus, the percentage of
seniors able to afford market rate senior housing will increase. Furthermore, there is a grow-
ing awareness and acceptance of the senior housing concept among seniors and their adult
children, resulting in an increased demand for senior housing
Homeownership Rate/Housing Values
In addition to their existing income sources, many senior households will be able to derive addi-
tional income from the sales of their homes allowin g man senior households with incomes of
Y
less than $25,000 to afford senior housin g alternatives. For independent seniors, the proceeds
are often invested and used to supplement their income. For frail seniors, their proceeds are of-
ten used dollar- for dollar to cover assisted living housing and services. Table 3 shows the pro
pensity for the Market Area's older adult households to own or rent their housing as of the 1990
and 2000 Censuses.
As of 2000, 79% of the Market Area's senior (65 households owned their housing. This
homeownership rate is slightly higher than for the State of Minnesota, which has a home-
ownership rate of 77
Homeownership rates normally decline the older the household. As of 2000, 84 of house-
holds age 55 to 64, 86% of households age 65 to 74 and 73% of households age 75 and older
own their housing. As seniors age, they may no longer desire, or be able to maintain their
single- family homes. They may prefer to move to housing that offers them greater freedom
from maintenance and/or offers them support services. Seniors typically begin to consider
moving into senior housing alternatives in their early 70s. If alternatives exist, aportion of
these households may move into apartment or independent senior housing, while the vast
majority will remain in their homes. As these seniors age, however, they will increasingly
look for housing that offers support services and assistance with personal care.
The number of homeowners in the Market area declined by -651 households between 1990
and 2000 for homeowners between the ages of 55 and 74. However, the number of home-
owners ages 75 and over grew by 887 households in the same decade.
The current high homeownership rates in the Market Area for senior households will allow
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page I 1
prospective residents to tap into significant equity reserves upon the sale of their homes that
can be utilized for alternative housing.
TABLE 3
OLDER ADULT HOUSEHOLD TENURE
BROOKLYN CENTER MARKET AREA
1990 and 2000
Age of Householder
rim r�
Own Rent Own Rent Own Rent Own Rent
19 90
Homeownership Rate 87% 83% 67% 76
pu Doi ho4
Homeownership Rate 84% 86% 73% 79%
Pct. Change 5% 19% -8% -23% 33% 1% 7% -9%
Sources: U.S. Census; Maxfield Research Inc.
Table 4, on the following page, presents resale data for homes in the Market Area over the last
four years from the local Multiple Listing Service. Brooklyn Park was excluded from this
analysis as the majority of the Brooklyn Park MLS geographic area is outside of the Market
Area. This data is useful in that it represents the amount of equity that seniors may be able to de-
rive from the sale of their homes to supplement their income should they desire to move into al-
ternative housing.
As of August 2004, the average home value in the Brooklyn Center Market Area for the past
year was $176,067 while the median sale price was $174,457. It is important to note that median
sale prices are generally a more accurate portrayal of the likely home equity, since average fig
ures can be skewed by a few very high- or low- priced homes.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 12
TABLE 4
SINGLE- FAMILY MULTIFAMILY RESIDENTIAL SALES
BROOKLYN CENTER MARKET AREA
2000 through August 2004
Average
Median Average Market
Number Selling Selling Time
District Year of Sales Price Chg. Price Chg. (Days)
$144,950
xx i>��' 'Ycx S' S f�S`+y,x `r c 2 C ,Y{ t HI x y 3^
Robbinsdale 2000 251 $131,000 $132,345 20
(360) 2001 247 $150,000 15% $152,036 15% 23
2002 280 $164,850 10% $164,663 8% 31
2003 301 $177,000 7% $178,452 8% 32
2004 206 $192,750 9% $194,170 9% 34
Camden 2000 711 $96,323 $94,704 22
(302) 2001 641 $118,000 23% $114,132 21% 25
2002 700 $130,900 11% $130,470 14% 30
2003 745 $145,000 11% $145,707 12% 35
2004 527 $156,000 8% $157,752 8% 35
Total t cFsstd r a Sk �s ss�
V. SI
6 "l
064150 Q113 0� 9"
�L003 x 016 �16Z 76 19 a 163 9 I g 3,
V
Sources: x;
Sources: Regional Multiple Listing Service of Minnesota (MLS)
Maxfield Research Inc.
Home values have appreciated significantly in the Market Area over the last four years with
the average and median sales price increasing by an average of over 13% each year between
2000 and August 2004.
Through August 2004, median home prices range from $156,000 in Minneapolis Camden to
$192,750 in Robbinsdale. The median home price in Brooklyn Center was $183,000 which
is an 8% increase over the 2003 median price of $170,000.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 13
During the four -year period the average length of time a home remained on the market in-
creased annually through August 2004, from 20 days in 2000 to 34 days in August 2004. Al-
though sales times over the last three years have slowed slightly since 2000, this is still a
relatively rapid turn around time for the sale of single family and multifamily homes. An
average sales period of just over a month still indicates a sellers market and that seniors
would be able to sell their homes in a reasonably short period of time should they decide to
sell their homes.
Since a significant majority of senior homeowners will own their home outright, they will
have access to a sizeable financial resource in the form of the equity they can realize from
the sale of their home. While the interest earned on investing these funds can help offset the
monthly costs associated with living in a senior housing facility, many seniors are also will-
ing to begin spending -down assets in order to live in a facility that meets their needs. For
example, a senior who owns their home outright for $174,000 would likely be able to derive
approximately $163,500 after factoring in marketing/real estate commissions and moving
costs. Should this equity be invested in an interest bearing account with a four percent re-
turn, it would produce an income of $5,600 annually (or $542 per month). Should a senior
utilize the home proceeds on a dollar- for dollar basis to support assisted living housing, the
proceeds of this home would last roughly 65 months (just over five years) based on an aver-
age monthly assisted living fee of $2,500.
Senior Housing Defined
Senior housing is a concept that generally refers to the integrated delivery of housing and ser-
vicesto seniors. As Figure 1 below shows, senior housing embodies a wide variety of product
types across the service delivery spectrum, from independent apartments and/or townhomes with
virtually no services on one end, to highly specialized, service- intensive, assisted living units or
housing geared for persons with dementia related illnesses (termed "memory care In general,
independent senior housing attracts persons age 65 and over while assisted living attracts persons
age 80 and older who need assistance with activities of daily living (ADLs), such as dressing,
showering and grooming.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 14
FIGURE 1
CONTINUUM OF HOUSING AND SERVICES FOR SENIORS
Single- Family Townhome or Congregate Apartments`:
SSrstG ,i'rg, Nursing Facilities
Home Apartment �vrOptionai trvrees A
me�ct� s �����nsveSeri�������A�
Fully Independent Fully or Highly
Lifestyle Dependent on Care
Senior Housing Product Type
Source: Maxfield Research Inc.
The least service intensive buildings, also termed "active adult" or "adult" projects, are similar
to general occupancy housing, offering virtually no support services or health care, but restrict
ing tenancy to those ages 55 and over. Congregate projects, the next level up on the service
delivery spectrum, offer support services such as meals and housekeeping, either included in the
rent or a -la -carte so that residents can choose whether or not to pay for the services.
The most service- intensive product types, assisted living and memory care, offer the highest
level of services short of a nursing home. Typical services covered in the fee for both of these
product types include all meals, housekeeping, linen changes, personal laundry, 24 -hour emer-
gency response, and a wide range of personal care and therapeutic services (either built into the
fee or a -la- carte). Sponsorship by a nursing home, hospital or other health care organization is
common for assisted livin g and memo care as well as for many congregate/service-
projects
intensive projects).
Supply of Senior Housing in the Brooklyn Center Market Area
Table 5 shows an inventory of the existing senior housing developments in the Brooklyn Center
Market Area and vicinity. The developments have been divided into subsidized /affordable pro
jects, independent projects, both adult/few- services and congregate /optional services, assisted
living and memory care projects. Furthermore, a number of projects are located on the fringe of
the Market Area in New Hope or Brooklyn Park that were also included. Some of the senior
housing developments are located on campuses which incorporate more than one type of hous-
ing. For example, The Waterford in Brooklyn Park offers independent rental townhomes, con
gregate apartments, assisted living units and memory care units providing a full range of senior
care options.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 15
TABLE 5
SENIOR HOUSING DEVELOPMENTS
BROOKLYN CENTER MARKET AREA VICINITY
August 2004
Year
Project Location Units Product Type Open
1
SUB a1i+PORDABi 1M.— 44 0, W–
Lilac Parkway Apartments Robbinsdale 48 Rental /Section 8 NIA
Robbins Landing Robbinsdale 91 Rental /Section 8 N/A
Shingle Creek Commons Minneapolis 22 Rental 2002
View Pointe at Shingle Creek' Brooklyn Center 40 Rcntal/Section 42 N/A
Subtotal 201
Market Rate Rental
Anthony James New Hope 73 Rental 1986
Broadway Court Robbinsdale 57 Rental 2000
Broadway Village New Hope 202 Rental 1968/1988
Calibre Chase Crystal 76 Rental 1988
Crossing Estates Brooklyn Center 73 Rental 1984
Crossings Manor Brooklyn Center 65 Rental 1984
The Crystal Crystal 39 Rental 1986
Twin Lakes North` Brooklyn Center 193 Rental 1987
Subtotal 778
Ownership
Bremer Way Minneapolis 77 Condominium 1985
Lee Square Robbinsdale 124 Cooperative 1985
Realife Coop of Brooklyn Park Brooklyn Park 99 Cooperative 1998
Subtotal 300
GONG sItE(r
Optional Services
Copperficld Hill Robbinsdale 157 Rental 1993
The Waterford Brooklyn Park 144 Rental 1992 -93
Subtotal 301
Service Intensive
Eagle Brown Terrace Brooklyn Center 140 Rental 1987
North Ridge Apartments New Hope 180 Rental 1983
Maranatha Place Brooklyn Center 65 Rental 1988
Subtotal 385
A
Market Rate
Copperfreld Hill Robbinsdale 76 Rental 1993
Heathers Manor Crystal 77 Rental 2001
Northridge Apartments New Hope 25 Rental 1983
Prairie Lodge Brooklyn Center 60 Rental 1992
Subtotal 238
ME14fLSAWCARF. W i
Copperfield Hill Robbinsdale 11 Rental N/A
Prairie Lodge Brooklyn Center 43 Rental 1992
Subtotal 54
O'U'C5IDE =Mikitfl6'li�
Chardon Court New Hope 129 Congregate /Optional 1985
North Oaks on Emerson Minneapolis 48 Affordable Assisted Living 1994
St. Therese Apartments New Hope 220 Congregate Service Intensive 1979
Waterford Manor Brooklyn Park 65 Assisted Living 2000
Waterford Manor Brooklyn Park 5 Memory Care 2000
Waterford Townhomes Brooklyn Park 24 Adult/Few Services 2000
'View Point at Shingle Creek has 122 units (Approximatley 33% are seniors)
Twin Lakes North has 276 units. (Approximatley 70% senior and 30% adults)
Source: Maxfield Research, Inc. I
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 16
Maxfield Research Inc. identified four subsidized/affordable senior projects in the Market Area,
with a total of 201 units. Although View Pointe at Shingle Creek does not have age restrictions,
approximately one -third of the residents are seniors and they were included on the table. Subsi-
dized rental developments offer affordable rents to income qualified seniors. In many of these
developments, residents pay approximately 30% of their adjusted gross income for rent.
We inventoried 1,764 market rate independent senior rental housing units in the Brooklyn Center
Market Area. Approximately 61% of the independent developments in the Market Area are mar
ket rate "adult" (no services) projects, while the remaining developments offer congregate ser-
vice (meals, housekeeping, in the rent or available on an optional
s m In etc. that are either included
P
P g�
basis. It should be noted that Twin Lakes North is not strictly a senior building, as about 30% of
the tenants are'not seniors. Therefore, we have designated 70% of the total units at Twin Lakes
North as senior, or 193 units.
In addition, there are 300 owner- occupied units in the Market Area. Two of the projects, or
about 75% of the total ownership units, are senior cooperatives. Residents of senior cooperatives
must purchase shares in the cooperative as well as a monthly fee. The share price varies depend
ing on the size and location of the unit. Cooperatives usually have lower monthly fees when
compared to rental developments because of this entrance fee.
Existing Senior dousing
Brooklyn Center Market Area September 2004
800
700
x
a
600
500
s
h
400 m. err
W10 alirg
s-
Z 300
200
100:
0
Adult Adult Adult Congregate Congregate Assisted Memory
Subsidized Rental Owner Optional Intensive Living Care
Some of the independent developments shown in Table 5 are developments that have been con-
verted into senior housing from general occupancy apartments. These developments are oper-
ated by Lang Nelson and monthly rents at these projects are somewhat lower than most market
rate developments in the Market Area and thus, generally attract seniors with lower incomes.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 17
Moving up the service spectrum, the Market Area contains four assisted living facilities with 238
units. In addition, one market rate and one affordable assisted living facility are located just out
side of the Market Area, combining for 113 units. The Market Area also has two memory care
facilities, consisting of 54 units collectively.
Maxfield Research Inc. identified six independent senior housing developments within the City
of Brooklyn Center with a total of 658 units (including 70% of the units at Twin Lakes). One of
these developments is subsidized, three are adult/few services, and another two are congregate
service intensive projects.
In addition, the City has one assisted living facility of 60 units with a memory care development
of 43 units on the same campus. In total, the City of Brooklyn Center currently has 761 units of
senior housing (includes 70% of the units at Twin Lakes North).
Planned/Proposed Competitive Senior Housing Developments
The following is a summary of pending senior housing developments identified by Maxfield Re-
search Inc. through conversations with Market Area city officials in September 2004.
Brooklvn Center
The Brooklyn Center Planning Commission and City Council approved a proposal for conver-
sion of the Days Inn located at 1501 Freeway Boulevard into senior condominiums. The pro-
posal was submitted by Bridgecreek Development and was originally slated to begin the conver-
sion process in February 2004. However, no building permits were ever issued and the project
has not progressed. At this time, it is unlikely the project will be resurrected. Additionally, the
City of Brooklyn Center had been discussing the acquisition of property in the area south of 57
Avenue and east of Highway 100. Preliminary discussions for this redevelopment have included
the possibility of senior housing uses. Again, however, this is a very preliminary concept and no
formal development plans have been submitted for review.
Brooklvn Park
The City of Brooklyn Park currently has three senior housing proposals in the planning stages.
The first is a proposed senior campus by Presbyterian Homes consisting of 82 units of owner-
occupied cooperative housing, 60 units of independent rental and 60 units of assisted living
housing. The site location for the proposed development is 97 and Regent Boulevard. Pres
Homes has submitted its site plan to the City and has been in discussions with city officials, al-
though approval of the plan has not been granted.
The second proposed senior development is a 72 -unit age restricted for -sale condominium. The
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 18
development will be known as SummerHill of Edinburgh and the proposed location is 85 and
Edinbrook Crossing.
The third proposed senior development in the City of Brooklyn Park has been pending for some
time. Victory at Home has received city approval for development of the Homestead of Brook-
lyn Park, a 153 -unit independent rental facility offering some additional services on an a -la -carte
basis. The site for the development is located on the northeast corner of 85 Avenue and West
Broadway Avenue. Although the project received approval some time ago, the developer has yet
to purchase building permits and begin construction.
At this time, it is unclear at what time these three projects will pursue with construction, if at all.
Robbinsdale
The City of Robbinsdale has approved a redevelopment of for an old school site at 42 and Re-
gent Avenue, just east of Highway 100. The proposed plan includes a 60 -unit senior cooperative
building, 10 single family homes, and 142 units of multifamily housing in six buildings. Ac-
cording to the City, the proposed senior cooperative is likely to break ground in Fall 2004.
New Hope
Although not located in the a could affect the demand
g Market Area, a new project in New Hop
for senior housing in Brooklyn Center. According to City officials, there are long range plans to
redevelop the area in and around Bass Lake Road and Winnetka Avenue into a mix of new resi-
dential and commercial uses. One of the residential uses under consideration is senior housing.
The redevelopment of this area is still in the planning process. Although referred housing de-
P P gP g P g
velopers have been selected for some of the residential development, no formal development
proposals for senior housing have been brought forward at this time.
I 82-unit In May 2003, the Planning Commission approved construction of a four story 82 un owner-
o
occupied senior cooperative to be built on the vacant property east of Chardon Court. The de-
velopment will be known as Woodbridge and construction started in spring 2004 with an
estimated completion of spring 2005.
Market Rate Independent Senior Housing Demand Estimates
Table 6 presents our demand calculations for market -rate, independent senior housing in the
Market Area in 2004 and estimates for 2009.
The table calculates demand based upon senior households with income of $25,000 or more, in-
cluding those households whose incomes would rise to this level based on proceeds gained from
the sale of their single family homes. We have estimated this proportion based on the home-
ownership rates for each age cohort.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 19
TABLE 6
MARKET RATE INDEPENDENT SENIOR RENTAL OWNERSHIP HOUSING DEMAND
BROOKLYN CENTER MARKET AREA
2004 2009
Age of Householder Age of Householder
55 -64 65 -74 75+ 55 -64 65 -74 75+
of Households w/ Incomes of $15,000 to $24,999' 484 735 1203 558 666 1022
(times Homeownership Rate x 84% 86% 73% 84% 86% 73%
(equals) Potential Market 407 632 878 469 573 746
(plus) of Households w/ Incomes of $25,000+' 5,863 3,257 2,637 6,125 3,130 2,574
(equals)Total Potential Market Base 6,270 3,889 3,515 6,594 3,703 3,320
(times) Short-Term Capture Rate x 1.5% 10.0% 22.0% x 1.7% 10.5% 23.0%
(equals) Short -Term Demand Potential 94 389 773 112 389 764
Total Market Rate Demand Potential 1,256 1,264 4
With Without With Without
Services Services Services Services
(times) for housing w /services w/o services x 50% x 50% x 50% x 50%
(equals) Demand potential 628 628 632 632
(plus) Demand from Outside Market Area (25 209 209 211 211
(equals) Total Demand Potential 838 838 843 843
(minus) Existing Competitive Units' 817 1,036 817 1,064
(equals) Total Long -Term Demand Potential 21 -198 26 -221
(minus) Pending Competitive Independent Units 0 28 0 0
(equals) Excess Demand 21 -226 26 -221
1 2009 income qualified figures adjusted for inflation ($30K or more homeowners w/ inc. of $20 -30K)
competitive units includes 100% of all market rate rental at 95% occupancy (market equilibrium). Includes 50% of
competitive for -sale developments in the Market Area and 50% of competitive rental projects just outside of the Market Area
(see Table 5). Also includes 70% of units at Twin Lakes North.
3 Pending units are stated at 95% occupancy (market equilibrium). Pending ownership product includes 50% of units
Source: Maxfield Research Inc.
In order to arrive at the potential age- income qualified base for congregate senior housing, we
have included all older adult, senior, and older senior households with incomes of $25,000 or
more plus households with incomes between $20,000 and $25,000 who would qualify with the
proceeds from a home sale. We estimate the number of age /income /asset qualified older adult
households in the Brooklyn Center Market Area as of 2004 to total 13,674 households.
Adjusting to include appropriate short-term capture rates for each age cohort (1.5% of house-
holds age 55 to 64, 10.0% percent of households age 65 to 74, and 22.0% of households age 75
and older) results in a local short-term demand potential for approximately 1,256 market rate in-
dependent senior units. Additional demand will come from outside the Market Area. Independ-
ent demand in the Market Area will be split into housing that offers no basic support services
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 20
"adult and housing that offers meals and basic support services on an optional basis "congre-
gate Based on the age distribution of the Market Area population, we project that 50 percent
of the Market Area demand will be for congregate housing (628 units) and 50 percent will be for
adult housing (628 units) in 2004.
Then, based on the draw of other projects in the Market Area, we estimate that seniors currently
residing outside the Market Area will generate 25% of the long -term demand for senior housing.
This demand will consist primarily of parents of adult children living in the Market Area, indi-
viduals who live just outside the Market Area and have an orientation to the area, as well as for
mer residents who desire to return upon retirement.
From this total, we subtract the number of existing units (minus a vacancy factor of 5% to allow
for sufficient consumer choice and turnover) in both congregate (with services) and adult (with-
out services) units and pending units to get a total long -term demand of 21 congregate independ-
ent units and an excess supply of -226 adult units.
Adjusting for inflation, we have estimated that households with incomes of $30,000 or more and
homeowners with incomes of $20,000 to $29,999 would best qualify for market rate independent
senior housing in 2009. Considering the growth in the older adult base, the income distribution
of the older adult population in 2009, and accounting for other pending senior projects in the de-
velopment pipeline, our methodology projected that demand for congregate units increases to
26 units, while the excess- supply of adult rental units is -221 units. The charts on the follow
ing page geographically display the supply for independent units in the Brooklyn Center Market
Area.
Adult" Independent Senior Rental Housing Demand
Brooklyn Center Market Area, 2004 to 2009
1,000
800
600
400
200
0-
2004 2005 2006 2007 2008 2009
Existing Units 13 Pending Units Excess Demand
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 21
"Congregate" Independent Senior Housing Demand
Brooklyn Center Market Area, 2004 to 2009
900
21 22 23 24 ,2}
800
700
600
500
300
:200,;-
0
2004. 2005 2006 2007, 2008 2009
Existing Units Pending Units Excess Demand
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 22
Assisted Living Demand Estimates
Table 7 presents our calculations for the age /income qualified market for assisted living housing
in the Market Area for 2004 and 2009.
The primary market for assisted living housing in the Market Area is seniors age 75 and over
with incomes of $30,000 or more. An income of $30,000 and an 80% allocation of that income
on housing translate to an affordable monthly fee of about $2,000, approximately the starting
price for basic units at assisted living projects in the Metro Area. A portion of senior homeown-
ers with lower incomes could also afford assisted living housing upon allocating the proceeds
from the sale of their homes toward assisted living housing. It should also be noted that there are
a significant number of seniors who will spend down their assets in order to avoid institutional
care.
Because the vast majority (90% according to an ALFA survey) of assisted living residents are
single, our demand methodology separates the number of senior households that live alone from
those that live with a spouse or other relative. We have further broken down the number of sen-
ior households by household type and income. From these figures, we have applied acceptable
capture rates to each income cohort and household type to derive the potential income qualified
market. As of 2004, there were 1,491 age /income qualified seniors in the Market Area.
Because demand for assisted living housing is need- driven, we then reduce the age /income-
qualified market to account for the potential market needing assistance. Studies by several gov-
ernment agencies indicate that about 30% of all non institutionalized seniors age 75 and over
need assistance with at least three activities of daily living and would be a potential market for
assisted living housing. Applying this proportion to the age /income qualified household base
yields a potential assisted living market base of 447 seniors in 2004.
From this total, existing assisted living housing in the Market Area must be subtracted. After
subtracting the existing assisted living, units less a seven percent vacancy rate (282 units), there
remains a potential unsatisfied demand for 165 units of assisted living housing in the Market
Area in 2004.
Due to the availability of home health care service providers, and the likelihood of family mem-
bers providing limited assistance, we estimate that two- thirds (67 of the age /income qualified
market needing assistance will be able to remain in their homes. The remaining one -third will
need assisted living housing within the short-term. Applying this market penetration rate, results
in a local short-term demand of 55 units in 2004.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 23
TABLE 7
ASSISTED LIVING DEMAND
BROOKLYN CENTER MARKET AREA
2004 2009
HHs 75+ Capture Potential Non single Capture Potential HHs 75+ Capture Potential Non single Capture Potential
Income Lvg. Alone Rate HHs HH's 75+ Rate HHs Income Lvg. Alone Rate HHs HH's 75+ Rate HHs
Less than $20,000 1,245 25% 311 470 5% 23 $24,000 1,398 25% 349 527 5% 26
$20434,999 584 75% 438 1,015 15% 152 $24- $39,999 509 75°% 382 884 15% 133
$35,000+ 298 100% 298 1,342 20% 268 $40,000+ 321 100% 321 1,446 20% 289
Total 2,127 1,047 2,827 444 2,227 1,052 2,858 448
Total potential income qualified market 1,491 1,500
(times) Percent needing assistance w/ 3+ ADL/IADL's x 30% x 30%
(equals) Age/income qualified market needing assistance 447 450
(less) Existing assisted living units/beds (less 7% vacancy rate) 282 282
(equals) Net agetincome qualified market needing assistance 165 168
(times) Short-term market penetration rate of 33% x 33% x 33%
(equals) Short -tern demand from senior households 55 55
(plus) Proportion from outside the market area (25 18 18
(equals) Total market area assisted living demand 73 74
Source: Maxfield Research Inc.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 24
We estimate that 25 percent of the demand for assisted living at the proposed project would
come from seniors currently living outside the Market Area. This supplemental demand would.
include seniors currently living just outside the Market Area, former residents desiring to return
to the area or parents of adult children currently living in the Market Area. Thus, we believe that
demand exists for 73 units of market rate assisted living housing in Market Area in 2004.
Following the same methodology and utilizing the projected incomes of older senior households
in 2009 results in a total Market Area assisted living demand increasing to 74 units in 2009.
'Assisted Living Housing Demand
Brooklyn Center Market Area, 2004 to 2009
400
350'
.t
300 R
250
200--
150
100
50
0
2004 2005 2006 2007 2008' 2009
®Existing Units El Pending Units Excess Demand
Memory Care Housing Demand Estimates
Table 8 shows the age /income qualified market for memory care housing in the Brooklyn Center
Market Area for 2004 and 2009.
Demand is calculated by starting with the estimated Market Area senior population in 2004 and
multiplying by the 8.0% incidence rate of Alzheimer's /dementia. This yields a potential market
of 1,206 seniors in the Market Area. According to data from the National Institute of Aging,
about 25% of all persons with memory care impairments are a market for memory care units.
This figure takes into account that seniors in the early stages of dementia will still be able to live
independently while those in the latter stages will require intensive medical care that would only
be available in skilled care facilities. Applying this figure to the estimated population with
is memory impairments yields a potential market of 301 seniors in the Market Area in 2004.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 25
TABLES
MEMORY CARE DEMAND
BROOKLYN CENTER MARKET AREA
2004 2009
2004 2009
65 Population 15,072 15,575
(times) 8% Dementia incidence rate x 8 x 8%
(equals) Estimated senior pop. with dementia 1,206 1,246
(times) Percent needing specialized memory care assistance x 25% 25%
(equals) Total need for dementia care 301 312
(times) Percent income /assest qualified x 25% x 25%
(equals) Total income qualified market base 75 78
(plus) Demand from outside Market Area (25 25 26
Total Demand for memory care units 100 104
(minus) Existing memory care units* 55 55
(equals) Excess memory care demand in Market Area 45 49
Existing memory care units minus a 7.0% vacancy rate; does not include memory care units
within skilled care facilities
Source: Maxfield Research Inc.
Because of the staff intensive nature of dementia care, typical monthly fees for this type of hous-
ing start at about $3,000. Some of the income qualified seniors will have high monthly incomes,
however, most will be willing to spend down assets and/or receive financial assistance from fam-
ily members to afford memory care housing. We estimate that 25% of Market Area seniors
would be income qualified for memory care housing (this figures takes into account married
couple households where one spouse may have memory care needs and allows for a sufficient
income for the spouse to live independently). Multiplying the potential market (301 seniors) by
25 results in a total of 75 income qualified seniors in the Market Area in 2004.
We estimate that 20% of the overall demand for memory care units would come from outside the
Market Area. Finally, we must subtract existing memory care units in the Market Area (minus a
7% vacancy rate), resulting in an excess demand for 45 memory care units in 2004. Applying
the same calculations to the age /income qualified base in 2009 and accounting for memory care
units in the development pipeline results in demand for 49 memory care units in 2009.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 26
Memory Care Housing Demand
Brooklyn Center MarketArea, 2004 to 2009
110
100
90-.
80
70
60
50
40
30
20
10-
0
2004 2005 2006 2007 2008 2009
Existing Units ll pending Units OExcess Demand
Subsidized /Affordable Demand Estimates
In general, most senior households with incomes in excess of $25,000, and senior homeowners
with incomes of $15,000 or more can afford market rate senior housing without financial assis-
tance and do not need subsidized housing. Subsequently, seniors with incomes less than $15,000
and seniors with incomes between $15,000 and $25,000 who currently rent their housing are
candidates for subsidized /affordable housing. Based on these factors, we estimate demand for
subsidized senior housing in Brooklyn Center as shown in Table 9.
The table shows a total potential market base for senior housing of 2,175 households in the
Brooklyn Center Market Area in 2004. Not all of the age /income qualified market senior house-
holds will need or want subsidized housing. We estimate that 45% of the market base will need
or want subsidized senior housing in the Market Area. Thus, demand exists for 979 subsidized
senior housing units in the Market Area. At the present time, there are 201 subsidized senior
housing units in the Brooklyn Center Market Area.
MAXFIELD RESEARCH INC.
Mr. Tom Bublitz October 4, 2004
City of Brooklyn Center Page 27
TABLE 9
SUBSIDIZED /AFFORDABLE SENIOR HOUSING DEMAND
BROOKLYN CENTER MARKET AREA
September 2004
Age/Income- Qualified Market:
Senior Households (65 w /incomes below $15,000 1,768 1,842
(plus) Senior households w /incomes between $15,000 and
$25,000 who rent their housing 407 392
(equals) Potential market base 2,175 2,234
(times) of market base needing/wanting low- income housing x 45% 45%
(equals) Subsidized/affordable senior housing demand 979 1,005
(minus) Existing subsidized/affordable units 201 201
(equals) Excess long -tern demand 778 804
(times) which a project in Brooklyn Center can capture x 45% 45%
(equals) Excess demand Brooklyn Center can capture 1 350 362,
1 2009 income qualified figures adjusted to account for inflation ($17k or less and renters $17k -$28k)
2 Exisiting units includes both independent and assisted living
Source: Maxfield Research Inca
Subtracting the existing subsidized /affordable units results in excess demand for 778 units in the
Market Area. We project that a subsidized /affordable project in Brooklyn Center would capture
45% of the total Market Area demand. Thus, in total, we project 2004 demand for 350 units of
subsidized/affordable senior housing in Brooklyn Center. Applying the same calculations to the
age /income qualified base in 2009 results in excess demand for 362 units.
Preliminary Conclusions
Our preliminary assessment of the age /income qualified senior base and inventory of existing
competitive units in the Brooklyn Center Market Area indicate that pent -up demand currently
exists for congregate independent living (with services), assisted living, memory care housing,
and subsidized/affordable independent living. However, the market for active adult independent
living is very competitive at this time, largely due to a number of older, general occupancy rental
conversions by Lang Nelson. The research also indicates that there could be a significant amount
of competitive product in the development pipeline which, if built, would result in a large num-
ber of adult ownership product in the Market Area. It is important to note that some of the pro
posed developments may not be built, while other developments may come to fruition in the fu-
ture.
MAXFIELD RESEARCH INC.
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Floor Plans BroolIlyn Center MILLER HAN
Senior Housing 60 Residences
r
Master
Bedroom Living 2nd Bedroom Living Den Master
Room Room Bedroom
CL
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Brooklyn Center
Unit Floor Plans Senior Housing 60 Residences
I
MILLERNANSON
PARTNERS
Living Master
Room Living Room Dining 2nd Bedroom Bedroom
Room
Bedroom
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Kitchen Bath Bath
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Unit Floor Plans Br nip,
PARTNERS
Seni f 60 Resid
Land Ptactrase
ProposedTinfe
bne I COrt OMRAIDn
i Jar I =Ph !User A, May !ur J, Aug Se;: I C: rkw i ❑es I i"I •e;. A
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Building Owner HENNEPIN
COUNTY
HRA
BROOKLYN
CENTER
SENIOR ASSET
LAND LEASE MANAGEMENT
HOUSING AGREEMENT
DEVELOPMENT
Contracts:
VOA Architect
BASS LAKE. Construction
LLC Marketing
BuildsiOcierates Management
Land Owner Coordination
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