jds development - judge doyle square rfp 093013
TRANSCRIPT
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JDS DEVELOPMENT, LLC
TABLE OF CONTENTS
1.0 EXECUTIVE SUMMARY
2.0 DEVELOPMENT VENTURE AND TEAM
3.0 PROJECT CONCEPT DESIGN
4.0 PROPERTY MANAGEMENT PLAN
5.0 PARKING MANAGEMENT PLAN
6.0 BICYCLE CENTER MANAGEMENT PLAN
7.0 DESCRIPTION OF HOTEL ROOM BLOCK
8.0 DETAILED CONSTRUCTION BUDGET
9.0 DEVELOPMENT PHASING PLAN
10.0 MARKET INFORMATION
11.0 DESCRIPTION OF THE TERMS OF REAL ESTATE
12.0 WORKFORCE UTILIZATION PLAN AND TARGETED BUSINESS GOALS
13.0 COMMUNITY ENGAGEMENT PLAN
14.0 DETAILED PUBLIC PRIVATE FINANCIAL PLAN (SEALED SUBMISSION)
RFP FORM A SIGNATURE AFFIDAVIT
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
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1.0 EXECUTIVE SUMMARY
Section 1.0 Page 3Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
JDS Development, LLC appreciates the opportunity to present our proposalor the planning, inancing, construction and management o the Judge
Doyle Square project. Judge Doyle Square is an exciting opportunity to
connect Monona Terrace with the Capitol Square through a mixed-use, urbandevelopment. The hotel component o this project needs to be o destinationcaliber in order to strengthen Madison as a destination and secure the success
o Monona Terrace or years to come.
Our vision or the redevelopment o these two blocks is to use the Madison
Municipal Building to develop a landmark hotel product that is distinctive toMadison. The project needs to capture all the things that are great about our
city and deliver that to visitors and residents. Our plan is to create a uniquedestination designed to strengthen Madisons urban core and complement our
primary destinations Monona Terrace and Overture Center by creating adynamic place with programmatic uses that deine Madisons character.
This is one o the last remaining opportunities we have to secure the successo Monona Terrace or the long term. Monona Terrace and the City o Madison
need more than a standard hotel to remain competitive.
There are several important elements to our proposal that we believe deinethis opportunity or the City o Madison. These ideas are described in detail inthis Request or Proposals but in summary, include
A landmark hotel product that is distinctive to Madison.
Signiicant economic beneit to the City o Madison by lowering publiccosts by more than $20 million.
Unique program elements that will support Monona Terrace and Overtureas part o building Madison as a stronger destination.
The inancial strength and resources o our team provide the oundation
needed to execute our vision or Judge Doyle Square.
Our plan provides an economic beneit to the City o Madison by loweringpublic costs by more than $20 million. As required by the RFP, we will present
two schemes in this reply. Scheme 1 is our vision or a destination hotelthat uses MMB to create a unique downtown, dining and hotel experienceenhancing the guests visit to Monona Terrace and Madison. Scheme 2 is our
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1.0 EXECUTIVE SUMMARY
Section 1.0 Page 4Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
best attempt at developing the uses required by the RFP resulting in a lessthan spectacular hotel product and uncertain development uses on Block 105.
With Scheme 1 we were able to develop a plan that identiied three ways tolower the citys public costs.
1. Savings o $13 million in parking costs.
2. Savings o $3 million by moving city oices to a new building on Block105 as opposed to renovating MMB or city oices.
3. Savings o $4.4 million due to eliminating the need or the city to und a
inancial gap to create a ull service hotel.
city officeS
Cost exercises perormed by 2 general contractors relect cost savings o
building new oice space to be $3.3 million. This is a direct savings to the cityover remodeling MMB.
Parking
Scheme 1 utilizes a development plan that negates the need or excessive
underground parking. Using expensive underground parking does not createvaluable developable space above ground on these blocks. There is no market
to absorb the volume o building envisioned by using underground parking.
There is decreased development value per loor between levels 2 and 5 onBlock 105. The valuable developable space on Block 105 comes ater cresting
loor 5. At the upper loors you begin to create interesting site lines o the cityand lake.
The city will save $13 million in parking costs by using an above ground parking
ramp on Block 105 as a base or higher, more valuable development uses.
DeStination Hotel
The hotel proposed in Scheme 2 is an inerior project to the destination caliber
hotel envisioned under Scheme 1. In order to create a ull service destinationhotel under Scheme 2 the city would need to ill a inancial gap o $4.4 million.A sampling o ineiciencies incurred by not using MMB is as ollows.
Not using MMB requires the relocation o ground level hotel uses to
the backside o Block 88. Moving parking below grade is required toaccommodate this ground level space.
Limited lobby space does not create a sense o arrival needed to create adestination hotel to support Monona Terrace.
Guests will need to travel urther to get to Monona Terrace rom the hotel.
Footprint o the building is more compact making the hallway connectionrom MMB to Pinckney diicult and less appealing.
Compact building will make it challenging to meet hotel company brandstandards.
No ability to create unique guestrooms like the ones that can bedeveloped in MMB.
Need to dramatically reduce or eliminate ood and beverage or wellness
areas to accommodate space lost by not using MMB and trying to retainthe same hotel room count.
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1.0 EXECUTIVE SUMMARY
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Section 1.0 Page 1
VISIONOur vision or Judge Doyle Square is to create a unique destination designedto strengthen Madisons urban core and compliment our primary destinations
Monona Terrace and Overture Center by creating a dynamic place withprogrammatic uses that deine Madisons character. Imagine a place that
captures all o the elements that deine Madison or the next generation
StyliSH HoSPitality
The Madison Municipal
Building will be a destination
hotel connecting Monona
Terrace and the Capitol
Square and enhancing the
culture of the urban core.
tHe fooD emPorium
This unique dining
destination will offer a
downtown experience that
will enhance the Madison
restaurant culture.
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1.0 EXECUTIVE SUMMARY
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Section 1.0 Page 2
lifeStyle reSiDential
Residential offerings
will provide a live-workenvironment in an urban
neighborhood setting.
urban WellneSSHealth and wellness in the
urban core will promote the
Madison lifestyle, with a
focus on fitness and active
lifestyles.
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1.0 EXECUTIVE SUMMARY
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Section 1.0 Page 3
active StreetScaPe
The activation of sidewalks
and terraces with streetlevel retail and dining
will entertain visitors and
enliven the urban core.
HiStoric revitalization
The renovated MadisonMunicipal Building will be a
core landmark with historical
significance complementing
the nationally recognized
Monona Terrace and State
Capitol buildings.
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2.0 DEVELOPMENT VENTURE AND TEAM
Section 2.0 Page 4Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
LEGAL NAME OF PROPOSER AND OFFICERS AUTHORIZEDTO BIND
JDS Development, LLC is pleased to submit the ollowing in response to theRequest or Proposals or Judge Doyle Square (the RFP). Robert Dunn isthe Managing Partner / Principal-In-Charge and is legally authorized to bind
the development venture to the development contracts. JDS Development,LLC is a joint venture o Hammes Company and Majestic Realty and has
been established or the sole purpose o pursuing the development, inance,marketing and operation o the Judge Doyle Square development project inMadison, Wisconsin.
KEY ENTITIES COMPRISING OUR TEAMHammes Company and Majestic Realty have prepared this proposal in
association with a team o the most highly qualiied proessionals in theindustry or a project o this magnitude. The qualiications o the project team
are described in detail in the previously submitted RFQ or this project. As aresult o our considerable experience on large mixed-use projects that serve asanchors to communities and other destination attractions, Hammes Company
and Majestic Realty bring unique qualiications as a master developer. Theirms that comprise our Project Team provide a complementary set o core
competencies and unparalleled experience in the successul execution o largescale urban assignments. Importantly, we are a Madison based development
organization with a strong working knowledge o the local actors that willdrive success o this important development initiative.
JDS DeveloPment - a Joint venture of HammeS comPany anD maJeStic
realty - maSter DeveloPer
Hammes CompanyFounded in 1989, Hammes Company is a leading real estate development andinvestment company with oices located in major markets throughout theUnited States. Hammes Company is compromised o a series o proessional
services and real estate investment entities which have been established orthe purpose o managing, inancing and developing complex real estate assets.
The irm is currently involved in planning and development assignments withvalues in excess o $7.5 billion.
Hammes has a broad base o experience in developing successul mixed-use, commercial, hospitality and entertainment projects. Hammes leverages
its expertise and knowledge in integrated, strategic planning solutions orcomplex mixed-use and master planned developments. Our mission is
to develop projects that anchor communities and which are catalysts oreconomic and iscal development in the areas and regions in which we work. InWisconsin, the irm has been responsible or such notable projects as Lambeau
Field redevelopment, Kohl Center, Titletown District, Miller Park, Aurora HealthCare Centers, Medical College o Wisconsin, Brookield Lakes Corporate Center
and most recently the Edgewater Hotel.
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2.0 DEVELOPMENT VENTURE AND TEAM
Section 2.0 Page 5Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Majestic Realty
Majestic Realty Co. was ounded in 1948 and is based in Los Angeles, Caliornia.Majestic owns, develops, manages and leases over 80 million square eet o
property or clients across the nation. Majestic is recognized as being one o thelargest private owners o commercial real estate assets in the United States andhas been ranked as the No. 1 developer in Caliornia or more than a decade.
The irm oers land acquisition/entitlement, master planning/development,environmental assessment, design/construction, inancing, leasing, project
inancial reporting/variance analysis, and property management services. Inaddition, the company provides processing, project programming, conceptual
design, estimating, scheduling, architecture, engineering, project management,general contracting, thematic interiors/exteriors, tenant improvements, space
planning, and owners representative services; and commercial propertymanagement services.
Majestic Realty is owned by Edward Roski and is active in many major marketsacross the United States including Wisconsin. Mr. Roski is one o the most
active members o the business community in Southern Caliornia serving onnumerous community organization boards including chairman o the Board o
Trustees at the University o Southern Caliornia. Mr. Roski is part owner o theLos Angles Kings and Los Angeles Lakers proessional sports ranchises.
Hammes Company and Majestic Realty are working together on a numbero urban mixed-use development projects across the United States. The
combined real estate development expertise and inancial strength o thecombined organizations provides the oundation or our proposal or Judge
Doyle Square.
Development and ExecutionHammes Company / Majestic Realty have signiicant real estate developmentexperience as both equity and ee-based developers. The sole ocus o the
Hammes Company / Majestic Realty sta is the successul execution anddelivery o large projects. Our process will irst include gaining a thorough
understanding o the goals and objectives the City has or the Judge DoyleSquare site and set in motion a project plan to design program elements whichachieve the best possible outcomes or the City and community. Decisions
reached in the early planning phase are used to drive the design o the projectto maximize asset value and control costs.
Our depth o experience enables Hammes Company / Majestic Realty to
provide a complete program o services to develop and lead all acets
o the JDS development, including inancing, public approvals, designmanagement, sustainability goals, construction administration, targeted
business participation, inrastructure, environmental management, qualitycontrol, scheduling, cost control, insurance, bonding, contract management,
media, marketing, community relations and other tasks as required to ensureproject success.
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2.0 DEVELOPMENT VENTURE AND TEAM
Section 2.0 Page 6Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Financial Strength
One o the most important actors that will determine success o the Judge
Doyle Square development is the inancial strength o the master developer. Thecombined inancial resources o Hammes Company / Majestic Realty coupled
with our extensive knowledge o the local market provides the oundation thatwill be needed to execute a project o this complexity over multiple phases.
Leaders in Visionary Development
Hammes Company / Majestic Realty have extensive experience in successullycompleting large-scale urban development initiatives. We are recognized or
bringing visionary developments together in markets ranging in size rom GreenBay to New York. The successul development o the Judge Doyle Square site
will require a careul balance o public and private interests. Between HammesCompany and Majestic Realty we have worked successully with communitieson a number o the most complex urban initiatives in the United States over the
past decade.
LA LiveLos Angeles, California
Ritz CarltonLos Angeles, California
Lambeau FieldGreen Bay, Wisconsin
Allentown Entertainment DistrictAllentown, Pennsylvania
JW MarriottLos Angeles, California
Edgewater HotelMadison, Wisconsin
Destination Medical CenterRochester, Minnesota
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2.0 DEVELOPMENT VENTURE AND TEAM
Section 2.0 Page 7Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Potter laWSon - arcHitect - DeSign conSultant
Established in 1913, Potter Lawson oers proessional planning, architecture,interior design, cost estimating and construction administration services. The
irm employs more than 40 proessionals, with more than hal being registeredarchitects and proessional designers.
Potter Lawson has been involved in many o Madisons most recognizablebuildings over the past 100 years. In the 1990s, Potter Lawson worked on
the notable Monona Terrace Convention Center in association with TaliesinArchitects. Within the last six years Potter Lawsons work on the Overture
Center, the Madison Central Library and the Block 100 Foundation Project onState Street has re-energized and transormed this area around the Capitol
Square.
elkuS manfreDi arcHitectS - urban Planner
Elkus Manredi Architects is a ull-service design irm providing architecture,master planning, urban design, interior architecture, space planning and
programming. The irm has been involved in many o the leading urbandevelopment projects in the United States.
The planning and design work o Elkus Manredi Architects is ounded onthe conviction that the quality o our environment regularly and signiicantly
impacts the quality o our lives.
kimley-Horn - engineer
Kimley-Horn is a multidisciplinary engineering consulting irm oering servicesto national and international clients in the public and private sectors. Kimley-
Horn has more than 1,600 proessionals in 60-plus oices nationwide. They
have delivered ground up or renovation services on more than 75 millionsquare eet o retail in 47 states and more than 40,000 multiamily units in 35states. Their teams work together nationally to provide clients with the bestservices and expertise necessary or their projects.
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3.0 PROJECT CONCEPT DESIGN
Section 3.0 Page 8Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
PROJECT GOALS AND REQUIREMENTSThe project requirements as listed in the RFQ and RFP state that the project
must be a mixed-use development covering the entire development parcelson Blocks 88 and 105 and include the ollowing elements:
A hotel component with a minimum o a 250 room block committable tosupport the Monona Terrace Community and Convention Center
Retail and restaurant type uses at grade on Wilson, Doty and PinckneyStreets
A bicycle center A parking plan or both blocks to support the entire development
Other land uses encouraged but are not mandatory: Oice and commercial spaces
Residential housing Community spaces
Public open spaces
Our extensive experience in the market along with results rom recentlycompleted market studies assisted in determining the proposed land use mixand density. Various staging aspects o the proposed development plan have
also been considered. The ollowing elements have been addressed or theland uses included in this project proposal.
Design/Density Hotel
Oice, Retail and Commercial Residential Bicycle Center
Parking
PROJECT CONCEPTOur team has developed a variety o plans and studies or each Scheme to meetthe RFP requirements and to create a great downtown Madison destination.
These plans and studies are provided on the ollowing pages o this section.
Scheme 1, our preerred Scheme, uses MMB to create a destination caliber
hotel. This scheme is presented irst. Scheme 2 is intended to provide analternative option that does not use MMB or hotel purposes to create the
program uses required by the RFP. For each Scheme, the ollowing is included.1. Conceptual Plan2. Preliminary Sections and Floor Plans
3. Building Massings rom various views4. Shading Study
Throughout these plans we have incorporated other aspects to better portray
land use planning. Landscape designs are suicient to convey how the projectwill generally create an engaging pedestrian environment along all streetrontages. Architectural expressions can be ound on the buildings in several o
the views showing the general style o the buildings and how they will relate tosurrounding buildings and positively contribute to the urban character o the
immediate area.
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3.0 PROJECT CONCEPT DESIGN
Section 3.0 Page 9Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
SCHEME 1Scheme 1 is our preerred approach, remodeling MMB or hotel purposes to
create a unique downtown destination.
Scheme 1 includes the strategic use o two urban blocks to create a downtowndestination and maximize economic potential. A mix o land uses including
hotel, oice, residential, retail and dining will host visitors and provide a live-work environment that will unlock the potential o this entire district. The
conceptual plans provided show how we plan to maximize above grounddevelopment and signiicantly enhance the street level activity within thisdowntown area.
An exciting urban design will incorporate architectural eatures compatible
with surrounding buildings and use generous sidewalk widths, landscapingand lake views to create urban amenities and public spaces that accommodate
outdoor uses and gathering places. Pinckney Street will be a destinationquality urban street providing a link rom the Capitol Square to Lake Monona.Increased pedestrian traic will support the local businesses in the surrounding
area and uniy the emerging restaurant and entertainment district. Streetlevel setbacks will be used to provide strong pedestrian connectivity and
accessibility throughout the district. The Capitol View Preservation ordinancehas been considered in developing the massing plans or this proposal.
block88
The proposed hotel conceptual design on Block 88 targets the ollowing
program: 308 rooms in a unique hotel experience
Select to ull service, mid to upscale pricing
15,000 to 20,000 square eet o restaurant and dining space 10,000 to 15,000 square eet o lexible meeting space Minimal travel distance rom Monona Terrace to hotel Wellness and itness areas
Activation o Doty, Wilson and Martin Luther King with strong entry points Outdoor terraces along Martin Luther King Blvd
Through-block interior link rom Martin Luther King Blvd to Block 105
The adapted ground level o MMB will include a grand lobby and dining. The
upper level will be converted into unique hotel rooms and breakout meetingrooms. It is our intention to maintain Room 260 or Judge Doyles courtroom.
A newly constructed hotel tower will extend rom MMB to Pinckney Streetcreating a pedestrian connection rom Martin Luther King Blvd to Block
105. The new tower will host additional rooms and support areas. Careulconsideration and implementation o setbacks, orientation, scale, massing
and exterior inishes will give the impression that this new tower is a naturalextension o the existing MMB.
The hotel rooms have been designed to a size that will allow us to meet thestandards o a variety o hotel companies and ranchises ranging rom Marriott
to Wyndham. From our experience there are well suited hotel companieshoping to enter the downtown Madison market. The appropriate brand or theJDS hotel will be determined once the inal plan and hotel program are deined.
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3.0 PROJECT CONCEPT DESIGN
Section 3.0 Page 10Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
There is an appropriate time to engage hotel companies and ranchises.Additional market research will be perormed and visits with a group o hotel
companies and ranchises will be had prior to determining the most suitable
brand or the downtown Madison market and JDS program components.Given our involvement with hotel companies elsewhere and with
The Edgewater we have existing relationships with hotel companies
and ranchises and will pursue this at the appropriate time. The Citywill be welcome to participate in this process. A sampling o the hotelcompanies we will analyze are as ollows.
Marriott International Wyndham Hotel Group
Choice Hotels International Starwood Hotels
The Food Emporium is ar more than a traditional ood court concept.The Food Emporium will be a new experience or Madison residents and
visitors. Within the Food Emporium there will be stations showcasinga variety o dining options rom sit down dinners to tapas-like small
plates. The stations can be designed or seasonal purposes or ood basedthemes. Our goal is to oer the Best o Wisconsin. Local armers andches rom the region will be asked to participate in preparing the best
dishes rom the region. This will be a great way to showcase the oodsand oerings o Wisconsin to all the visitors to the Monona Terrace and
downtown Madison.
One project that has successully implemented this dining experience isthe The Todd English Food Hall in the The Plaza Hotel in New York City.
This Food Hall is a European-inspired specialty ood hall oering the
inest resh, prepared, and gourmet oods.
The ood scene in Madison is one o the most advanced in the countryand this concept will positively enhance the dining experience while
bringing the best oods o Wisconsin directly to downtown visitors,workers and residents.
The meeting rooms included as part o this conceptual plan willcomplement the space oered by Monona Terrace. These meeting rooms
will have the lexibility to be used by larger groups as break out rooms,or work sessions or meals, or by smaller groups looking or less space
in a downtown environment. The easy connection across Wilson Streetwill allow or quick access and simple way inding to Monona Terraceor convention and meeting participants. The success o this proposed
hotel will depend on the strong collaborative relationship with MononaTerrace to sell rooms, meeting space and Madison as a destination City.
Street level retail or dining will be incorporated along Doty and Pinckneyto activate this corner, creating a pedestrian riendly entertainment
area that compliments existing oerings in the immediate area.
A new urban plaza is created at the center o the block on Pinckney Streetbetween Doty and Wilson Streets. This one block o Pinckney Street is widened
and the buildings are set back to support this new destination within the abric
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3.0 PROJECT CONCEPT DESIGN
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
o Madison. The unique qualities o this location are urther deined by a lush
paving pattern that continues rom Block 88 to Block 105 and deines themid-block. A center island is created that allows a mid-block crossing, creates
a pedestrian saety zone and a green landscape ocal eature. The generousbuilding setbacks and corresponding sidewalk widths allow outdoor dining,sustainable landscape eatures and bike parking, all supporting and enhancing
the unique qualities o Pinckney Street - the one street o the Capitol Squarethat allows or views o Lake Monona.
block105
The plan or Block 88 requires the need to relocate city oices. Our preerred
proposal includes relocating city oices to Block 105. This maintains city oicesin close proximity to their current location and allows or quick access to the
City County Building via the hallway connection in the Block 88 hotel.
On Block 105 retail and dining uses at street level will serve as an important
element o the proposed plan. These uses will attract visitors to the areagenerating traic and enlivening the streets surrounding JDS.
The street level access points or retail and dining along with the redevelopment
o the historical MMB will transorm this area o downtown into a uniquedestination. A variety o new entertainment options will be available thatcomplement those located on King Street, Pinckney Street and the surrounding
streets that have or years provided retail and restaurant opportunities thatcater to the activities o workers, visitors, and residents o downtown.
The plan allows or other mixed uses on this block such as residential.Adequate parking will be made available or each use. A residential or oice
tower would oer views o Lake Monona and the Capitol rom upper loors.
The amenity package or oices or residential units would be competitivewith other properties in the area with an added advantage o being located
adjacent to the new amenities oered at the hotel on Block 88.
A bicycle center is also included on Block 105. This center is intended to provide
a variety o amenities or the existing and growing bicycling community inMadison. The plan or this space is urther explained in the later section titled
Bicycle Center Management Plan.
Scheme 1 Program Summary
Hotelo 308 rooms with 250 room block or Monona Terraceo Select to ull service hotelo Unique dining experience
o Wellness and itnesso Green roo
Block 88 Parkingo 277 spaces or hotel purposes on Block 88o 38 public spaces
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Block 105 Parkingo 40 municipal leet spaces below new city oice buildingo 80 mixed use spaces
o 476 public spaces
Office and Mixed Use
o New 80,000 SF building that could be city oices
Bike Center
o 3,000 SF center with ability to expand to 4,000 SF
Retail/Dining
o Street level space along Pinckney, Doty and Wilson Streets
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Conceptual Rendering - The rendering above was included in the RFQ response. Slight modifcations have been made to the build-
ing massings behind MMB but the overall concept o MMB restoration into a destination hotel remains.
Scheme 1 - Section
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Floor Plan
Scheme 1 - Wilson Street at grade Floor Plan
EXTENSION OF PARKING LEVEL 1
PARKING LEVEL 1MMB LOWER LEVEL
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Doty Street at grade Floor Plan
Scheme 1 - Floor Plan
Meeting Space
Meeting Space
Meeting Space
Meeting Space
PARKING LEVEL 2
MMB FLOOR 2
MMB MAIN LOBBY
PARKING LEVELS 3, 4 AND 5
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Floor Plan
Scheme 1 - Floor Plan
OFFICES FLOOR 1
MIXED USE FLOORS 1 AND 2
HOTEL FLOOR 4
MMB FLOOR 3
OFFICES FLOOR 2
MIXED USE FLOOR 3
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Floor Plan
Scheme 1 - Floor Plan
HOTEL FLOORS 7 AND 8
HOTEL FLOORS 5 AND 6 OFFICES FLOOR 3
MIXED USE FLOOR 4
OFFICES FLOOR 4
MIXED USE FLOOR 5
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Floor Plan
Scheme 1 - Floor Plan
HOTEL FLOOR 9 OFFICES FLOOR 5
MIXED USE FLOOR 6
MIXED USE FLOOR 7
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Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Scheme 1 - Floor Plan
MIXED USE FLOOR 8
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 1 - Massing Concept Northwest View
Scheme 1 - Massing Concept Southwest View
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JDS DEVELOPMENT, LLC
Scheme 1 - Massing Concept Southeast View
Scheme 1 - Massing Concept Northeast View
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JDS DEVELOPMENT, LLC
Scheme 1 - Pinckney Aerial Massing
Scheme 1 - Pinckney / Doty Street View
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 1 - Shadow Study (Summer 1 PM)
Scheme 1 - Shadow Study (Spring & Fall 1PM)
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JDS DEVELOPMENT, LLC
SCHEME 2
Scheme 2 is being provided to meet the requirements o the RFP. This is notour preerred approach as it requires an additional $20 million investment rom
the city.
block88
Although the preerred approach is to include MMB as part o the redevelopmento JDS, it is possible to develop a program o uses i the City maintains oices
in MMB. Under this alternative scheme 308 hotel rooms along with meetingspace can be developed on Block 88 but several negative impacts need to be
considered. The activation o all our streets will be lost.
Access to Monona Terrace will require traveling a longer distance. Its more challenging to create a seamless connection between the Capitol
Square, Monona Terrace and Block 105.
Increased vehicle use o Pinckney Street may be required or hotelpurposes.
Not using MMB requires the relocation o ground level hotel space to thebackside o Block 88. Parking needs to be moved to a more expensive
below grade location to accommodate ground level hotel space. Limited lobby space does not create a sense o arrival needed to create a
destination hotel to support Monona Terrace.
Compact building will make it challenging and more expensive to meethotel company brand standards.
Lose the ability to develop unique guestrooms like the ones that can bedeveloped in MMB.
Need to dramatically reduce or eliminate ood and beverage or wellnessareas to retain the same hotel room count.
block105
Block 105 under Scheme 2 includes the mix o uses requested in the RFP.
Oice, Residential or Mixed Use Bicycle Center
Retail/Dining Parking
Due to the immense density being requested, this Scheme requires buildingexpensive underground parking on both blocks. Unortunately, investing in
expensive underground parking does not create any value or above gradedevelopment in this location. There is no market to absorb this volume o
building space. The investment would be better placed in above groundparking to allow or less density and higher, more valuable development usesabove loor 5 with interesting site lines o the city and lake.
ScHeme 2 Program Summary
Hotel
o 308 rooms with 250 room block or Monona Terraceo Select to ull service hotel
o Wellness
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JDS DEVELOPMENT, LLC
Block 88 Parking
o 536 spaces in below and above grade coniguration
Block 105 Parking
o 477 spaces in below and above grade coniguration
Bike Center
o 3,000 SF center with ability to expand to 4,000 SF
Office and Mixed Use
o Space or oice, residential and hotel uses
Retail/Dining
o Street level space along Pinckney, Doty and Wilson Streets
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - SectionHOTEL FLOORS 5 AND 6
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - Floor Plan
Scheme 2 - Floor Plan
BELOW GRADE PARKING LEVEL 1
BELOW GRADE PARKING LEVEL 2
BELOW GRADE PARKING LEVEL 1
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - Floor Plan (Wilson Street at grade)
Scheme 2 - Floor Plan (Doty Street at grade)
PARKING LEVEL 1
MMB CONNECTOR
HOTEL LOBBY
PARKING LEVEL 2
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JDS DEVELOPMENT, LLC
Scheme 2 - Floor Plan
Scheme 2 - Floor Plan
PARKING LEVEL 3 AND 4
OFFICE FLOOR 1
HOTEL PARKING LEVEL 2
HOTEL PARKING LEVEL 1
PARKING LEVEL 5
OFFICE FLOOR 2
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - Floor Plan
Scheme 2 - Floor Plan
OFFICE AND MIXED USE FLOOR 3
HOTEL FLOOR 4
HOTEL PARKING LEVEL 3
OFFICE AND MIXED USE FLOOR 4
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - Floor Plan
Scheme 2 - Floor Plan
OFFICE AND MIXED USE FLOOR 5
HOTEL FLOORS 7 - 10
HOTEL FLOORS 5 AND 6
MIXED USE FLOOR 6 -9
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3.0 PROJECT CONCEPT DESIGN
Section 3.0 Page 32Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
Scheme 2 - Massing Concept Northwest View
Scheme 2 - Massing Concept Southwest View
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3.0 PROJECT CONCEPT DESIGN
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JDS DEVELOPMENT, LLC
Scheme 2 - Massing Concept Southeast View
Scheme 2 - Massing Concept Northeast View
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3.0 PROJECT CONCEPT DESIGN
Section 3.0 Page 34Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
Scheme 2 - Shadow Study (Summer 1 PM)
Scheme 2 - Shadow Study (Spring & Fall 1PM)
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4.0 PROPERTY MANAGEMENT PLAN
Section 4.0 Page 35Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
As presented in the Project Concept Plan section o this RFP reply, the ocuso our development plan on Block 88 is hotel and Block 105 is parking, oice
and residential, preerably with city oices relocating to Block 105 rom MMB.
Hotel
The hotel will be managed by one company. According to the Right oFirst Reusal executed by the City and Marcus Hotels we will negotiate
with Marcus to provide hotel management services.
The hotel proposed or JDS will be a select to ull service hotel. Thehotel rooms have been designed to a size that will allow us to meetthe standards o a variety o hotel companies and ranchises ranging
rom Marriott to Wyndham. From our experience there are well suitedhotel companies hoping to enter the downtown Madison market. The
appropriate brand or the JDS hotel will be determined once the inal
plan and hotel program are deined. There is an appropriate time toengage hotel companies and ranchises. Additional market researchwill be perormed and visits with a group o hotel companies andranchises will be had prior to determining the most suitable brand or
the downtown Madison market and JDS program components. Givenour involvement with hotel companies elsewhere and with The
Edgewater we have existing relationships with hotel companiesand ranchises and will pursue this at the appropriate time. The City
will be welcome to participate in this process. A sampling o the hotelcompanies we will analyze are as ollows.
Marriott International
Wyndham Hotel Group Choice Hotels International
Starwood Hotels
officeS
Our preerred approach is or the city to build and operate its
own oices on Block 105.
Parking
It is our intention to work with the city to select the bestcentralized revenue management system or JDS. Additional
inormation about parking management can be ound in theParking Management Plan section.
mixeD uSe The other components o the development, residential, retail
and dining will be overseen by the owner with the use o brokersand management companies as necessary or leasing and salespurposes.
Preliminary discussions have been had about the mixed usespaces. The discussions with anchor tenants are conidential at
this time.
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5.0 PARKING MANAGEMENT PLAN
Section 5.0 Page 36Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
In determining the best parking plan or JDS, our team analyzed a number
o options to provide the greatest customer parking experience in the saestenvironment while targeting the requirements o the RFP. The conceptual
design developed or parking included analyzing a variety o itemsrom customer security to payment and queuing considerations. As we
advance design o the parking structures with the City we would like toexplore the items presented below in more detail.
cuStomer Security
The parking structures throughout the plan are designed with saety
as a primary goal saety or the driver and or the customer beoreand ater parking. Security eatures have been provided to enhancethe saety o parking patrons, their vehicles, and or the overall parking
structure. In addition to providing passive security eatures such asminimizing sight line obstructions, open loor plan, and glass backed
elevators, we expect incorporating active security eatures, includingCCTV cameras, emergency call stations and enhanced lighting.
CCTV Cameras
Closed circuit television (CCTV) cameras should be provided on eachparking level at the ollowing locations: Elevator lobbies
Stair towers Parking areas
Vehicular entrance/exits Pedestrian entrance/exits
Common areas
Emergency Call StationsIn addition, Emergency Call Stations should be provided on eachparking level at the ollowing locations:
Elevator lobbies Stair towers
Common areas
The CCTV and Emergency Call Stations should be connected to a
central monitoring and recording station.
Lighting
White light such as LED or luorescent will be used or this parking
garage. These light sources are energy eicient and provide a longer
lamp/ixture lives. White light provides a higher color rendition whichprovides a higher perceived security or parking patrons and makes
it easier or them to recognize color o their vehicles. Additionally,white light provides higher quality images or the CCTV cameras as
compared to High Pressure Sodium (HPS) which provides yellow light.Light ixtures will be mounted over the parking areas to minimize glare or the
drivers as well as improved lighting or the pedestrians. Light levels will meetIlluminating Engineering Society o North Americas (IESNA) recommendationsor parking garages.
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JDS DEVELOPMENT, LLC
Revenue System and Customer QueuingThe JDS garage will serve multiple types o users, and thereore needs to
provide a variety o entry/exit considerations and payment options. The mainusers will be:
Hourly and daily users Monthly and residents
Hotel guests Hotel meeting room attendees Special event parkers
The appropriate revenue management system will provide the optimal parkingexperience to customers. Each o the items noted below could be incorporatedto minimize waiting at the gates and increase payment options. A blend o the
ollowing revenue systems should be considered to meet the needs o all users: Mag striped ticket with pay-on-oot
Park-by-phone AVI with pre-registration
Park-by-phone
Each o these is described below. Their integration should be considered as
part o the Citys RFP or a city-wide revenue control system and the detaileddesign o the JDS parking acilities.
mag StriPeD ticketWitH multiPle Payment oPtionS
This system is mainly used or hourly, daily guests. Upon entrance the customer
pulls a magnetically striped parking ticket. Then, at exit, the ollowing paymentoptions may be provided:
Pay to a cashier using cash or a credit card.
Insert the ticket and a credit card in an in-lane machine. Pay at a Pay-on-Foot (POF) station beore returning to vehicles.
Insert the ticket and a prepaid (debit) card in an in-lane machine.
The ollowing beneits are realized with a mag stripe system: Pulling a ticket at entrance is common and least conusing. Except or paying to the cashier, all other exiting options provide ast
exiting. Minimal/low cash handling.
Less revenue slippage due to human errors.
Proximity Card
This system is mainly used or monthly parkers and residents. The customer
registers his/her vehicle(s) and receives a proximity card. Then: At entrance, customer uses a proximity card. The card is attached to
customers parking account and payment is collected on a monthly basis.
At exit, the parking gate is raised using valid credentials on the proximitycard.
The ollowing beneits are realized with a proximity card system include: No cash handling.
Minimal revenue slippage due to human errors. Fast entry and exit.
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JDS DEVELOPMENT, LLC
The City collects payment in advance. A reundable ee may be collected to cover the cost o the proximity card.
AVI with PreRegistration
Similar to the proximity card, this system is mainly used or monthly parkersand residents. The customer registers his/her vehicle(s) and receives an AVI
(automatic vehicle identiication) device. The device will be issued to customerswho open a parking account at Citys website.
Similar beneits are realized with the AVI and proximity card systems.
ParkbyPhone
This is a new evolving system that is mainly used or hourly, daily and visitors
who return periodically to the Madison parking system. The customer registershis/her vehicle(s) using a smart phone with NFC (near ield communications)
capabilities. Then, At entrance, customer uses the same smart phone and with validcredentials, parking gate will be raised.
At exit, customer again uses the same smart phone and parking gate israised based on valid credentials.
The ollowing beneits are realized with a pay-by-phone system: No cash handling.
Minimal revenue slippage due to human errors. Fast entry and exit.
Customer Queuing TimeTo provide high level o parking and traic low lexibility, entry and exit lanes
are provided rom Wilson Street and Doty Street. The details o entrance andexit lanes are shown in the ollowing tables. In our preerred approach, Scheme
1, we are eliminating entry/exit onto Wilson rom Block 88 due to there nolonger being underground parking on this block.
Scheme 1
Entrance/Exit Block 88 Block 105 Total
In 1 2 3
Out 1 3 4
Total 2 5 7
Scheme 2
Entrance/Exit Block 88 Block 105 Total
In 2 2 4
Out 2 3 5
Total 4 5 9
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5.0 PARKING MANAGEMENT PLAN
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To urther minimize customer queuing time or hourly and daily users, we
propose to use Park-by-Phone (PBP), Pay-on-Foot (POF) stations and creditand/or debit cards at the exit lanes. By using PBP and POF stations, parking
patrons would pay parking ees prior to returning to their vehicles and credit/debits cards would reduce the exit processing time as compared to paying to
a cashier. For monthly and resident parkers, we propose an AVI system. AVIdevices have a very short or no exit processing time. We intend to program theAVI system such that the parking gate arms would not come down when the
system detects vehicles with AVI devices are lining up at the exit lanes.
For Special events, we propose to implement the ollowing two procedures:1. For small to mid-size events, customers would pay or parking at the POF
stations or use the Pay-by-Phone. At exit, parking gates would be raisedater customers insert the prepaid tickets or use their smart phones. This
procedure would minimize cash handling and maintain garage vehicle
counts that may be used or Parking Guidance System (PGS).
2. For larger events, use cashiers and collect parking ees at entry. At exit,provide ree low by raising the parking gate arms. This approach would
minimize customer queuing at exit lanes as long as the streets canprovided the needed traic low capacities. Additionally, it would provide
lexibility to the parkers to choose the exit lanes to Wilson or Doty Streets.However, this approach may require that the PGS be calibrated aterspecial event vehicles let the garage.
Factors Considered for Parking Demand CalculationsTo calculate the optimal number o parking spaces or the JDS project weanalyzed the ollowing variables.
Shared Parking Demand Shared parking is a commonly used practice in
planning parking acilities. It is applied when land uses have dierent parkingdemand patterns throughout the day. Shared parking is eective when land
uses have signiicantly dierent peak parking characteristics that vary by timeo day, day o week, and/or season o the year. Shared parking strategies resultin a lower parking demand as compared to the total parking demand or each
land use separately.
Parking Ratios Blended parking ratios are used to relect local conditions andland uses. For example, one parking space per residential unit is applied based
on the understanding that downtown residents will not own more than onecar per unit.
TimeofDay Factors The shared parking demands were developed usingtime o day actors published in Shared Parking by Urban Land institute.
Existing Parking Supply 520 Spaces Parking demands or existing oices,
visitors, guests, and contractors are met using existing parking supply o 520spaces. We arrived at this number (520) based on maximum parking occupancyinormation provided by the City and applying an eective parking demand
actor o 10 percent.
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Special Event Parking Signiicant parking rom existing parking supply o
520 spaces will be available or special events occurring on weekday evenings
and weekends.
As a result o this analysis we are targeting over 902 parking spaces in Scheme 1
and over 859 in Scheme 2. Reasonable assumptions were applied to the mixeduse building spaces in order to calculate parking demand. As these spaces areurther deined, the parking calculation will be updated accordingly. In Scheme
2, the larger dierence between demand and supply is a result o the parkinggarage layouts and the uncertainty about the inal uses or Block 105.
The ollowing tables present the assumptions used in estimating parking
demand or both Schemes.
1. Shared parking is a commonly used practice in the parking industry. It is applied when land uses have dierent parking demand patterns and the same parkingspaces can be used by dierent patrons. Shared parking is eective when land uses have signiicantly dierent peak parking characteristics that vary by t ime oday, day o week, and/or season o the year. Shared parking strategies result in a lower parking demand as compared to the total parking demand or each landuse separately.2. Blended parking ratios are used to relect local conditions and land uses. For example, one parking space per residential unit is applied based on theunderstanding that downtown residents will not own more than one car per unit.
3. The shared parking demands were developed using time o day actors published in Shared Parking by Urban Land institute.
4. Parking demands or existing oices, visitors, guests, and contractors are met using existing parking supply o 520 spaces. We arrived at this number (520)
based on maximum parking occupancy inormation provided by the City and applying an eective parking demand actor o 10%.
5. Signiicant parking rom existing parking supply o 520 spaces will be available or special events occurring on weekday evenings and weekends.
6. It is a common practice in the parking industry to provide a cushion o parking spaces to accommodate or double parking, minor repairs, and to minimizethe time to hunt or the last ew parking spaces. This cushion is also reerred as Eective Parking Demand (EPD). Generally, the EPD is between 5% and 15%.Lower EPD is used or monthly/long-term parkers (5%) and higher or transient/short-term parkers (15%). We have not applied an EPD to our parking demandcalculations as we want to discuss EPD with the City to come up with appropriate demand actors.
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5.0 PARKING MANAGEMENT PLAN
Section 5.0 Page 41Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
1. Shared parking is a commonly used practice in the parking industry. It is applied when land uses have dierent parking demand patterns and the same parkingspaces can be used by dierent patrons. Shared parking is eective when land uses have signiicantly dierent peak parking characteristics that vary by time oday, day o week, and/or season o the year. Shared parking strategies result in a lower parking demand as compared to the total parking demand or each landuse separately.
2. Blended parking ratios are used to relect local conditions and land uses. For example, one parking space per residential unit is applied based on theunderstanding that downtown residents will not own more than one car per unit.
3. The shared parking demands were developed using time o day actors published in Shared Parking by Urban Land institute.
4. Parking demands or existing oices, visitors, guests, and contractors are met using existing parking supply o 520 spaces. We arrived at this number (520) basedon maximum parking occupancy inormation provided by the City and applying an eective parking demand actor o 10%.
5. Signiicant parking rom existing parking supply o 520 spaces will be available or special events occurring on weekday evenings and weekends.
6. It is a common practice in the parking industry to provide a cushion o parking spaces to accommodate or double parking, minor repairs, and to minimizethe time to hunt or the last ew parking spaces. This cushion is also reerred as Eective Parking Demand (EPD). Generally, the EPD is between 5% and 15%.Lower EPD is used or monthly/long-term parkers (5%) and higher or transient/short-term parkers (15%). We have not applied an EPD to our parking demandcalculations as we want t o discuss EPD with the City to come up with appropriate demand actors.
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6.0 BICYCLE CENTER MANAGEMENT PLAN
Section 6.0 Page 42Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
As part o the JDS Master Plan, Mobis and Kimley-Horn gathered and analyzed
survey data rom nearly 1,500 respondents. The indings rom the survey werebased on strong statistics and a consensus that there is justiication or a bicycle
center. This inormation was used in developing the bicycle management plan.
A bicycle center in JDS will clearly be useul or a great number oDowntown bicycle commuters. In addition many survey respondentswould ind the acility useul during the workday or parking even i its
not their primary parking or their oice.
A majority o Madison survey respondents are avid cyclists and are alsohighly multi-modal, switching between car and bike or bike and transit.
Inormation gathered about survey respondents shows a broad economic
demographic o bicycling in Madison.
Approximately 52% o survey respondents stated that their primary
destination when traveling to/rom Downtown Madison by bicycle is theirplace o employment.
Public Secure inDoor bicycle Parking facilitieS
Our plan proposes a public secure indoor bicycle parking acility. The JDS Mas-ter Plan included relevant operating expectations or the bicycle center based
on statistics rom similar climate and demographic locations to Wisconsin.These indings provide parameters by which the bicycle center managementplan has been developed.
Totals for National Facilities with Seasonal Climates Similar to WisconsinFacilities include: Chicago, IL; Portland, OR; Washington, DC; Cleveland, OH;Seattle, WA; St. Louis, MO; and Toronto, Canada
Average # o Indoor Secure Bike Spaces per Facility 120
Average Yearly Administration/Deposit Fee $15.63
Average Hourly Usage Fee $0.02
Average Daily Usage Fee $3.17
Average Monthly Usage Fee $19.00
Average Yearly Usage Fee $103.71
Average 2010 Median Household Income or the 7 Locations $49,927
2010 Median Household Income or the City o Madison,Wisconsin
$51,288
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6.0 BICYCLE CENTER MANAGEMENT PLAN
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The amenities requested by the community o Madison did not vary greatly
rom the most common, with the exception o a bicycle wash station, whichranked high due to the speciic weather and seasonality o the Madison area.
The number one survey request was or a acility program with secure indoor24/7 accessible bicycle parking. Restrooms and sel-service repair were the
second and third most desired amenities. Our bicycle center plan includes thesepriorities and also includes or considers including the ollowing amenities.
Changing rooms
Showers Lockers
Repair services/vending Bicycle advocacy/community space
Repair stands and tools
We have also taken into consideration a vision statement or the bicycle center
by both the Bicycle Federation o Wisconsin (BFW) and Downtown Madison,Inc. (DMI). Three key goals or creating the bicycle center are:
1. Servicing the needs o the current bicycling community
2. Educating and engaging new bicyclists3. Facilitating a strong connection between Madisons Metro Transit system
and bicycles as a primary source o transportation
bike center
A bicycle center is included on Block 105 with access rom Pinckney Street.
The center is intended to provide a variety o amenities or the existing andgrowing bicycling community in Madison. The high level o visibility will helpattract users and promote the continued use o the center.
Pinckney Street and Wilson Street oer opportunities to acilitate sae and
eicient bicycle circulation. The proximity o signiicant employers such asState, County and City Government oices as well as numerous private sector
employers and bus routes provides a large base o potential users or thebicycle center.
The center will be a secure space with a potential mix o lockers, repair toolsand changing rooms. Lighting o the bicycle center will be bright to ensure
a sae, comortable environment or patrons. The program will incorporateconcepts learned rom the continued input rom the biking community and
discussions with the City regarding capital costs. The proposed operating
model or the bicycle center is preliminary and will be dependent on urtherplanning with the City and the community.
management Plan
Our proposal is to use a phased approach to the bicycle center. The acilitywould start out as a sel-serve, subscriber-only acility and, i successul, move
to a staed acility in the uture. As explained in the JDS Master Plan, thisscenario is generally used when there is low or uncertain demand or staedservices at the acility and/or a lack o resources to immediately embrace
a ully staed scenario. It allows or lower risk upront and or growing the
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market organically. This is a conservative approach intended to eectively usethe citys upront capital investment to spark interest and then use sources
generated rom growing memberships to add amenities.
The management plan intends to use minimal sta to operate the bicycle center.The ull breadth o amenities will be determined ater urther discussion with
the city regarding upront capital costs. A staed technology administrationposition may be needed to ensure reliability o the access control system butthis service could also be contracted by a technology consultant. Services or
routine tasks such as interior cleaning will be outsourced to local vendors.
We are assuming investment resources are available to implement a securitysystem and revenue management system that will provide ongoing sotware
and physical support or an annual ee. Our plan assumes access controland visitor management with a reporting system will be implemented whenlaunching the bicycle center. The access control system is expected to be a
more complicated computer network system with a universal are card oroversight by a company specialized in bicycle center user management and
operations. Access control systems, visitor management/reporting systems,data transmission, power, reliability, capital cost, and security access-vendor
control will need to be provided by this system. These costs or sotware andhardware components will impact upront costs or the bicycle center.
The potential roles o the operator and City o Madison will be urther examinedin subsequent phases o this project but we understand the desires o the city
to not be involved in the ongoing operations o the bicycle center.
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7.0 HOTEL ROOM BLOCK
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JDS DEVELOPMENT, LLC
room blockS
The hotel room block or Monona Terrace and the key provisions o the room
set-aside are as ollows. GMCVB reers to Greater Madison Convention VisitorsBureau and Hotel reers to the Judge Doyle Square hotel rooms.
ProceSS
Hotel submits a room block proposal to the GMCVB and collects all
proposals rom GMCVB. Hotel will set rates or client.
GMCVB will notiy Hotel as soon as a client has indicated the selection oMadison and Monona Terrace contract process has begun.
Hotel will issue and inalize contracts with client.
I Hotel business has the potential o interrupting GMCVB client proposed
blocks, Hotel will discuss alternatives with GMCVB. GMCVB will have irstoption (irst right o reusal) to book the proposed business within areasonable time rame and/or GMCVB will agree to reduce or release theproposed block.
GMCVB will strongly encourage and actively work with clients
(speciically annual MT business) to process and execute Hotel contractsat least 24 months in advance o meeting start dates.
Periodic meetings will be held with GMCVB to review proposals, discuss
room block conlicts and determine ways to increase or optimizebusiness.
booking WinDoW
More than 24 months out: GMCVB is guaranteed blocks o 250 rooms at a
rate determined by Hotel.
18-24 months out:
12-18 months out:
GMCVB pending proposals are frst option
(given frst right o reusal). Should Hotelbusiness arise, Hotel will give GMCVB amplenotifcation to book the GMCVB pending
proposal business. I unable to book, theGMCVB will agree to reduce or release proposed
block to accommodate Hotel business. Shouldthere be no GMCVB proposal pending, Hotel
agrees to provide monthly an updated calendarshowing room availability within the 24-monthwindow.
Ongoing communication between Hoteland GMCVB regarding outstanding pending
proposals and reasonable deadline to contractbusiness, reduce block or release block. New
business is irst come, irst served.
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7.0 HOTEL ROOM BLOCK
Section 7.0 Page 46Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
room rateS
Rates will be negotiated between Hotel and client. Rates are more negotiable
the arther out the business is contracted so Hotel is able to re-capture the
revenue through yield management eorts.
otHer
City wide events as deined by GMCVB are not subject to the terms o the room
block.
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8.0 DETAILED CONSTRUCTION BUDGET
Section 8.0 Page 47Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
The table below presents the preliminary construction budget or the plans
proposed in each Scheme. As required the table includes both hard andsot costs. The main reason or the higher cost in Scheme 2 is the need or
underground parking to meet development needs on Block 88 and 105.
Scheme 1
Scheme 2
Sources of FundsComparison
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9.0 DEVELOPMENT PHASING PLAN
Section 9.0 Page 48Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
The Development Phasing Plan on the ollowing pages presents the expected
staging to ully develop JDS and corresponding parking needs. The proposedplan includes the ollowing phases. Staging would ollow a similar pattern or
both Schemes.
PHaSe 1
Occupy parking on Block 105Construct parking on Block 88
PHaSe 2
Occupy parking on Block 88
Demo Pinckney Street bay o Government East ramp (1/3rd o ramp)Occupy East bay o Government East ramp (2/3rd o ramp)
Construct parking, new oices, bicycle center and street level retail on Block105
PHaSe 3
Occupy parking on Block 88
Occupy oices and street level uses on Block 105Construct new hotel and remodel MMB on Block 88
Demo East bay o Government East ramp and construct new parking garageon Block 105
PHaSe 4
Occupy parking on Block 88
Occupy hotel on Block 88Occupy oices and street level uses on Block 105Occupy new parking ramp on Block 105
Construct mixed uses on Block 105
comPletion
Occupy parking on Block 88Occupy hotel on Block 88
Occupy oices on Block 105Occupy new parking ramp on Block 105
Occupy mixed uses on Block 105
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9.0 DEVELOPMENT PHASING PLAN
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JDS DEVELOPMENT, LLC
Phasing Plan - Existing
Phasing Plan - Phase 1
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9.0 DEVELOPMENT PHASING PLAN
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JDS DEVELOPMENT, LLC
Phasing Plan - Phase 2
Phasing Plan - Phase 3
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9.0 DEVELOPMENT PHASING PLAN
Section 9.0 Page 51Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
Phasing Plan - Phase 4
Phasing Plan - Project Completion
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10.0 MARKET INFORMATION
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Section 10.0 Page 52
To build the inancial plan or JDS we relied on years o research perormed
in developing The Edgewater in Madison and mixed use projects across thecountry. We supplemented our experience and past research with reports and
analysis perormed by others or this project. A sampling o reports and studies
used to build the inance plan included in this proposal are as ollows.
Hotel Feasibility Study by Johnson Consulting
Downtown Madison Convention Hotel Study by Hunden Strategic Partners Edgewater Hotel Strategic Market Study by CBRE or Madison, WI Monthly Smith Travel Research reports speciic to downtown Madison
Monona Terrace Annual Report Monona Terrace Community and Economic Impact Report
Downtown Madison, Inc. State o the Downtown
We have been actively engaged in studying the hotel market in Madison andthe surrounding region. Over the past several years, as The Edgewater was
developed, we identiied gaps in the market or speciic hotel needs rangingrom room sizes to amenities. As part o this research we have also studieddining and entertainment venues across the country, identiying those that
have potential to be very successul in Madison.
For The Edgewater project, we worked with CBRE to develop a comprehensivestudy o area hotels, restaurants and events. The inal report summarized a
variety o things ranging rom demographics, transportation options, businessand industry overview, economic impacts and trends in Madison visitation.
A major component o the CBRE study was a demand generator study. We
spent a signiicant amount o time and resources on understanding exactlywho is coming to the market, why they are coming and who we are competing
From 2010 to the end of 2011,
8.65 millionpeople visited major destinations
in downtown Madison.
In 2011, close to
$200 millionwas generated from downtown
tourism.
Vacancy rates for business
spaces in Madisons Central BID
has decreased from 6% in2011 to 5.7% in 2012.
Source: DMI State of the Downtown 2012
Over 80%of tourism spending downtown
is on food & beverage, retail and
lodging.
In 2012, multi-family rental
vacancy rates in downtown
Madison fell to2.87%.
From 2000 to 2011 the
population of downtown Madison
has increased by
7.8%.
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11.0 DESCRIPTION OF TERMS OF REAL ESTATE
Response To RequesT FoR pRoposals
Judge doyle squaRe - Madison, Wisconsin
JDS DEVELOPMENT, LLC
Section 11.0 Page 54
The plans proposed or JDS may result in complex ownership structures.
Discussion between the city and other stakeholders will need to be held beoreinal property ownership structure and phasing can be determined. Many
actors will need to be analyzed to ensure all participants are getting adequatereturns or their investments.
The details o the ownership structure will need to be determined or theollowing:
MMB or new city oice building Parking on Block 88
Development rights above Block 88 parking Parking on 105
Development rights above Block 105 Land
A combination o lease and ownership structures will need to be discussedwith the city. The ability to inance the privately owned components o JDS
will require a reasonable approach to property rights. This may include, whereappropriate, recording condominium units, direct acquisition, long-term
ground lease with an option to purchase upon termination. The timing othese transactions will depend on completing design o the project suicient
to deine the property ownership units.
A determination will also need to be made as to which inance vehicle is
appropriate or each development use. In some instances it may be best to usetax exempt bond issuances or public components. In other cases, depending
on ownership structure, it may be beneicial to maintain private ownership inorder to secure private debt or tax credits.
All o these items need to be discussed urther ater determining whichdevelopment plan the city is interested in pursuing. Review and discussion
o the inance plan submitted as part o this RFP reply will also assist indetermining property ownership structure and phasing. We hope to have the
opportunity to address this topic urther in uture interviews.
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12.0 WORKFORCE UTILIZATION PLAN / TARGETED
BUSINESS GOALS
Section 12.0 Page 55Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
DEMOGRAPHIC DIVERSITYThe Development Team is committed to the principal philosophy o Minority/Women Business Enterprise (M/WBE) and Locally Based Enterprises (LBE)
practices to promote and encourage active and meaningul participation andemployment o minority and locally owned businesses and individuals.
We are committed to meeting or exceeding the citys W/MBE goals or
this Project, including ensuring that minorities and women are adequatelyrepresented in the construction workorce.
CONSTRUCTION AND PERMANENT JOB COMPLIANCE PLANRealization o the minority participation goal requires dedication to theinvolvement o M/WBE and LBE businesses and individuals in all acets o thedevelopment process - proessional services, contracting or construction and
the project workorce and the ongoing management and operations teams.
We propose to establish a minority participation program tailored to theunique requirements o each phase o participation.
CONSTRUCTION COMPLIANCE PLANBased on our experience, proessional services will represent approximately30% o the total costs associated with the proposed project. We believe a
commitment toward minority and local participation within the ProessionalServices Team is important to the overall commitment to meaningul M/WBEparticipation on the Project.
Contracting or construction will represent approximately 70% o the total
costs associated with the proposed development. Our ability to realize M/
WBE and LBE goals is dependent on our ability to establish and implement aneective outreach program and to structure the assignments in a manner thatpermit subcontracting and joint-venture relationships with M/WBE and LBE
enterprises.
Our contracting program is based on past programs that have been successully
implemented and includes:
MBE Contracting Manual Monthly Progress Reports
Maintenance o Records and Utilization Reports Local Market Assessment
Technical Clearinghouse
Project Awareness Sessions Certiication Review and Assistance
Subconsultant Identiication Assistance Subcontractor Bidding and Award Assistance
Contract Monitoring Business Assistance Program
Mobilization Assistance Program
Contract Close-Out
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12.0 WORKFORCE UTILIZATION PLAN / TARGETED
BUSINESS GOALS
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JDS DEVELOPMENT, LLC
The project workorce will represent a signiicant portion o the total project
costs. The project workorce will be employed by the General Contractor andits Sub-Contractors. We will implement an EEO and technical assistance pro-
gram to support eorts o project participants in achieving participation goals,monitoring perormance and accessing trained labor in the local marketplace.
The EEO program would include:
Monthly Progress Reports Maintenance o Records and Utilization Reports Labor Market Assessment
Workorce Clearinghouse Workorce Database
Workorce Monitoring Job Placement Program
Workorce Training Programs Workorce Retention Contract Compliance Monitoring
ongoing oPerationS Plan
The Project Team proposes to include a diverse workorce or the ongoingoperations o the Project as a goal in the Operations Plan that will be developed
or the Project.
community outreacH Plan
The commitment to M/WBE and LBE participation in the Project requires anactive and ongoing commitment to community outreach by the Development
Team members. During the construction and throughout the ongoing
operations o the Project, the Development Team will designate a membero the team to act as the community liaison oicer charged with building
community relationships and coordinating hiring activities. This communityliaison oicer will also document and report the status o M/WBE and LBE
participation to the City and other public agencies as required.
The Project Team plans to implement a community outreach plan that includesseveral strategies to inorm and involve the community in all phases o theProject. Our irm maintains strong working relationships with many o the
regions most active and progressive community based organizations. Wewill utilize our broad network o relationships with these organizations to
streamline the involvement o minority owned businesses and individuals.
The Development Team shall also actively pursue notiication, advertisements
and promotion o opportunities at the Project through newspapers, communitygroups and other procurement and hiring outreach resources.
ProJect caSe StuDieS
The combined resources ound within the Development Team provide atremendous oundation o experience or the development and implementationo our minority and women owned business participation program. The
experience and success o our organizations in leading minority businessinitiatives is noteworthy. The ollowing case studies provide a brie overview
o several o our most recent accomplishments on similar projects.
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12.0 WORKFORCE UTILIZATION PLAN / TARGETED
BUSINESS GOALS
Section 12.0 Page 57Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
tHe eDgeWater - maDiSon, WiSconSin
As a part o The Edgewater redevelopment a series o community developmentinitiatives set orth a working relationship between industry, government,
labor, employees and local institutions and organizations to maximize theeconomic and community beneit realized by the redevelopment o TheEdgewater.
The size and dynamic nature o The Edgewater has aorded the opportunity
to become a catalyst to support these Community Development Initiatives.These programs have been developed by the Landmark X, LLC, a Wisconsin
Limited Liability Corporation, in conjunction with the Building Trades andwith input rom representatives o the City o Madison. The programs include
initiatives during both the construction and operations periods o the Projectand include:
Workorce Development Initiatives Construction Period
Workorce Development Initiatives Operations Period Public Access and Utilization o Public Space
Commitment to Sustainable Design and Operation Initiatives Commitment to the Promotion o the Historic District
neW meaDoWlanDS StaDium - eaSt rutHerforD, neW JerSey
The New York Jets and New York Football Giants made a major Commitment
in 2006 at the inception o their $1.6 Billion joint stadium project to achievevery aggressive goals or MBE, WBE and SBE participation. Working closely
with Garth Solutions, Skanska and Hammes Company, the teams achievedan approximately 30% participation rate on the Project, including workorce
participation.
lambeau fielD - green bay, WiSconSin
For the Lambeau Field project the Green Bay Packers made a strong
commitment to business participation and workorce development involvingminority, disadvantaged, women and locally owned businesses and individuals.
This commitment was challenging given the relatively small number o
Minority Business Enterprises (MBE), Womens Business Enterprises (WBE) andDisadvantaged Business Enterprises (DBE) in Northern Wisconsin.
At the onset o the project Hammes set in place the community outreach
initiative or targeted business. Through this initiative, Hammes was able to
exceed all targeted business goals. Similar results were achieved on workorcediversity goals. The successul results or the Project included:
MBE Goal: 15% Actual: 16%
WBE Goal: 5% Actual: 7%Overall Goal: 20% Actual: 23%
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12.0 WORKFORCE UTILIZATION PLAN / TARGETED
BUSINESS GOALS
Section 12.0 Page 58Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
forD fielD, Detroit, micHigan
During the development o Ford Field the Detroit Lions were very committed tothe philosophy o business participation and workorce development involving
minority, disadvantaged, women and locally owned businesses and individuals.The City o Detroit and Wayne County goal o 30% participation was adoptedby the Lions as a priority or the project. In response, Hammes Company
prepared a comprehensive Targeted Business Participation and WorkorceDiversity Program which met or exceeded the program requirements by
implementing the processes and procedures we are proposing or the Project.The successul results or the project included:
MBE Goal: 25% Actual: 30%
WBE Goal: 5% Actual: 6%DBBE Goal 30% Actual: 37%WCBB Goal 30% Actual 35%
Overall Goal: 30% Actual: 36%
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13.0 COMMUNITY ENGAGEMENT PLAN
Section 13.0 Page 59Response To RequesT FoR pRoposals
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JDS DEVELOPMENT, LLC
community engagement outline
The community engagement process results in a community-wide strategic
plan or enlisting support or the JDS project. For the plan to be carried out,it must be developed through broad input by persons who are committed to
the citys interest in developing these two downtown blocks. A communityscommitment to embracing and supporting this improvement plan will come
rom the sense o ownership that results rom taking part in developing theproject. We need to clearly deine the project goals and identiy stakeholders.Engagement ideas will need to be developed to educate and gain support rom
the stakeholders. An outline o goals, stakeholders and engagement ideas is asollows.
ProJect goalS:
Bicycles Design and Density
Economic Development Hotel
Intermodal Connectivity Oice, Retail, Restaurant, Entertainment
Parking
Residential
key StakeHolDerS:
State of Wisconsin
State Historic Preservation Oice
Dane County:
City/County Homeless Issues Committee
City County Liaison Committee (CCLC) Dane County Executive Environmental Council
Henry Vilas Zoo Commission Lakes and Watershed Commission Library Board, Dane County
Madison Cultural Arts District Board (Overture Foundation) Monona Terrace Convention and Community Center Board
Engagement Ideas:
Dane County Executive Endorsement Present Merits o the Project to CCLC
Promote Monona Terrace Events and Overture Center in Lobby
Mayor and Judge Doyle Square Committee
Mayor and