Document 5beKweKxeE92byY5yO362Ev4e

1 MONSANTO FROM: DATE: SUBJECT: TO: Stephen J. Henderson, 622-1500, 1460 August 27, 1996 Community Development Diane Herndon, B2NG Cindy Hauser and I meet withnSkndra Zak, Market Master, Soulard Market, on August 21, 1996. I provided her with information oh JFQ's history, current products, Monsanto Fund and previous community relations. Sandra has been the Makket Master for four years. Her background is in Public Relations/Marketing, with experience in regional shopping centers. There needs are numerous, tait the few listed below were discussed: 1. Electrical Work 2. Compactors for Cardboard 3. Lead Abatement 4. Trash Hauling Problem 5. New Produce Vendors, "ndw blood" (She does not encourage flea market activities and would like to see more ethnic food vendors.) Enclosed for your review is &copy of the proposal for a strategic business plan for the Soulard Market to the St. Louis Development Corporation published by The Public Market Collaborative in May, 1996. They proposeito undertake services that will assure the maintenance, operation, and revitalization of the Market. The underlying objective of using the consultant is to: 1) become more competitive; 2) obtain friore credibility to ask for funds; 3) know where to go to ask for advice; and, 4) benchmarking. The Soulard Market is on the historical register. The Market is a service to the city; they do not break even. Our next step is to have Sandra present to us specific actions that have already been identified as needs. We would like to njeet again after the holiday. Would you be able to join us on Friday, September 13, or Monday, September 16? Stephen J. Henderson osw 135955 STLCOPCB4035924 Soulard Market 730 Carroll Street St Louis, MO 63104 Market Master (314)622-4180 DSW 135956 STLCOPCB4035925 Where Can You Find 200 Years and Two City Blocks of Quality, Freshness, and Value? DSW 135957 STLCOPCB4035926 DSW 1 3 5 9 5 8 wucoffu TO OUT! IMMT! Soulard Market wel comes over one half mil lion visitors per year and is open year round. Soulard Market which is owned and oper ated by the City of St. Louis, has one of the most colorful histories of all the St. Louis landmarks. It is the city's oldest exit ing public market and one of the oldest in the United States. Presently on the National Historic Registry, Soulard Market is made up of two city blocks bordered by Seventh, Carroll, Lafayette and Ninth. The Market represents the most positive aspects of farmers, local entrepreneur ship, and quality fresh food at reason able costs. City of St. Louis' S o u I a r d Market JIKTOTIV Soulard Market is believed to have begun with the buying and selling of products around 1779. With its large population of early St. Louis settlers, the Soulard neighborhood was a natural gathering place for farmers to sell their products. Life was not easy for 18th century St. Louisans. They lived Soulard Market in 1908 without the electricity, running water or the other modern conve niences that we take for granted these days. Soulard Market provided an escape from the hardships, providing an opportunity to leave the drudgery of daily life to socialize with neighbors and haggle with vendors while shopping for food, feed for livestock and other necessities. The Soulard neighborhood was origi nally part of the city's common fields dur ing the 1790s. As payment for his services as surveyor general of the Upper Louisiana Territory, the fields were given to Antoine Soulard by the Spanish governor. Later in 1842, his widow, Julia Cerre' Soulard donated the land to the City of St. Louis with the stipulation that it be used as a public mar- _ ,'>45% ketplace. Throughout the 19th and early 20th centuries, vendors hawked their products from wagons either arranged in rows or cir cles in the field. In the late 1920's the city commissioned a mar ket building with a second floor communi ty center. The build ings design was based upon the entranceway from the Foundling Hospital in Florence, Italy, the work of Renaissance architect Filipo Brunelleschi. In May 1929, over 20,000 people attended the building's dedi cation and grand opening. NUUIIT MV Some families have been in business at the Market for more than 80 years, while nearly 35 families have sold their wares for more than 30 years. Along with farmer fresh produce and fruits and vegetables from throughout the United States, Soulard Market alls provides the metropolitan area with quality meats, fish, fresh baked goods, cheeses, spices, coffees and teas, nuts, fresh cut flowers, garden and tropical plants, pre pared foods, handmade crafts, gourmet food items, jewelry, and clothing. For a true slice of our community, Soulard Market is the place to people watch. Visitors from all over the United States as well as the world come to Soulard Market to seefe the 'real' St. Louis. On a typical Saturday, as many as twenty different languages can be heard while walking through the Market. Customers come from every; part of the St. Louis metropolitan community and every socio-economic background. It is not uncommon to see some of St. Louis' more prominent residents shopping next to or discussing various recipes with another shopper on public assistance, successfully stretching their food budget dollars. Soulard Market remains much the same as its early days. It continues to thrive' because quality produce is available for half the price of regular supermarkets. The Market is a tradition to hbth shoppers and STLCOPCB4035928 City of Sf. Louis' Souiard Market Owned & Operated by the City of St. Louis Freeman R. Bosley, Jr. Mayor mt m LOCAL LflHMIlflWI! Currently, a fund raising effort for the beautification and renovation of the Market is in progress. A sturdy, starched 12 ounce canvas bag, shaped like a traditional upright shopping bag with strong handles and tastefully deco rated with the official Souiard Market logo in full color is available for only $10. Time tested as the best bag for holding heavy, bulky items while shop ping at the Market, it is a welcome addition in any household. All proceeds go directly to the beautification fund. DSW 135960 STLCOPCB4035929 PROPOSAL for a STRATEGIC BUSINESS PLAN for the SOULARD MARKET to the ST. LOUIS DEVELOPMENT CORPORATION by THE PUBLIC MARKET COLLABORATIVE A PROGRAM OF PROJECT FOR PUBLIC SPACES, INC. 153 Waverly Place New York, NY 10014 212-620-5660 DSW 135961 STLCOPCB4035930 ? Soulard Market Yesterday DSVi 135962 STLCOPCB4035931 CONTENTS INTRODUCTION INTRODUCTION OF CONSULTANTS THE PUBLIC MARKET COLLABORATIVE'S APPROACH PROPOSAL SCOPE OF SERVICES WORK PLAN REFERENCES TIMING, STAFFING, AND FEE SCHEDULE OUTLINE OF FEES QUALIFICATIONS PUBLIC MARKET COLLABORATIVE PROJECT FOR PUBLIC SPACES, INC. DAVID K. O'NEIL STEPHEN C. DAVIES LARRY E. LUND THE VANDIVER GROUP DONNA VANDIVER PUBLIC MARKET 2 COLLABORATIVE DSW 135963 STLCOPCB4035932 INTRODUCTION OF CONSULTANTS he Public Market Collaborative, a program of Project for Public Spaces, Inc. (PPS), is a Tnetwork of individuals and organizations involved in the planning, design, development and operation of public markets. PPS, a national nonprofit organization specializing in the design, planning and management of public spaces and downtown districts, has long recognized the catalytic role that markets can play in community development. Project for Public Spaces, Inc. formed the Public Market Collaborative in 1987 to further the preservation and establishment of public markets through research and education programs and through assistance to communities in market development, renewal, design and operations. In 1995 PPS/Public Market Collaborative co-published, with the Urban Land Institute, the first major handbook on public markets, Public Markets and Community Revitalization. The Collaborative has also sponsored three national conferences on public markets in Seattle, Washington (1987), New Orleans, Louisiana (1991) and Philadelphia, Pennsylvania (1996). Thus, the Collaborative has a particularly wide perspective on market activities throughout the United States and internationally. Since its creation, the Collaborative has provided assistance on public market projects in more than twenty-five cities and towns in both the U.S. and internationally. The goal of the Collaborative's technical assistance program is to transfer market skills to participating market sponsors, managers, and community development officials. Through the Collaborative, PPS brings together the most noteworthy people in markets today to work on its technical assistance projects. These include the nation's top market managers, market developers, retail planners, and food marketers. Drawing from this broad pool of public market professionals, the Collaborative creates and coordinates teams of market experts and PPS staff. These teams use PPS's planning and design expertise and its project management experience to help market sponsors or potential market sponsors who are interested in improving their markets or creating new ones. For the Soulard Market in St. Louis, PPS is bringing together Stephen C. Davies, Vice President of Project for Public Spaces, Inc.; David K. O'Neil, Director ofthe Collaborative and previously the General Manager of the Reading Terminal Market in Philadelphia; and Larry Lund, Principal, Real Estate Planning Group who in 1987 helped form the Collaborative. Joining the Collaborative for this assignment is the St. Louis firm. The Vandiver Group who will help in developing a profile of the current shoppers and a promotional strategy. The Vandiver Group is a full-service marketing communications and public relations firm offering strategic planning, marketing, market research, media training, employee communication and corporation reputation management. St. Louis Development Corporation has certified The Vandiver Group as a Women-Owned Business Enterprise in the areas of public relations and strategic planning. PUBLIC MARKET 3 COLLABORATIVE OSW 135964 STLCOPCB4035933 Highlights of Team Members Steve Davies is Vice President of Project for Public Spaces, Inc. He brings a broad background in architecture, urban design and user research to this project. Mr. Davies has a Master's degree in Architecture from the University of California, Berkeley. Since joining PPS in 1978, Mr. Davies has directed close to 200 major projects many which were located throughout the world. His particular expertise is in downtown urban design, management plans, and the design of mixeduse development projects including public markets. Steve Davies has won design award recognition from the International Downtown Executives Association, the Municipal Arts Society, and the National Endowment for the Arts. He is also the author of several books, including What do People do Downtown?--How to Look at Mainstreet Activity by the National Trust for Historic Preservation, Designing Effective Pedestrian Improvements in Business Districts by the American Planning Association, and Managing Downtown Public Spaces also for the American Planning Association. Steve Davies was the Project Director for the PPS-Urban Land Institutes' book on Public Markets and Community Revitalization. He has recently worked on a public market studies planned for Toledo, Ohio, Philadelphia, Charlotte, North Carolina, and Richmond, Virginia. As an architect and urban designer he brings this project the knowledge of how to make a market work to benefit the surrounding community. David O'Neil is a specialist in all phases of market management and development, including feasibility, leasing, capital improvements, financing, marketing and operations. O'Neil was the General Manager for over a decade for the Reading Terminal Market in Philadelphia where he directed the overall Market revitalization including: leasing, capital improvements, financing, marketing, research, and day-to-day operations. He now serves as one of the nation's premier consultants to markets and as worked on such market facilities as the City Market in Kansas City, Missouri; Atlanta Municipal Market; El Parian Market, San Antonio, Texas; Live on Hollywood in Los Angeles; New Orleans French Market;. Broad Street Market in Harrisburg, Pennsylvania, and Charlotte's Uptown Market, in Charlotte, North Carolina. Mr. O'Neil was the Director ofthe PPS-sponsored Third International Public Market Conference that we held in Philadelphia this year. This event drew more than 350 market managers, public administrators, planners, community development specialists, and other professionals committed to preserving and establishing markets who were eager to discuss the future of public markets and share their experiences in bringing back markets as a vital part of the local economy. Mr. O'Neil is also a contributing writer and advisor to the Urban Land Institutes new book. Public Markets and Community Revitalization. He brings fifteen years of real world, hands-on experience with market development and management. PUBLIC MARKET 4 COLLABORATIVE OSW 135965 STLCOPCB4035934 Larry E. Lund is a real estate consultant based in Chicago, who specializes in food markets, retailoriented and mixed-use real estate, and community planning. The firm has extensive, specialized experience working with markets as well as downtown retail areas and mixed-used commercial projects. The firm's principal works internationally on consulting assignments. Larry Lund has special expertise in using both qualitative and quantitative market studies to develop marketing programs. Mr. Lund has more than twenty years of experience in commercial real estate and land use planning consulting experience. Specific projects that relate to the Soulard Market assignment include working on the Collaborative team for Toledo, Ohio; Philadelphia, Pennsylvania; Indianapolis, Indiana; and Richmond, Virginia Market studies. Working for the Urban Market Development Corporation, he undertook the market analysis for Lansing, Michigan. He has worked on the Maxwell Street Market in Chicago and on market studies for developing a new market in Brno, Czech Republic. Lund is a contributing writer and advisor for the new book published by the Urban Land Institute titled. Public Markets and Community Revitalization. Donna M. Vandiver, President of the Vandiver Group, is a business consultant with more than twenty years experience in profit and not-for-profit companies. Ms. Vandiver founded this business consulting firm to help clients develop their vision, mission strategies, implementing those strategies and effectively communicating them. The firm has experience in strategic planning, marketing, market research, and public relations for corporate and nonprofit clients in a variety of industries with sales to $15 billion. Vandiver also writes and speaks on the importance of ethics, trust and integrity and other business topics. Ms. Vandiver's firm was selected over twelve agencies last year to handle the launch of RideFinders, the ridesharing program for the Greater St. Louis area. The firm was also selected along with STV/Booker by the Bi-State Development Agency of St. Louis, Missouri to handle public out reach and community involvement for their MetroLink expansion to St. Clair County, Illinois. The firm was also recently selected in two other transportation projects. The City of Cape Girardeau selected the firm to handle a community involvement project in that city regarding changes in their overall transportation plans and is also handling a contract with the Missouri Highway and Transportation Department, through Booker & Associates, to handle media, public involvement and community outreach on the Major Transportation Investment Analysis highway department project cover three counties in Missouri. All the team members have years of successful real-world, hands-on experience in assessment, planning, marketing, leasing, managing, and developing projects that help revitalize downtown areas. Each brings different experiences in the assessment, planning, marketing, leasing and development ofMarkets and their revitalization. This team brings together expertise in understanding and experience in the economics of markets, the hands-on real world experience of market management and development, and the ability to put together strategic marketing plans that will insure that the city can appropriately revitalize the Soulard Market. PUBLIC MARKET 5 COLLABORATIVE DSW 135966 STLCOPCB4035935 THE PUBLIC MARKET COLLABORATIVE'S APPROACH he once thriving tradition of public markets in the Unites States can be seen in all too few Tcities today. Since 1779 Soulard Market has been a place to buy quality food and a place to experience the diversity of life in the city. Though weakened in recent years, the Soulard Market has again the potential to play an important role in the City's life. This renewal effort can take advantage of the experiences that other markets have undergone in revitalization. These markets--Pike Place in Seattle, Reading Terminal in Philadelphia, and North Market in Columbus show the tremendous opportunity for public markets in today's world of shopping malls and retail chains. These markets show that with careful planning and investment, along with effective management, public markets can again become centers of economic and social life in a community. Truly successful public markets become centers of entire districts where we find a variety of places to shop, stroll, and be entertained. These neighborhoods become places where people want to live. We cannot divorce the future of the Soulard Market from the district in which it is found. If anything, public markets can create critical mass of activity that enhances the entire area. Public markets represent the real life of a place. They are not contrived theme parks. With the right plan, businesses, and management this can represent a real step forward for Soulard Market's revitalization efforts. This proposal represents the Public Market Collaborative's team approach to the renewal of the Soulard Market. We have structured it to be implementation oriented, not an abstract economic analysis, but a practical and realistic strategy that draws on the real-world, working expertise of the Collaborative's team and the inherent strengths of St. Louis's diverse community of producers and consumers. Our approach is to bring together this team of market experts in a cost effective and timely manner to meet the needs of Soulard Market. We recommend three site visits. An initial site visit of two days to inspect the market, tour the district and the surrounding area, meet with appropriate representatives and collect reports and data that would provide background for beginning the analysis. At this time it might also be appropriate for the Collaborative to hold a public meeting where we would show slides of markets throughout the world and help raise the awareness that the Soulard Market has the potential again to be a significant public institution. After review and study of the current situation, we will undertake a telephone survey to better understand what the current strengths of the market and to leam why others are not coming to the market. After completing our analysis of the design, economic and market conditions we will prepare a draft report of our findings and recommendations. After we reach consent on the draft, we will reassemble in St. Louis to present our recommendations to the appropriate groups. PUBLIC MARKET 6 COLLABORATIVE DSW 135967 STLCOPCB4035936 PROPOSAL SCOPE OF SERVICES e propose to undertake the following scope of services that will assure the Wmaintenance, operation, and revitalization of the Soulard Market. We will accomplish these objectives through a series of basic tasks that will: Analyze existing tenant and product mix and recommend appropriate changes Create an economic business plan for each vendor type showing potential income and business operating expenses. Analyze and recommend appropriate changes to the market's existing layout and design. Analyze the area demographics and show the food expenditure potential from the trade area. Analyze competitive food delivery systems such as existing supermarkets and other specialty food stores in the St. Louis area. Review the existing lease documents and make recommendations for appropriate changes. Analyze the Market's current operating expenses and the Common Area Maintenance charges to the vendors and make recommendations for appropriate changes. Develop a profile of current shoppers and their behavior to better understand how to position Soulard Market. Review the existing management and oversight structure and make recommendations for appropriate changes. Show how other markets are managed and structured. Recommend ways to promote the Soulard Market. PUBLIC MARKET 7 COLLABORATIVE DSW 135968 STLCOPCB4035937 WORK PLAN e propose to accomplish the scope of services by using the following work plan. This Wwork plan will help the Soulard Market receive quality professional help within budget. I. Initial Client Meeting (Initial site visit) Objective: To establish a firm foundation for completion of this assignment. Discussion: Before actual work begins, we will conduct a job initiation conference to set the frame work for the project. Participants in the conference will include the consultant team and the oversight panel consisting of representatives from SLDC/CDA, Soulard Market Master, Merchants Association, an aldermanic designee, and at your option, any others whose contributions to this project will be important. The purpose of this meeting is to: A) review project objectives, B) refine, if necessary, the work program, C) collect information and data from previous studies and area plans, and D) establish a firm basis for working together toward successful completion of this assignment. End product: An understanding and agreement between the consulting team and the St. Louis Development Corporation regarding the conduct of this assignment with a preliminary discussion of issues, opportunities, needs and constraints. We would also be prepared to have a public meeting, if appropriate, to show slides of other markets throughout the world to show that St. Louis has an important public asset that again can play a significant role in the life of the city. II. Analysis of Supply/Demand and Demographic Characteristics Objective: Market. To learn if sufficient demand exists to support revitalizing the Soulard Discussion: It is important that the market has economic support to warrant its revitalization. We will define a trade area where 75 percent of the customers are likely to reside and leant about their demographic characteristics. From this we will develop estimates on the total expenditure potential that this trade area generates for fresh food items. Based on a program developed in later steps we will then estimate a capture rate and recommend a tenant mix for the market that is supportable by the trade area. PUBLIC MARKET 8 COLLABORATIVE CSW 135969 STLCOPCB4035938 End product: Analyses of the supply/demand characteristics for the market using our geographical information system (GIS) that displays information using color maps. We will also provide some recommendations on tenant mix based on the economic potential of the market. III. Assessment of Market Feasibility Objective: To understand how the city can improve the existing layout and what physically needs to occur to make the market competitive with other specialty food offerings in St. Louis. Discussion: We will analyze the layout of the existing market and study competitive specialty food sellers in St. Louis to understand the competitive situation. End product: Recommendations on how to physically improve the layout and functioning of the market. We would also pay close attention to the parking situation and look for ways to increase parking in the area. IV. A Profile of Current Soulard Market Customers Objective: shopping. To understand who is now shopping at the market and who is not Discussion: We would identify the trade area that 75 percent of the customers now live and conduct a random telephone interview completing 400 questionnaires. We would direct the questions to learn why people now come to the market and equally important to learn why others who are in the trade area do not shop at the market. We are also interested in learning customers perceptions regarding the freshness of food sold at the market along with other environmental issues. End Product: Recommendations on how we can improve customer satisfaction and increase the draw of the market. V. Develop an Operating and Reopening Budget for Soulard Market Objective: To provide an operating budget for a repositioned market. Besides this stabilized budget that would include estimates for annual income and operating expenses we would also provide a Grand Reopening Budget that would reflect higher first-year promotional costs. PUBLIC MARKET 9 COLLABORATIVE DSW 135970 STLCOPCB4035939 We would also provide a generic vendor business proforma that shows potential income and expenses for operating a business at the market based on industry standards by major vendor category. End Product: Recommendations for annual operating budget and grand reopening. We would also provide a model on how major vendors' businesses are economically structured. VI. Management and Oversight of Soulard Market Objective: To recommend ways to improve management and oversight of the market. Discussion: We would review the existing management and oversight structure and suggest ways to improve it based on our experience with other markets throughout the world. These recommendations would reflect the special characteristics of the Soulard Market and the City of St. Louis that influence potential changes. We would also review the leases that the market uses and make recommendations on how the business (not legal) terms might be changed to improve the operations of the market. End Product: A recommendation on how to manage and provide oversight for the market that will enhance its operation. We would also include recommendations on how to improve the lease agreements for your legal staff to review and implement. VTL. Promotional Recommendations Objective: After identification of a target market, we will recommend ways on how to target this market through promotions, advertising and media relations. Discussion: Using information from the demographics and the telephone survey, we would develop a target audience and develop recommendations on how to target promotional activities to reach this audience. End product: Recommendations on how to position Soulard Market and then how to promote the market to the targeted audience. Vm. Recommendations Report Objective: Give Soulard Market a comprehensive business plan for its operation. Discussion: Working closely with management, we would develop a comprehensive business plan for the assessment, development, operation and marketing ofthe Soulard PUBLIC MARKET 10 COLLABORATIVE DSW 135971 STLCOPCB4035940 Market that can be used as a guideline for revitalization. This report will address all the issues listed in the scope of services of this report. End product: A document that hopefully seamlessly takes the recommendations provided in the report and begins implementation procedures that will revitalize the market and the community. As part of our report we would also participate in a public presentation of the recommendations. V. Ongoing Support (Optional) Objective: To provide the St. Louis Development Corporation with technical support throughout the revitalization process Discussion: Planning is an ongoing process. We will continue to work with the commission to provide ad hoc consulting and technical advice as the needs arise. End Product: Comfort in the knowledge that the consultants stand by their recommendations after we deliver the report. That we are available to provide technical support to help Soulard Market through the implementation process. REFERENCES Michael Schneiderman President, Charlotte Uptown Development Corporation 704-376-1164 Terri Martini Director of Planning, City of Harrisburg, Pennsylvania 717-255-6408 Errol R. Bragg Senior Agricultural Marketing Specialist, USDA 202-720-8317 Ross Hamre Director ofParks and Recreation, Toledo, Ohio 419-936-2875 PUBLIC MARKET 11 COLLABORATIVE OSW 135972 STLCOPCB4035941 TIMING, STAFFING, AND FEE SCHEDULE e can begin immediately upon acceptance of this proposal and can complete the work plan Wto meet the August 10, 1996 deadline. This project will be staffed by the four principals: David O'Neil, Steve Davies, Larry Lund and Donna Vandiver. We anticipate that the entire team will participate in the initial site visit and for the final presentation. David O'Neill will be the project manager. While the team process permits all members to help in reviewing and developing recommendations for the entire report each member brings their own specialty to the project. As an example, Steve Davies will concentrate on design, parking, and urban design elements; O'Neil will concentrate on the management program, Lund will focus on market support and economic research, and Vandiver will concentrate on market research for developing a profile of Soulard's customers and a promotional strategy. The entire team will participate in developing and reviewing recommended strategies and plans for the market. Public Market Collaborative Organization Chart | David K. O'Neill j I Project Manager j |l.....O..p..e.r.aTt.io..n..s.. .....j i Stephen C. Davies j Larry E. Lund 1 Design j Economics ; Donna M. Vandiver i Marketing We have capped the fees for our professional services and expenses at $28,000 for the scope of services outlined above. Any elective subsequent consulting (Optional Ongoing Support) will be billed at the hourly rate of the individuals involved in the specific assignment. Project for Public Spaces, Inc. will invoice The St. Louis Development Corporation according to the proposal requirements for the Collaborative's time and expenses monthly according to work plan tasks completed. We anticipate payment within thirty days of invoice. PUBLIC MARKET 12 COLLABORATIVE Csw 135973 STLCOPCB4035942 OUTLINE OF FEES Work Plan I. Initial Client Meeting Primary Participants: Davies, O'Neil, Lund and Vandiver ................................................... $1,200 n. Analysis of Demand and Supply Characteristics Primary Participant: Lund .......................................................................................................... $2,100 III. Assessment ofMarket Conditions and Competition Primary Participant: Davies and O'Neil .................................................................................. $2,100 IV. Profile of Soulard Market Customers Primary Participants: Lund and Vandiver................................................................................ $7,000 V. Develop Operating and Re-Opening Budget Primary Participant: O'Neil...................................................................................................... $1,800 VI. Management and Oversight Recommendations for Market Primary Participant: O'Neil and Davies .................................................................................. $1,200 Vn. Marketing and Promotional Recommendations Primary Participant: Vandiver, O'Neil, and Lund................................................................ .. $1,800 VIE. Report Recommendations Primary Participants: O'Neil, Davies, Lund, and Vandiver................................................... $4,000 IX. Presentation Primary Participants: Davies, O'Neil, Lund, and Vandiver................................................... $1.800 Total Professional fees: ............................................................................................................ $23,000 Total Expenses We budgeted expenses for travel, lodging, long distance telephone, delivery and five copies of the final report at: ............................................................................................................................. $5.000 Total Fee.................................................................................................................................... $28,000 PUBLIC MARKET 13 COLLABORATIVE DSW 135974 STLCOPCB4035943 The team's local participant is The Vandiver Group. The St. Louis Development Corporation has certified The Vandiver Group as a bona fide Women-Owned Business Enterprise by the City of St. Louis in the public relations, marketing strategic planning area. Their certification number is WBE163 and it expires August 31, 1997. The Vandiver Group will participate in several areas of this project from the initial meeting, conducting the telephone interviews, creating the marketing strategy for promotions, review of the final document, and participating in the final presentation. The Vandiver Group's budgeted participation in this project is $7,750. This amount represents 28 percent of the total budget Conclusion The Public Market Collaborative along with The Vandiver Group represent a team with unequaled credentials in the field of public markets. We have the experience, knowledge and as importantly the desire to revitalize the Soulard Market back into an important civic institution. We look forward to the opportunity talk further with the ad hoc committee during the interview process. PUBLIC MARKET 14 COLLABORATIVE DSW 135975 STLCOPCB4035944 e tMJii&lUiialil PROJECT FOR PUBLIC SPACES, INC. PUBLIC MARKET COLLABORATIVE Technical Assistance Program he Public Market l, C. Collaborative, a program of Project for Public Spaces, (PPS), is a network of indi viduals and organizations involved in the planning, design, develop ment and operation of public mar vels. PPS, a national non-profit orga nization specializing in the design, planning and management of public spaces and revitalization of down turns, has long recognized the catnlviic role that markets can play in community development. Founded ,n lQ75 out of the conviction that [he public realm is the lifeblood of communities and must continue to be nurtured to enhance urban life ioday. PPS has advocated and helped develop and improve public markets an integral part of its work since us inception. Over the past 20 years, PPS has worked with nearly 700 communi ties throughout the United States and abroad to help make their public spaces more active, attractive, com fortable, usable and economically viable. PPS formed the Public Market Collaborative in 1987 to further the preservation and estab lishment of public markets through research and education programs and through assistance to communi ties in market development, renewal, design and operations. In 1995 PPS/Public Market Collaborative co-published, with the Urban Land Institute, the first major handbook on public markets. Public Markets and Community Revitalization. The Collaborative also has sponsored three national confer ences on public markets in Seattle. Washington (1987), New Orleans. Louisiana (1991) and Philadelphia. Pennsylvania (1996). Thus, the Collaborative has a particularly wide perspective on market activities throughout the United States as well as internationally. PPS has long recognized the catalytic role that markets can play in com munity development. Since its cre ation, the Collaborative has provided assistance on public market projects in over 25 cities and towns in both the U.S. and internationally. The goal of the Collaborative's technical assistance program is to transfer market skills to participating market sponsors, managers and community development officials. Expert guidance is available in the areas of economic feasibility, site selection; design; property management and operations; sponsorship and organi zational structure; and strategics for development. Drawing from a broad pool of public market professionals, the Collaborative creates and coordi nates teams of these experts and PPS staff. These teams utilize PPS's plan ning and design expertise and its project management experience to assist market sponsors or potential market sponsors who are interested in improving their markets or creat ing new ones. Such sponsors range from municipal agencies to local development corporations to market boards of directors. Selected Recent Projects of the Public Market Collaborative RICHMOND FARMERS MARKET Richmond, Virginia (1995-1996) Comprehensive plan to revamp and revitalize Richmonds historic Farmers Market. Funding: City of Richmond. PHILADELPHIA PUBLIC MARKETS STUDY Philadelphia, Pennsylvania (1995) Research into existing neighborhood public markets in Philadelphia and development of new city policies to promote markets as catalysts for community revitalization, including establishment of new city-wide net work of open air community farm ers markets. Funding: City of Philadelphia. CZECH MARKET PROGRAM The Czech Republic (1993-1995) Development of a model public market program to revitalize historic Czech towns. Funding: Trust for Mutual Understanding, Rockefeller Brothers Fund, German Marshall Fund. MANUKAU PACIFIC MARKET Auckland, New Zealand (1995) Assistance with advertising, design, management, leasing and operations for a major new public market for native Pacific Islanders to share in economic growth of New Zealand. Funding: Pacific Island Business Development Trust. OSW 135976 STLCOPCB4035945 r UPTOWN MARKET Charlotte, North Carolina (1994-1995) Business plan for new Saturday mar ket in downtown Charlotte featuring farm produce, fresh food products, as well as crafts. Market opened in June 1995. Funding: Charlotte Uptown Development Corporation. TOLEDO PUBLIC MARKET Toledo, Ohio (1993-1994) Feasibility study and implementation assistance for new indoor public market hall set to open in 1996 1997, adjacent to the historic Toledo Farmers Market. Funding: City of Toledo. LA MARQUETA New York, New York (1993) Workshop with East Harlem com, munity task force set up to select developers to revitalize the market and establish goals, mix of uses, and design criteria for the market. Funding: NYC Economic Development Corporation. For more information, contact: Fred I. Kent, III, President Stephen C. Davies, Vice President Shirley Secunda, Director ojDevelopment PROJECT FOR PUBLIC SPACES, INC. PUBLIC MARKET COLLABORATIVE 153 Waverly Place New York, NY 10014 Phone: (212) 620-5660 Fax: (212) 620-3821 Email: ppsnyc@usa.pipeline.com WWW page: http:\\cfe.comell.edu\nystate\ppsl.html or David O' Neil 170 Spring Lane Philadelphia, PA 19128 Phone: (215) 482-5130 Fax: (215) 482-7202 Email: 102514.3327@compuserve.com * DSW 135977 STLCOPCB4035946 Y \ /ci Portraits: The Magic of Farmers' Markets. ((;jcotape showing benefits of iff7lers markets to downtowns, id, comments by customers, farm,,,and city officials. Features New -vcheite, NY seasonal, open-air iijrket and historic market hall in i nicaster, PA. Produced by Project ,r public Spaces, Inc. Funding: Oiional Endowment for the Arts. :^9 (VHS, 15 minutes) $20.00 * .'deluding postage and handling. Audio Tapes of proceedings of International Public Market Conferences: (1) Seattle, Washington, August 19 to 22, 1987; (2) New Orleans, Louisiana, May 2 to 5, 1991 (3) Philadelphia, Pennsylvania, February 8 to 11, 1996. Audio cassette recordings of public market conference workshops and sessions covering innumerable topics related to public markets, including design of marketplaces, market tenants, coupon programs, community development, historic markets. international markets, sustainable agriculture, financing options, decision-making, downtown revital ization, public/private partnerships, government policy, property man agement and operations. Produced by Project for Public Spaces, Inc. (Each tape approximately 90 minutes) Prices vary, contact PPS. For updated information, consult our web page! http:\\cfe.Cornell.edu\nystate\ppsl. html For more information, contact: Fred 1. Kent, 111, President Stephen C. Davies, Vice President Shirley Secunda, Director of Development PROJECT FOR PUBLIC SPACES, INC. PUBLIC MARKET COLLABORATIVE 153 Waverly Place New York, NY 10014 Phone: (212) 620-5660 Fax: (212) 620-3821 Email: ppsnyc@usa.pipeline.com WWW page: http.Wcfe.comell.edu\nystate\ppsl.html or David O' Neil 170 Spring Lane Philadelphia, PA 19128 Phone: (215) 482-5130 Fax: (215) 482-7202 Email: 102514.3327@compuserve.com Publication orders may be sent directly to PPS in New York. Prepayment required (Check, Visa and Mastercard accepted). DSIfi 135978 STLCOPCB4035947 ABOUT PROJECT FOR PUBLIC SPACES, INC. PUBLIC MARKET COLLABORATIVE 1996 Public Market Conference Sponsor rojeci for Public Spaces, Inc. (PPS) is a non-profit cor poration specializing in the planning, design and management of public spaces. Founded in 1975, the organization grew out of the work of William H. Whyte's Street Life Project and the conviction that the public realm is the lifeblood of communities and must continue to be nurtured to enhance urban life today. Recognizing, as William H. Whyte has said, that it is not enough for a public space to just "be something to look at," PPS's objective is to improve public spaces so they are not only more attractive, but active, comfortable, usable and economi cally usable. PPS considers public spaces to include all of the areas, interior or exterior, publicly or privately owned, to which the public has access and which form the common life of a community. Over the past twenty years, PPS has completed projects in nearly 700 communities throughout the United States and abroad and has become widely known for its innovative approach to public space planning and community revitalization that focuses on the behavior, expressed needs and collaborative envisioning of community members. Those PPS has worked with include downtown development groups, neighborhood associations, government agencies, merchants associations, corporations and private developers. The Public Market Collaborative, a program of Project for Public Spaces, Inc. (PPS), is a network of individu als and organizations involved in the planning, design, development and operation of public markets. PPS has long recognized the catalytic role that markets can play in community development. Formed in 1987, the Collaborative provides communities with technical assistance in market development, revitalization, design and operations and furthers the preservation and establishment of public markets through a variety of research and educational programs. In 1995, PPS/Public Market Collaborative co-published, with the Urban Land Institute, the first major handbook on public markets. Public Markets and Community Revitalization. The Collaborate has sponsored three national CQr ences on public markets in Sea^ Washington (1987). New Orlear Louisiana (1991) and Philadelpl Pennsylvania (1996). Thus, the Collaborative has a particularly, perspective on market activities throughout the United States as as internationally. The goal of the Collaborative's technical assistance program is i transfer market skills to particip ing market sponsors, managers community development officia Expert guidance is available in t areas of economic feasibility; sit selection; design; property man; ment and operations; sponsors! and organizational structure; ar strategies for development. Dra from a broad pool of public mat professionals, the Collaborative ates and coordinates teams of tl experts and PPS staff. Since its i ation, the Collaborative has pro assistance on public market pro in over 25 cities and towns in bi the U.S. and internationally. Public Markets and Community Revitalization. A guidebook covering all aspects of the market develop ment process, from simple, inexpen sive farmers' and crafts markets to large market districts. Shows how public markets can revitalize com munities, create opportunity for fledgling entrepreneurs and provide safe and sociable public gathering Collaborative Resources places. Includes sample budgets, staffing requirements, tenant mix plans, marketing strategies, cash flow analysis and cost projections. Several in-depth case studies and numerous examples of public mar kets across the United States and Canada. Published by Project for Public Spaces, Inc. and the Urban Land Institute. Written by Theodore Morrow Spitzer and Hilary Bau Public Market Partners, with Stephen Davies, Toni Gold, Fre Kent, Larry Lund, David O'Nei and Aaron Zaretsky. Funding: Surdna Foundation. $27.95 ($* non-profit rate) plus S4 shippii and handling ($1 each additior copy). 120 pages. Color photos DSW 135979 STLCOPCB4035948 T . : PROJECT FOR PUBLIC SPACES, INC. J`s,, j er. i project for Public Spaces, Inc. (PPS) is a non-profit corporation specializing in the planning, design and management of public spaces. Founded in 1975, the organization grew out of the work of William H. Whyte's Street Life Project and the conviction that the public realm is the lifeblood of communities and must continue to be nurtured to enhance urban life today. 'de j ell Recognizing, as William H. Whyte has said, that it is not enough for a public space to just "be something to look at," PPS's objective is to improve public spaces so they are not only more attractive, but active, comfortable and usable. PPS considers public spaces to include all of the areas, interior or exterior, publicly or privately owned, to which the public has access and which form the common life of a community. Over the past twenty years, PPS has completed projects in nearly 700 communities throughout the United States and abroad and has become widely known for its innovative approach to public space planning and community revitalization that focusses on the id behavior, expressed needs and collaborative envisioning of community members. Those PPS has worked with include downtown development groups, neighborhood associations, government agencies, merchants associations, corporations and private developers. e- All PPS projects are planned and directed by an interdisciplinary staff that uses techniques such as time-lapse filming, systematic observations, and specially designed surveys to analyze how people use all kinds of public spaces and to ascertain their perceptions and ideas. These techniques have been applied by PPS to develop design and management recommendations that often include small scale, easily implemented demonstration improvements that quickly enhance the social and economic vitality of public spaces, while providing an opportunity to test them in action. ded | :ts i ii -- l!i jf PPS both retrofits public spaces and plans new spaces, with special emphasis on: o User Analysis and Programming o Community Envisioning and Consensus Building o Conceptual Designs and Guidelines o Design Review o Master Planning/Urban Design Plans/Site Planning o Management Programs o Amenity and Art Selection PPS's staff is trained in environmental design, architecture, urban planning, urban geography, environmental psychology, landscape architecture, arts administration and information management. The staff also collaborates on projects with architecture, landscape architecture and engineering firms, graphic design firms, transportation consultants, retail planners and community organizations. PPS's activities include workshops, training in PPS observation and analysis techniques, >5 research and information dissemination, and comprehensive design, planning and management projects. I-OK I'VRTlUiK IM-OKMATION. COM'ACt: I'rttjct'l fi'r I'uhlit' S/Iiut"*. /in*., /.v I III/irrA I'hu r. Net. Yttrk. :\Y 1(1(114 (212) Z 2r/-sZ,z,f/ PPS EXPERIENCE A to Z Airports Bus, Train, Trolley Stations Central Squares Downtowns Entertainment Districts Facades Gateways Housing Information Systems Just a Nice Place to Sit Kiosks Libraries Mixed-Use Developments Neighborhoods Open-Air Markets Parks & Plazas Quick Fixes j Retail Centers i Streetscapes i Traffic Calming Urban Special Districts Vending Programs I Waterfronts j X'ings , Young People's Places Zoos DSW 135980 STLCOPCB4035949 State and Federal Government Ci`vo' n Redevelopment Authority j^,of Dallas, TX f.iv 0f 0f East Orange, Eugene, OR KJ w co'yy,, of of of Grand Rapids, MI Hartford, CT Ottawa, Canada ciiy, of of Portland, OR Providence, RI of Riverside, CA of San Bernardino, CA Ci'? ci>y o<? of of San Juan, Stamford, PR CT city, of Worcester, MA Cpniinunity Redevelopment Agency of the City of Los Angeles, CA Contra Costa County Public Library, CA foray11' County Public Library, NC general Services Administration jjjiional Endowment for the Arts s'.nional Park Service l^v York City Department of City Planning York State Council on the Arts pjjw York State Urban Development Corp. gjvcrsidc City and County Public Library, CA US Dept, of Housing and Urban Development Village of Bronxville Washington Slate Convention & Trade Center Board Yonkers Community Development Agency Transportation Agencies federal Highway Administration Los Angeles County Transportation Commission Mctro-Dadc Aviation Department, Miami Metropolitan Washington Airport Authority ftcsv Jersey Transit New York City Metropolitan Transit Authority Port Authority of NY and NJ Port of Portland, OR Regional Transportation Authority, Cleveland Regional Transportation Authority, Corpus Christi, TX Rochcstcr-Gcncscc Regional Transportation Authority Tri-Mct, Portland, OR US Dept, of Transportation Design and Planning Firms Cambridge Systcmalics, Inc. Carol Johnson and Associates Halcyon Real Estate Advisors I Inward Needles Tammcn di Bcrgcndoff, Inc. julinson, Johnson & Roy Knlui Pederson Fox Sasaki Associates Skidmore, Owings & Merrill 'PDA. hie. TKA Urban Centre Developments, Ltd. /.imim1!1 (iunsiil b'ransea Partnership Foundations and Non-Profit Organizations American Conservation Association Central Park Conservancy Civitas Commonwealth Fund Dewitt Wallace Foundation Geraldine R. Dodge Foundation International Downtown Association J.M. Kaplan Fund Knox Foundation National Trust for Historic Preservation New York Community Trust Partners for Livable Places, Inc. Pastoral and Educational Services, Inc. Rockefeller Foundation Surdna Foundation Sutton Area Community, NYC University of Arizona, Environmental Research Laboratory University of Washington, Seattle Downtown Organizations Central Atlanta Progess Central City Association, Los Angeles The Denver Partnership Downtown Council, Hartford, CT Downtown Crossing Association, Boston Downtown Denver, Inc. Downtown Development Authority, Miami Downtown Fort Worth, Inc. Downtown Seattle Association Long Island City Business Development Corp., NY Orlando Downtown Development Board Pittsfield Downtown Association Renaissance Newark Rochester Downtown Development Corp., NY Stamford Chamber of Commerce, CT Springfield Central, Inc., MA Private Sponsors The Bankers Trust Company Chase Manhattan Bank Crown Center Redevelopment Corp. The Durst Organization Exxon Corporation Gerald D. Hines Interests 1 Iclmslcy-Spcnr, Inc. Lincoln Property Co. Maguiro/Thomas Partnership Rockefeller Center, Inc. Rose Associates Rabltiff Corporate Services Schiavone Really & Development Corp. Seattle First National Bank Trammell Crow Company Time, Inc. :VS PROJECT FOR PUBLIC SPACES, INC. ! I i i i i CSW 135981 STLCOPCB4035950 STAPLES STREET STATION - CORPUS CHRISTI, TEXAS Federal Design Achievement Award National Endowment for the Arts Presidential Design Awards, 1995 GREETINGS FROM HOLLYWOOD - A PROGRAM OF "LIVE ON HOLLYWOOD" - HOLLYWOOD, CALIFORNIA Annual Design Award In Recognition for Outstanding Achievement in Design of Preservation Projects California Preservation Foundation, 1995 Preservation Award-Los Angeles Conservancy, 1995 BROOKLYN GARDENS HOUSING COMPLEX - BROOKLYN, NY Fifth Annual Maxwell Awards of Excellence, Low-Income Housing Fannie Mae Foundation, May 1993 TOWN LAKE COMPREHENSIVE PLAN - AUSTIN, TEXAS Honor Award - American Society of Landscape Architects, 1989 UNION STATION REDEVELOPMENT - SEATTLE, WASHINGTON Award - Urban Design and Planning Progressive Architecture, January 1986 HUD PROJECT - Downtown Open Space Improvements for Seven Cities Award - Presidential Design Jury, Federal Design Achievement Award administered by National Endowment for the Aits, 1984 DENVER PUBLIC SPACES PROJECT Certificate of Merit for Excellence in Urban Design AIA Colorado Chapter, 1984 BELLEVUE CORRIDOR - BELLEVUE, WASHINGTON Merit Award - American Planning Association, 1984 BANFIELD TRANSITWAY - PORTLAND, OREGON Award - Urban Design and Planning Progressive Architecture, January 1983 HARTFORD DOWNTOWN MANAGEMENT PROGRAM Achievement Award - International Downtown Executives Association, 1983 MUSEUM MILE STUDY Award-National Endowment for the Arts Grant, Recognition Program, 1981 Certificate of Merit - Municipal Aits Society, New York City, 1980 FILM IN USER ANALYSIS Award - National Endowment for the Arts Grant Recognition Program, 1980 EXXON MINI-PARK PROJECT Citation - Urban Design Newsletter Awards, 1980 PIONEER SQUARE DIRECTORY POSTER - SEATTLE, WASHINGTON Silver Award - Seattle Design and Advertising Show. 1980 PLAZAS FOR PEOPLE PROGRAM - SEATTLE, WASHINGTON Mayor and the Humanities Selection - U.S. Conference of Mayors, 1980 WEST 46TH STREET PROJECT Aw;url - National Endowment tor the Arts Grant, Recognition Program. 1980 ?? PROJECT FOR PUBLIC SPACES, INC, j i i j i DSW 135982 STLCOPCB4035951 PPS PROJECT FOR PUBLIC SPACES, INC 153 WAVER.LY PLACE ,n E W YORK. NY 10014 PPS APPROACH TO COMMUNITY REVITALIZATION Project for Public Spaces, Inc. (PPS) has developed a program of community revitalization strategies that are being applied with success in a number of communities throughout the United States. These strategies have three major objectives: (1) to foster public involvement and invention in creating a "vision" for a community; (2) to promote grass roots engendered initiatives that are followed through by the community; and (3) to produce direct and measurable results within a short time. PPS, a non-profit planning, design and management organization, has worked to enhance the quality of urban life for the past 18 years through the improvement of public spaces so that they are more attractive, lively, comfortable, safe and economically viable for communities. Based on the PPS philosophy that the design, planning and management of public spaces must evolve from considering people's actual needs, PPS's approach employs the following principles and approaches. Establishment of a Community Generated Vision. If communities are truly to become masters of their futures, they must be given the opportunity to take part in identifying issues, developing concepts and evolving strategies for renewal that are outgrowths of their own experience and efforts. In this way, they become the self-motivated owners of their plans, retaining a sustained interest and stake in future progress. In its process, PPS works in partnership with communities to elicit ideas, formulate solutions and develop recommendations for implementation. This process is carefully designed and executed to reach deep into the community (residents, business and service people, mainstream and non-mainstream organizations, public officials, etc.) for ideas, information and opinions. A variety of techniques are used to ensure that the community's ethnic, social and economic diversity plays an integral part in developing a vision. Since each community has its own problems, personalities, structure and politics, this methodology is tailored to specific needs. Depending on circumstances, all or some of the following participation strategies are employed. Data Gathering. Typically, community members work in concert with PPS to evaluate the particular issues of an area through a variety of techniques that PPS has developed in its work with communities across the country. These include systematically observing and recording activities at relevant locations, conducting special interviews with community members to elicit ideas and opinions, distributing community surveys to gather input on a variety of issues, and, in some cases, taking time lapse film and other photographs DSW 135983 STLCOPCB4035952 illustrating issues of concern. Whichever methods of data collection are chosen, PPS develops special forms and trains the community on how to use them, thus ensuring that findings are relevant. PPS has found that when communities actually take part in collecting data, there is a significant increase in the quality of information collected and the level of involvement in implementation. Small Group Meetings and Discussions. PPS uses smaller group discussions within larger meetings that promote intensive participation, and then, through a reporting-back period, allows ideas to be shared with the larger community. In some cases, small group meetings are held throughout the community prior to a larger forum. PPS also interviews people individually. Through these open, informal discussions, people talk and share their ideas with others. This invariably leads to numerous and exceptionally creative ideas for improvements that people and organizations are committed to implementing. Facilitation of the Development of Ideas for Implementation. It is important to understand that the goal of an effective participatory process is not only to involve people, hear what they have to say, resolve conflicts, and challenge people to raise their sights higher than expectations based on experience in their own communities, but also to make changes. In order to elicit the full creativity of the community, to stretch perspectives and encourage bolder thinking, PPS sets the participatory stage through slide and film presentations that demonstrate possibilities from other cities that stir people's imaginations. This stimulates thought and discussion about additional issues and potential solutions. With PPS as facilitator, participants are enabled to recognize the community's actual potential and generate innovative ideas that they can implement. Short Range Low Cost Implementation Strategies. Integral in this approach is a strategy for low cost activities that can be implemented in a short-term period. These strategies are not interim solutions, but stepping stones within a plan's longer range context that can act as catalysts for change, while providing immediate enhancement for communities. Improvements can be implemented quickly, providing opportunities for evaluation and for immediately boosting public interest, morale and use. The types of changes adopted by communities deal with a wide variety of public space improvements: new seating and amenities; economic uses such as public markets, vendors and cafes; special events and on-going space programming; diagonal parking, and so on. They are changes that can be seen, used and enjoyed. By showing actual accomplishment, they can sustain community involvement and support. Structure for Ongoing Community Implementation and Regeneration. Community involvement is important not just because of what people think, but also because of what people can do on an ongoing basis over time. In order to fulfill a vision, people must get involved in doing things: opening a business, staging an event, working on a committee, etc. The process of analyzing problems and developing solutions encourages people to work with each other in a constructive and creative manner. A momentum in achieved which would have been virtually impossible had people not been DSW 135904 STLCOPCB4035953 brought together to address a common concern. The working relationship can then keep functioning after the plan in "complete" so that it continues to serve as a guide for programs and projects. To ensure that such a relationship is sustained, PPS sets up an on going organization and public private partnership which works with city government to provide an appropriate level of financial, technical and management support. This enables community members to continue their involvement to implement their plan, evolve new ideas and further implement the community's vision. Long-term Investment and Development Strategies As important as short-term strategies are, it is also important to develop an approach for comprehensive and long term development of a central area. The community process is structured to identify real estate and business development opportunities, that can include both publicly held and privately owned properties. The vision process can also recommend different strategies that towns can use to attract development, even more important since, in a rapidly changing or weak economy, it is often impossible to do conventional market studies to substantiate the need for a specific type of development. The bottom line of this approach is that a locally developed program can be used to market town projects to investors, entrepreneurs, and others in a proactive rather than reactive manner, thus helping to safeguard community values when that development occurs. DSW 135985 STLCOPCB4035954 PROJECT FOR PUBLIC SPACES, INC. DAVID O'NEIL David O'Neil is a specialist in all phases of market management and development, including feasibility, leasing, capital improvements, financing, marketing and operations. He has worked with Project for Public Spaces on several public market projects conducted through iheir program, the Public Market Collaborative. One of Mr. O'Neil's most recent assignments has been in the position of Director of the pPS-sponsored Third International Public Market Conference, that was held in Philadelphia in 1996. This event drew over 350 market managers, public administrators, planners, community development specialists and other professionals committed to preserving and establishing public markets who were eager to discuss the future of public markets and share their experiences in bringing back markets as a vital part of the local economy. Among Mr. O'Neil's other recently completed projects with the Collaborative have been a Philadelphia public markets study involving research into existing neighborhood public markets in Philadelphia and development of new city policies there to promote markets as catalysts for community revitalization; assistance with advertising, design, management, leasing and operations for the new Manukau Pacific Market in Auckland, New Zealand; and work on a business plan for the newly created Uptown Market in Charlotte, North Carolina, ; j 1 j I j : j i i i | | j j His Collaborative projects also include tenant and customer surveys, leasing strategy and program development for El Parian Market in San Antonio, Texas; operations analysis and leasing recommendations for the French Market in New Orleans, Louisiana; and work on a series of outdoor markets in parking lots adjacent to Hollywood Boulevard in Los Angeles, California. j i J j j David O' Neil was General Manager of Philadelphia's Reading Terminal Market for over 10 years. During his tenure, he inaugurated the redevelopment of this nationally recognized market, including leasing space to 60 new merchants, coordinating tenants, rebuilding and modernizing the Market's infrastructure, developing pro formas for loan packages, creation and implementation of new marketing and promotion strategies, setting up maintenance and security systems and generally streamlining operations, conducting market studies, as well as overseeing operations on a day-to-day basis. ! i The many other market projects where Mr. O'Neil has provided his technical expertise include the Atlanta Municipal Market, the Essex Street and Jamaica Farmers Markets in New York City, the Broad Street Market in Harrisburg, Pennsylvania and the City Market in Kansas City, Missouri. Education University of Pennsylvania, Bachelor of Arts University of New Brunswick, Fredericton, New Brunswick, Canada American College of Switzerland, Lcysin, Switzerland j i ] j il ! I ! OSW 135986 STLCOPCB4035955 PROJECT FOR PUBLIC SPACES, INC. STEPHEN C. DAVIES Vice President Stephen C. Davies has a broad background in architecture, urban design and user research. Mr. Davies received his Bachelor's degree in Art and Environmental Studies from Williams College and his Master's degree in Architecture from the University of California, Berkeley in 1976. Upon graduating, he was awarded a John K. Branner Traveling Fellowship in Architecture. Since joining PPS in 1978, Mr. Davies has been involved in all aspects of PPS's work, and has directed close to 200 major projects. His particular expertise is in downtown urban design and management plans, airport and transportation facility planning, and design of mixed-use development projects. Among the many downtown projects he has directed are downtown master plans for Orlando, FL; Worcester, MA; Springfield, MA; and San Bernardino, CA; design improvement plans for streetscapes, plazas, central squares, and transit malls in Rochester, NY; Salt Lake City, UT; and New Haven, CT; and comprehensive downtown management plans for both large cities and small towns, including Hartford, CT; Pittsfield, MA; and Hoboken, Madison and Morristown, NJ. Mr. Davies has also directed PPS's downtown mixed-use development projects, including a redevelopment plan for Renaissance Center in Detroit, MI; and a 30-acre master plan for a civic and cultural center in Orlando, FL. Most recently, he managed PPS's studies to revitalize two of the world's pre-eminent entertainment districts: Times Square and Hollywood Boulevard. Mr. Davies directs PPS's airport and transportation facility projects. These include a renovation of the Eastern Air-Shuttle terminals in New York, Boston, and Washington; a redesign of the main terminal at the Miami International Airport; a user study of the International Arrivals Building at Kennedy Airport in New York City, and user programming for the new National Airport terminal in Washington. DC In New York City, he has directed renovation proposals for six subway stations, including Grand Central Subway Station, and a redevelopment plan for the Port Authority Bus Terminal. Currently, he is directing PPS's program. Traffic Taming and Community Revitalization." Mr. Davies is the principal writer and editor of numerous PPS publications and has directed PPS's downtown research and education programs for the National Trust for Historic Preservation, the U.S. Department of Transportation, and the National Endowment for the Arts. Currently, he is directing PPS's participation in the national program. "Public Libraries in Partnership with Communities." sponsored by the Surdna Foundation. DSW 135987 STLCOPCB4035956 gTEVE DAVIES Vice President Education Williams College, Bachelor of Art in Art and Environmental Studies University of California, Berkeley, Masters in Architecture Awards & Honors John K. Branner Traveling Fellowship in Architecture . Award Winner, National Endowment for the Arts Grant Recognition Program (West 46th Street Project) Citation, Urban Design Newsletter Awards (Exxon Mini-Park Project) Certificate of Merit, Municipal Art Society, New York City (Museum Mile Study) Award Winner, National Endowment for the Arts Grant Recognition Program (Museum Mile Study) Award Winner, International Downtown Executives Association Award, 1983 (Hartford Downtown Council/PPS Hartford Management program) Award Winner, Presidential Design Jury, Federal Design Achievement Award, 1984, administered by the National Endowment for the Arts (H.U.D. project on downtown improvements in seven cities) Publications What do People Do Downtown? - How to Look at Mainstreet Activity, National Trust for Historic Preservation, 1981 Designing Effective Pedestrian Improvements in Business Districts, American Planning Association, 1983 Managing Downtown Public Spaces, American Planning Association, 1984 DSW 135988 STLCOPCB4035957 Real Estate Planning Group Real Estate Planning Group, Inc. 1030 N. State St Suite 18-L Chicago, IL 60610-2829 E-mail Lundlarry@msn.com Phone 312 751-1250 Fax 312 951-8150 Larry E. Lund Principal-Real Estate Planning Group Real Estate Planning Group, is a market research consulting firm specializing in retail-oriented and mixed-use real estate, urban development, community planning, and place marketing projects. Larry Lund, a principal of the firm applies social science and business marketing research techniques (such as focus groups and surveys), marketing skills, and development expertise to solve a client's planning problems and implement solutions. These solutions are based by combining the knowledge gained from the direct project market research with over twenty years of successful real-world, hands-on experience in assessment, planning, marketing and leasing retail space. Projects Community Planning and Place Marketing Strategies Planning and development schemes for the new Metra station in Deerfield, Downtown planning and marketing schemes for Glenview, Marketing strategies for three neighborhoods in Cleveland, Marketing strategy for downtown Highland Park, IL, A strategic business plan for the Downtown of Batavia, Retail consulting for Downtown Oak Park, Downtown business plan for Dubuque, Iowa Market research and place marketing strategy for Downtown Hobart, Indiana's Main Street Program. Downtown business plan for Genoa, Illinois Place marketing research for downtown Waukesha, Wisconsin. Offices in Chicago and Evanston, IL DSW 135989 STLCOPCB4035958 Retail Development, Leasing and Asset Management Consulting Market research, plan development, and leasing of retail space at Amtrak's Chicago Union Station, Asset management consulting to DePaul University for their establishment of a management office for the new DePaul Center building on State Street. Market research, plan development for retail and restaurant space at Dragon Hill Lodge, Yongsan Garrison, Seoul, Korea. Search for hostel facility for American Youth Hostels International Feasibility, Economic, andMarketing Studies Market study to test feasibility of urban fresh food market and entertainment complex at the South Centre in Brno, Czech Republic, Market study for the Transit Cooperative Research Program, sponsored by the National Academy of Sciences to find specific ways that transit can be used to make communities more livable. Market study for improving food service and retail sales for Lincoln Park Zoo. Feasibility study for an all-year urban fresh food market in Toledo, Ohio, Feasibility study on Lansing, Michigan's City Market Market study to develop criteria for location of cellular telephone retail stores for Ameritech for their five state service area. White paper for Homart on the future of shopping centers, Analysis of demand for specialty restaurant facilities, health club and repositioning of retail shops at the Renaissance Center in Detroit, Annual Survey of Retail Sales for State Street in Chicago, Store analysis for the Chicago South Side Commercial Development Plan, DSW 135990 STLCOPCB4035959 1 Review of potential demand for food stores in the Washington Park neighborhood of Chicago, Repositioning study for the regional Brickyard Shopping Center in Chicago, Evaluated Orland Park Place Mall for alternate uses, Retail market condition study ofNorth Pier Terminal, Site selection for casinos in Chicago, Providing financial projections on a variety of office and retail properties using the Pro-ject financial analysis system, Repositioning study for the 5th Avenue Station specialty retailing center in Naperville, Focus groups moderating for 225 North Michigan Avenue, 676 North Michigan Avenue, The John Hancock Center and Woodfield Corporate Center buildings, Analysis of the Prangeway Discount chain, Analysis of Carson Pine Scott & Company stores. Clients Real Estate Planning Group works both independently with clients, and networks with other firms to provide specialized services for their clients. Some of these clients include: Ameritech Appraisal Research Counselors Applied Real Estate Analysis (AREA) Business Improvement District of Waukesha, Wisconsin Catellus Chicago Union Station Company Gloodt Associates Julian, Toft & Downey LaRue Associates Mellon-McMahon Metra Planning Resources 1 3 DSW 135991 I STLCOPCB4035960 City of Batavia Goodman Williams Group Data Structures DePaul University Downtown Oak Park Greater State Street Council Clarion Draper & Kramer Horizon Management Victoria International Corporation RREEF City of Genoa Lincoln Park Zoological Society Wiseman-Hughes Enterprises, Inc. Schroder Real Estate Associates Project for Public Spaces, Inc. (PPS) Real Estate Research Corporation Renaissance Center Venture RublofF The John Hancock Company Toledo Parks Department, Ohio Truefit & Hill U.S. Equities Realty, Inc. Village of Glenview National Urban Market Center National Trust for Historic Preservation, Main Street Program Prudential Village ofHighland Park Koll First Chicago/NBD Bank Corp. Previous Professional Experience U.S. Equities Realty, Inc., 1989-1990. Vice President Retail Development. Responsible for planning, developing and leasing the retail portions of their mixed-use developments. He was the development manager for the retail portions of 840 North Michigan Avenue (F.A.O. Schwarz-Escada Plaza) and Chicago Union Station. In addition, Mr. Lund served as retail consultant to Rockefeller Center in New York, the Chicago Board ofEducation, and for the Peoples Gas and Santa Fe buildings in Chicago. Rubloff, 1980-1989. Assistant Vice President, Institutional Real Estate Services, and Corporate Services. As an asset management strategist for Rubloffs thirty-two million square feet of commercial real estate, he helped create plans to improve the performance of properties. He was responsible for undertaking the research for the redevelopment for the Renaissance Center DSN 135992 STLCOPCB4035961 in Detroit. Other significant projects included planning for Evergreen Park Shopping Center and the Howard-Clark Transit Mall. In addition he conducted financial analysis on many projects and in 1984 was a beta-tester for the Pro-ject Financial Analysis system. He also is an experienced Dialog Information Services database researcher. Furthermore, he is experienced in office relocation studies, feasibility analysis and marketing activities--projects include the American Colossus Stadium, Beatrice Foods, Heller International, Time-Life Building, Chicago Title & Trust, 69 W. Washington, 123 Wacker Drive and he developed the pre-construction marketing office for Prudential Plaza featuring a multi-media "space-walk". Marshall and Stevens, 1977-1980. Senior Appraiser and Market Analyst. He specialized in conducting feasibility studies. During his tenure, he undertook studies in over fifty-five cities throughout the U.S. and Canada. T.R. Kowalski and Associates, 1975-1977. Real Estate Appraiser. He specialized in valuations on commercial properties for ad valorem and condemnation purposes. Roosevelt University, 1972-1975. Director, Herman Crown Center. EDUCATION University of Chicago Continuing Studies. Completed (1992) a two-year non-degree certificate program in International Studies: Asia and the Middle East; and in 1989 received a certification of completion from the four year Basic Program, which focus on readings from the Western intellectual tradition. Since 1992 he has continued to take courses including Classical Chinese writing, reading French, Chinese Novels, Plutarch., and Ancient Egyptian Literature. Oxford University, U.K. 1985. Oxford/Berkeley summer course in town development. University of Chicago. Measurement, Evaluation and Statistical Analysis (MESA) 1983. Course in designing and analyzing tests and questionnaires for business and the professions. Northwestern University. Professional credit courses in marketing and marketing research. Real Estate Education: Completed all courses from the Institute of Real Estate Management (IREM) for CPM designation, and completed all courses from the American Institute of Real Estate Appraisers necessary for MAI designation; and he has completed additional real estate courses in financial analysis. He is a licensed real estate broker in Illinois. Roosevelt University. Completed two years ofgraduate study in Urban Studies focusing on public administration. OSW 135993 STLCOPCB4035962 Carthage College. Kenosha, Wisconsin. Completed a B.A. degree (1971) in Social Sciences with an emphasis in urban geography. Professional Activities Meeting Facilitator. The Greater State Street Council Board, Friends of Downtown Board, Women in Planning and Development planning session, the downtown associations of Waukegan (Focus 90), Batavia, and Oak Park. Also facilitated the City of Chicago Department ofPlanning Retail Segment of Downtown Framework Plan, the Department of Planning & Development's Policy, Research and Planning Division retreat, and for Women in Planning and Development. Lambda Alpha International. (Initiated 1983) An honorary land economics society. Received International "Member of the Year Award", 1993. President, Ely Chapter (Chicago) 1991. Vice President Programs (1990), Treasurer (1989) and Chair of Community Assistance Program (1988 and 1989): North Sheridan Road Project, Kenwood-Oakland Community, Future of Maxwell Street Market, Chicago Housing Authority Management Study, Ravinia Business District, and Historic Market Hall in Pullman. Friends of Downtown. President (1995- ). Board of Directors (1984-1991; 1994-). Treasurer (1988). Civic organization (425 members) promoting the vitality of downtown. Chaired First Thursday Monthly Brown Bag Lunch Series at the Chicago Cultural Center (1989-1994). Historic Pullman Foundation. Board of Directors (1987-1989). The Bright New City. Committee member (1987- ). Civic organization that sponsors a continuing forum on environmental design. Public Market Collaborative. A founding member (1987) of Project for Public Spaces' program to preserve and develop urban fresh food markets. He conducted a feasibility study to redesign the tenant mix for the historic City Market in downtown Indianapolis. He is now researching an article for Chicago History on the history of public markets in Chicago and is a contributing author ofPublic Markets and Community Revitalization, published by Urban Land Institute. The National Urban Market Center. Board of Advisors (1994- ). A private not-forprofit research and development organization whose goals are to aid the promotion of the urban markets. Harold Washington Public Library Ad Hoc Committee. Represented Friends of Downtown (1989) on the city's committee to review plans for the new $140 million library. OSW 135994 STLCOPCB4035963 City of Chicago Industrial Development Commission. Served on the subcommittee (1989-1990) to develop industrial parks in Chicago. City of Chicago Downtown Framework Plan. Serving (1990-1992) on the Planning Department's Downtown Framework plan, which will result in a new downtown plan. CitySpace. (1993-94) Member of downtown task force of the City of Chicago, Chicago Park District and Forest Preserve District of Cook County that will establish principles and policies regarding open space and street scape design in downtown Chicago. Chicagoland Enterprise Center. Providing pro-bono consulting services to small business. (1991- City of Chicago Historic Michigan Avenue Task Force. Economics/Future Use Committee. Member. 1995. Guest Lecturer on Real Estate: University of Illinois at Champaign, University of Illinois at Chicago, DePaul University, Jones Lang Wootton, London, and University of Gdansk, Poland. Juror. 36th Annual American Planning Association Journalism Award Competition. Chicago. 1996. Editorial Review Board. Chicago Office. BOMA. 1996 Organization Memberships International Council of Shopping Centers (ICSC), The Greater State Street Council, The Greater North Michigan Avenue Association (Chair of Research committee and also serve on Planning and Zoning Committee), Metropolitan Planning Council (MPC), American Planning Association (APA), and the Landmarks Preservation Council of Illinois (LPCI), Friends of the Parks. Publications "Asset Value Capture for Public Transportation Authorities: The Howard Street Case Study." Proceedings 1987 Metropolitan Conference on Public Transportation Research. University of Chicago. 1987. "Focus Groups Help Real Estate Owners Reduce Risk and Improve Profits." Realty & Building. June 29, 1991. pp. 30-31. DSW 5995 STLCOPCB4035964 "Focus Groups Proving Valuable Research Tool." Real Estate Forum. July, 1991. p. 165. "What Makes Tenants Tick?" Building Operating Management. October, 1991. Toledo Fresh Food Market. U.S. Department of Agriculture, Agriculture Marketing Service. Washington, D.C. December, 1993. Public Markets and Community Revitalization. Urban Land Institute, Washington, D.C. 1994. "The New Retailing in Downtown Chicago". Chicago Office. 1994. pp.33-36. Presentations "Community Fresh Food Markets". Indiana Horticultural Congress. January 20, 1988. Indianapolis. "Retail Market Outlook for Downtown Chicago". Friends of Downtown. August 2, 1990. Chicago. "Markets as Catalysts for Development". International Public Market Conference. May 3, 1991. New Orleans. "Private Sources ofFinance". International Public Market Conference. May 5, 1991. New Orleans. "Marketing & Managing Your Downtown". Batavia Task Force. October 22, 1991. Batavia, 111. "Survey ofthe Greater State Street Market". The Greater State Street Council. December 2, 1991. Chicago. "Survey of the Greater State Street Market". Friends of Downtown. December 5, 1991. Chicago. "Retail Real Estate: What's in Store for the Future". Lambda Alpha International. March 18, 1992. Chicago. "Chicago Public Library Competition: A Retrospective Look". The Society of Architectural Historians. March 26, 1992. Chicago. DSW 135996 STLCOPCB4035965 "Economic Development in Chicago: The Role of Open Space". The Environmental Policy Group, University of Chicago. April 28, 1992. Chicago. "Market Analysis". Illinois Downtown Task Force. June 23, 1992. Springfield, Illinois. "1992 Real Estate and Retail Sales Forecast". Greater State Street Council. November 19, 1992. Chicago. "Market Research in America". University of Gdansk. November 24, 1992. Gdansk, Poland. "Downtowns: What They Ought to Be". Waukesha Business Improvement District. February 11, 1993. Waukesha, Wisconsin. "Maxwell Street Market Colloquium". Levine Hillel Center, at the University of Illinois at Chicago. May 23, 1993. Chicago. "Maxwell Street". Guest on "Chicago Tonight". WTTW Channel 11. July 1, 1993. Chicago. "Redevelopment ofDowntown Areas, the Concept of Tlace Marketing'". Illinois Municipal League. September 11, 1993. Chicago. "Maxwell Street". Guest on "Passport to the World, Ethnic Television". WCW-TV Channel 25. November 9, 1993. Chicago. "Place Marketing". Community Leadership Symposium. Batavia Chamber of Commerce. January 19, 1994. Batavia, Illinois. "Markets Around the World". Pullman Market Hall & Square Symposium, Historic Pullman Foundation. March 5, 1994. Chicago, Illinois. "The Role of Transit in Creating Liveable Metropolitan Communities: A Study of How Transit's Mission can be Broadened to Benefit Communities". American Bar Association Section of State and Local Government Law Annual Meeting. August 4, 1995. Chicago, Illinois. "Using Research to Enhance Markets". International Public Market Conference. February 10, 1996. Philadelphia, PA. "World Class Markets: How Does the West Side Market Rate?". Ohio City Near West Development Corporation Annual Meeting. April 23, 1996. Cleveland, Ohio. DSW 135997 STLCOPCB4035966 INTRODUCTION The Vandiver Group is a certified DBE/WBE (Disadvantaged Business Enterprise/Woman-owned Business Enterprise) firm in its fourth year of operation. The firm handles a variety of clients from non-profits to companies with sales of $15 billion. The firm specializes in community relations and public outreach, public relations, media placement and media and crisis communications training. The firm handles several major transportation projects: The Vandiver Group was selected along with STV/Booker by The Bi-State Development Agency of St. Louis, MO to handle public outreach and community involvement for their MetroLink expansion to St. Clair County, II. This $8 billion project, in the preliminary engineering phase, covers 20 miles and includes twelve stations. TVG is arranging public hearings, public meetings, preparing newsletters and other information materials for this project. The firm also works with station area committees in each individual community to determine the public's wants and needs. In addition to public outreach and involvement, the firm also has assisted with an economic development seminar for each station area, discussing ways in which the communities could encourage commercial development around each station. The firm was selected over twelve agencies last year to handle the launch of RideFinders, the ridesharing program for the Greater St. Louis area. This program is administered by Madison County Transit in Granite City, IL and covers four counties in Missouri and three in Illinois. The purpose of the program is to inform the residents of this seven-county area about ozone depletion. The Metro St. Louis area is considered a "moderate ozone non-attainment area" by the EPA. Air quality in the region must improve by 1996 or businesses may face costly and complicated anti-pollution regulations, and the region will lose federal funding for road improvements. Our goal was to achieve measurable reductions in traffic congestion and air pollution and to educate the residents of this region regarding what happens when an area violates it's federally-mandated ozone levels. TVG arranged events to discuss the benefits of cleaner air and arranged a joint promotion with die American Lung Association and the CBS-affiliated television station for this area to educate the public on the issues surrounding clean air. The firm's work for this transportation client resulted in the following results: In August, 1994 there were 1,570 applicants in the database and 33 registered carpools. By March, 1995 that number had climbed to 3,187 applicants and 478 registered carpools. New corporations coming on board in that same time period included Maritz, CPA and G.C. Services Corporation. DSW 135998 STLCOPCB4035967 Page 2 A linchpin of this program was a focused media relations plan. The press kit included PSA's which were successfully placed in rotation at a majority of radio stations covering the region, plus more than a dozen radio stations in the region interviewed the program manager. Nearly two-dozen newspaper articles appeared in one month. Highlighted in the press materials was the MetroRide store and its grand opening. A cover story on the NBC affiliate was arranged and aired several times. American Cablevision taped a segment carried on their network to all subscribers. Computer bulletin boards and cable bulletin boards carried information about the program. The firm has been notified by the City of Cape Girardeau, MO that we have been selected along with Black & Veatch to handle a community involvement project in that city regarding changes in their overall transportation plan. The firm is handling a contract with the Missouri Highway and Transportation Department (MHTD), through Booker & Associates, to handle media, public involvement and community outreach on an MTIA (Major Transportation Investment Analysis) highway department project covering three counties in MO. The Vandiver Group has a long history of success in the area of media relations and public involvement and of working with organizations to reach ambitious goals. DSW 135999 STLCOPCB4035968 About the Firm The Vandiver Group is a full-service marketing, communications and public relations firm offering strategic planning, marketing, market research, crisis management, environmental, risk communication management, media training, employee communication and corporate reputation management. The firm is a WBE (Woman Business Enterprise) and has DBE (Disadvantaged Business Enterprise) certification from several agencies including MHTD, Bi-State Development Agency, The State of Texas, The St. Louis Development Corporation, The State of Illinois Central Management Services and The St. Louis Airport Authority. The Vandiver Group and E. Bruce Harrison Company, based in Washington, D.C., have created an affiliation to jointly market their services. Harrison, founded in 1973, has offices in New York, Dallas, San Francisco and Brussels, Belgium, and through their affiliates, in Monterrey and Mexico City. About the Founder Donna M. Vandiver, President of the Vandiver Group, is a . business consultant with more than twenty years experience in profit and not-for-profit companies. She spent thirteen years at a Fortune 100 company in a variety of increasingly responsible positions, in Florida, Illinois, and Missouri. The Vandiver Group assists corporate and non-profit clients in a variety of industries and specialty areas. In her thirteen years with St. Louis-based Monsanto Company, Ms. Vandiver held a variety of increasingly responsible positions in public relations/public affairs and marketing communications. She left as Director, Public Relations, with responsibility for external affairs for that $7 billion company. She also was Director of Public Relations for KETC-TV, Channel 9 in St. Louis; Communications Coordinator for the University City School District, Promotions Director for the May Company and OSW 136000 STLCOPCB4035969 has been a newspaper reporter and editor. She has won numerous awards from various professional organizations. Ms. Vandiver earned her Master's degree in management from Webster University and her Bachelor's degree in Journalism from the University of Missouri-Columbia. She is a member of The Association for Corporate Growth, The Planning Forum, The National Association of Women Business Owners, The National Association of Female Executives, Women in Communications, Inc., RCGA, The St. Louis Press Club, The Media Club, Downtown St. Louis, The Institute of Management Consultants, and The Public Relations Society of America. She serves on the Advisory Board of the Parkway Education Foundation, the Board of The American Heart Association and on the Minority Business Development Committee of Confluence St. Louis. Resumes of select staff are enclosed in this packet. DSW 136001 STLCOPCB4035970 CAPABILITIES OF THE VANDIVER GROUP STRATEGIC PLANNING The Vandiver Group uses a consensus approach to help clients identify their vision, mission and strategies and assists them with the development of tactics to help the companies reach their goals. BUSINESS-TO-BUSINESS MARKETING Directed marketing/communications programs for companies in markets such as paper, imaging and photographic products, printing, carpet, upholstery, apparel, automotive, architectural, rubber chemicals, specialty plasticizers, water treatment and adhesives. MARKET RESEARCH Develop strategy, overall plan, and research tools. Recently completed studies include: customer satisfaction with company and product; member support of a professional organization, and assessing effectiveness of media messages and product test market. Staff is experienced at facilitating focus groups and developing and conducting telephone and written surveys. REPUTATION MANAGEMENT Managed corporate reputation and image for a Fortune 100 company. Conduct interviews with CEO's, COO's and senior management as part of a corporate needs analysis for client companies. Conduct focus groups. Initiated a ten-year research review of available data and compared it to corporate reputation, drawing from America's "most-admired" companies list. Assessed an organization's strategic leadership needs. DSW 136002 STLCOPCB4035971 EFFECTIVE MEDIA RELATIONS Developed win/win media relations with publications such as The Wall Street Journal. The New York Times. Business Week. Fortune and Forbes magazines, trade publications and national network news programs. Successfully placed articles in business magazines and trade journals to properly position and market clients. Initiate and review content analysis projects and market research to develop and track successful media messages. Arrange and conduct media training for executives in a variety of industries. Most recently trained executives of a Fortune 50 company in the U.S. and Europe in 1995. PUBLIC OUTREACH-TRANSPORTATION PROJECTS Handled public outreach, community involvement and marketing program for a ridesharing program covering four counties in Missouri and three in Illinois. The Vandiver Group was selected from twelve agencies competing to launch the program. Develop and implement public outreach and community involvement plans for a major MetroLink expansion in Illinois. Set up and implement a community outreach program for a state highway and transportation department. RISK MANAGEMENT Develop positions to minimize risk. Handle crisis communications involving environmental spills and accidents. Handle media inquiries on environmental and product litigation. Chaired committee to develop a worldwide environmental communications program for a $7 billion company. Set up and managed Community Advisory Panels. DSW 136003 STLCOPCB4035972 INNOVATIVE EMPLOYEE COMMUNICATIONS Initiate innovative programs for business units, plants and companies which included quarterly magazines, daily and weekly newsletters and video news programs. Conducted communication audits for several companies and recommended changes in the programs to more effectively reach employee and customer audiences. Developed and implemented a program engaging employees in a variety of special events including a 50th anniversary celebration, a grand re-opening and numerous other special events. COMMUNITY RELATIONS Set up programs in several plant sites for Fortune 100 company. Arranged meeting with community leaders/residents to discuss and address environmental/pollution concerns of residents. Created atmosphere positive to expansion of company in several communities who questioned such expansion. GLOBAL EXPERIENCE Work with global operating units to provide communications perspective and counsel regarding new or changed business strategies, goals and objectives. Specific experience includes Europe, Canada, The Far East and South America. DSW 136004 STLCOPCB4035973 DONNA M. VANDIVER_____________________________________________________ 1238 Chavaniac Drive St. Louis, Missouri 63011 Office (314) 394-4129 Fax (314) 394-8526 PROFILE Donna M. Vandiver, President of the Vandiver Group, is a business consultant with more than thirteen years of experience in strategic planning, marketing, market research and public relations for corporate and non-profit clients in a variety of industries with sales from $.5 million to $15 billion. She also writes and speaks on the importance of ethics, trust and integrity and other business topics. KEY ACCOMPLISHMENTS Create effective marketing programs in the areas of new product or service introduction, valueadded product differentiation strategies, product or service extensions, corporate reputation and image management and media message development. Help clients align their employees and culture with their vision, mission and strategies to align and "reconnect" employees. Create award-winning internal and external public relations and marketing program. Initiated and reviewed content analysis projects and market research to develop and monitor success of media messages and placement. Conduct media and presentation skills training to senior executives in a variety of industries in the U.S. and Europe. Developed and implemented a worldwide environmental communications plan for a Fortune 100. Have successfully managed a variety of programs in support of client goals, strategies and objectives. PROFESSIONAL EXPERIENCE THE VANDIVER GROUP, St. Louis, Missouri 1993-Present President Founded this business consulting firm to assist clients in developing their vision, mission and strategies, implementing those strategies and effectively communicating them. She has managed a variety of public affairs/public relations and community outreach projects. MONSANTO COMPANY, St. Louis, Missouri 1979-1993 Director, Public Relations, 1991-1993 Conducted interviews with the CEO and executive management to identify the needs, problems, and challenges facing the organization and developed plan to better align the organization's culture and employees with business strategy and mission. Created media messages, briefed senior executives and arranged media opportunities resulting in positive placements in first tier media such as. The New York Times. Forbes. Fortune. Business Week. The Economist and national network news programs. Supervised corporate, environmental and financial communications. Served as liaison between corporate public affairs and operating unit public affairs staffs. Manager, Public Relations, 1990-1991 Refined media strategy. Arranged visits with tier one reporters and editors in the U.S. and Europe. Developed win-win media strategies. Chaired committee to develop environmental communications plan. Presented to senior management to get buy-in. Implemented plan. Initiated content analysis projects to track company and competitor media messages. Public Relations Manager, 1986-1990 Directed marketing/public relations programs for two divisions with sales of $2 billion. Helped increase upholstery fabric sales 282% and branch share 13% in down market. Helped move Wear-Dated carpet fiber from commodity to branded position, and increased sales and share of nylon in carpeting and Acrilan in apparel. DSW 136005 STLCOPCB4035974 DONNA VANDIVER Page 2 Received the President's Award for team marketing for helping to make Saflex the fastest growing segment of the architectural glass market. Doubled coverage of Monsanto's branded products and increased front-page coverage in trade and consumer publications by 1200%. Developed and implemented highly successful special events for Saflex and Wear-Dated apparel and carpet. Increased new business leads for multiple operating units via trade shows, literature and media coverage. Supervisor, Communications and Public Relations, 1984-1986 Sauget, Illinois Supervised community relations, media relations, employee communications, video production and executive speech writing. Served as chief spokesperson on clean-up requiring extensive knowledge of environmental regulations and laws. Communications Supervisor, 1979-1984 Pensacola, Florida Initiated quarterly employee magazine, supervised daily employee newsletter, started quarterly video news program and wrote, directed and produced video programs for several Monsanto locations. Received Monsanto Communications Performance Award. KETC-TV, CHANNEL 9 (PBS), St. Louis, Missouri 1975-1979 Director of Public Relations Nominated for several local EMMY awards. Hosted local interview program. Developed image and logo still used to identify station. UNIVERSITY CITY SCHOOLS, St. Louis, Missouri 1972-1975 Communications Coordinator Implemented a communications strategy to pass the first tax levy campaign in seven years in the state of Missouri. THE MAY COMPANY, St. Louis, Missouri Promotion Director, West County Shopping Center Liaison between store owners and management. Organized all special events. Reporter and Editor - daily and weekly newspapers in Missouri. 1972 1968-1972 EDUCATION Webster University, St. Louis, Missouri M.A. in Management University of Missouri - Columbia, Missouri Bachelor's Degree in Journalism 1980 1972 PROFESSIONAL AFFILIATIONS The Association For Corporate Growth The Planning Forum The National Association of Women Business Owners The Institute of Management Consultants The National Association of Female Executives Women in Communications, Inc. (Judge, 1995 Clarion Awards) RCGA The St. Louis Press Club The Public Relations Society of America The Parkway Education Foundation (Advisory Board) The American Heart Association (Board) The West County Chamber of Commerce Confluence St. Louis Minority Business Development Committee DSW 136006 STLCOPCB4035975 ST. LOUIS DEVELOPMENT CORPORATION fremanR. Bosley, Jr rfoyr lain T. Bushong fccculive Director 33O North 15th Street gt. Louis, MO 63103 (314) 622-3400 314) 259-3435 - TDD For ,314) 622-3413 (314)231-2341 nonna Vandiver ^ VANDIVER GROUP 0% Chavaniac Dr. st Louis Missouri 63011 AUgUSt 31, 1995 g. Woman Business Enterprise/ Certification WBE163 pgar Donna Vandiver: THE VANDIVER GROUP has been certified as a bona fide Woman-Owned Business Enterprise by the City of St. Louis in the trade/service area(s) of PUBLIC RELATIONS MARKETING STRATEGIC pLANNINGl. Your certification number is WBE163 and it expires 8/31/97. plus certification was conducted in accordance with the provisions of the St. Louis Development Corporation's (SLDC) Certification Policies and Procedures and the Mayor's Executive Order #18. As a. certified WBE, THE VANDIVER GROUP will be listed in the City's Directory of Minority and Women's Business Enterprises, which is distributed to City and outside agencies, developers, and general contractors. Before your WBE certification expiration date, this office will send you a recertification application to the above address for completion and return. If your PUBLIC RELATIONS MARKETING STRATEGIC PLANNINGl business has not undergone any changes during the past year in ownership, management, and control, then you are likely to be recertified. If, however, you have added an additional trade/service to your business and want it to be part of your WBE certification, then you must contact this office in writing, documenting ownership, management, and control to our satisfaction so that another site visit can be scheduled. Respectfully yours Percy Green, n Deputy Director Contract Compliance PG/hd cc: Henrietta Dortch Files Enterprise Zone Commission Industrial Development Authority Land Clearance For Redevelopment Authority Land Reuttlization Authority Local Development Company Operation Impact Planned Industrial Expansion Authority Port Authority Tax Increment Financing Commission DSW 136007 STLCOPCB4035976