Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
CONTRACT 4202 Professional Services Agreement CLOSED
2 i PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF EL SEGUNDO AND .:'BUXTON_ This AGREEMENT is entered into this 24. day of October`.: 2011 ` by and between the CITY OF EL SEGUNDO, a municipal corporation and general law city ( "CITY ") and BUXTON an Economic Development Strategy_ ("CONSULTANT "). 1. CONSIDERATION. A. As partial consideration, CONSULTANT agrees to perform the work listed in the SCOPE OF SERVICES, below; B. As additional consideration, CONSULTANT and CITY agree to abide by the terms and conditions contained in this Agreement; C. As additional consideration, CITY agrees to pay CONSULTANT a stun not to exceed ,Frhausan ? dollars (10i i10' ``'.. for CONSULTANT's services. CITY may modify this amount as set forth below. Unless otherwise specified by written amendment to this Agreement, CITY will pay this sum as specified in the attached Exhibit "A," which is incorporated by reference. 2. SCOPE OF SERVICES, A. CONSULTANT will perform services listed in the attached Exhibit "B," which is incorporated by reference. B. CONSULTANT will, in a professional manner, furnish all of the labor, technical, administrative, professional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculation, and all other means whatsoever, except as herein otherwise expressly specified to be furnished by CITY, necessary or proper to perform and complete the work and provide the professional services required of CONSULTANT by this Agreement. 3. PERFORMANCE STANDARDS. While performing this Agreement, CONSULTANT will use the appropriate generally accepted professional standards of practice existing at the time of performance utilized by persons engaged in providing similar services. CITY will continuously monitor CONSULTANT's services. CITY will notify CONSULTANT of any deficiencies and CONSULTANT will have fifteen (15) days after such notification to cure any shortcomings to CITY's satisfaction. Costs associated with curing the deficiencies will be borne by CONSULTANT. -1- 4. PAY NOR NTS. For CITY to pays CONSULTANT as S. NON AppRopRIATION OF FUNDS, Payments due And payable to CONSULTANT for current services are within the current budget and within as available, une haunted and unencumbered appropriation of the CITY.. In the event the CITY has not appropriated sufficient funds for payment of CONSULTANT services beyond the current fiscal year; this Agreement will coves. only those costs incurred rap to the conclusion of the current, fiscal year. -. ADDITIONAL WORK: A. CITY s oity auamrget ('"1Wlsaager "} may determine, at the Manages sole discretion, that CONSULTANT must perfonn additional work `Additional e Wor ' to complete the Scope of Work, IfA.ddlfiomd Work is needed,; the Manager will give written mrthori atiob to C039SULTANT to perform ,such Additional Work ll'. if CO NS" LTA wiT believes Additional Worlr is needed to complete the, Scope of Work; CONSULTANT will provide die Manager with w,rittea nootification that contains a specific description of th proposed Additional Work, reasons.for such Additional Work, and a detailed °oiit��Ional regardin post. C. Payments over ,• % _ A " r Work must be approved b CITY's, city council. All Addiflonai Waa c will, lie subjed to all other terms and provisions ofthis Agreement. 7.- FAMILIARITY WITH WORD., A. By executing this A9r, 60ment ,,CONSULTANT'.agrees that ithas: i. Carefully investigated -and considered the scope of services to be performed; ii. Carefully consideredhow -the services shouldbe performed; and iii. Understands the facilities, difficulties; and restrictions attending performance ofthe services under this Agreement. B. If services involve worl< upon any site, CONSULTANT agrees that CONSULTANT bas or will investigate the site and is or will be filly acquainted. with the conditions there existing, before commencing the services hereunder. -2- 42'02 o Should CONSULTANT discover any latent or unknown conditions that may materially affect the performance of the services, CONSULTANT will immediately inioriu CITY of such liwt and will not proceed excel::t at `t ,1�i,SULTANT's own risk until written instructions are rece�iverl rom CiT`�'', S. TI RI 7e ter8r of this Agreei"nt will be from ,�,Octob�r,s2 to wed° a l�at Unless otherwise determined by written amendment between the parties, this Agreement will terminate in the following instances: A Completion of the work specified in Exhibit "A'; B. Termination as stated in Section 16. 9. TIME FOR PERFORMANCE, A. CONSULTANT will not perform any work under this Agreement until: i. CONSULTANT furnishes proof of insurance as required under Section 23 of this Agreement; and ii.- CITY gives CONSULTANT a written notice to proceed. B. Should CONSULTANT begin work on any phase in advance of receiving written authorization to proceed, any such professional services are at CONSUL•TANT's own risk, 10. TIME EXTENSIONS. Should CONSULTANT be delayed by causes beyond CONSULTANT's control, CITY may grant a time extension for the completion of the contracted services. If delay occurs, CONSULTANT must notify the Manager within forty-eight hours (48 hours), iii writing, of the cause and the extent of the delay and how such delay interferes with the Agreement's schedule. The Manager will extend the completion tune, when appropriate, for the completion of the contracted services. 11. CONSISTENCY. In interpreting this Agreement and resolving any ambiguities, the main body,ofthhs Agreement takes precedence over the attached Exhibits; this Agreement supersedes any conflicting provisions. Any inconsistency between the Exhibits will be resolved in the order in which the Exhibits appear below: A. Exhibit A: Scope of Work; B. Exhibit B: Budget; and C. Exhibit C: Proposal for Services. 12. CHANGES. CITY may order changes in the services within the general scope of this Agreement, consisting of additions, deletions, or other revisions, and the contract spun and the -3- contract time will be adjusted accordingly. All such changes must be authorized in writing, executed by CONSULTANT and CITY. The cost or credit to CITY resulting from changes in the services will be determined in accordance with written agreement between the parties. 13. TAXPAYER IDENTIFICATION NUMBER. CONSULTANT will provide CITY with a Taxpayer Identification Number. 14. PERMITS AND LICENSES. CONSULTANT, at its sole expense, will obtain and maintain during the term of this Agreement, all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement. 15. WAIVER. CITY's review or acceptance of, or payment for, work product prepared by CONSULTANT under this Agreement will not be construed to operate as a waiver of any rights CITY may have under this Agreement or of any cause of action arising from CONSULTANT's performance. A waiver by CITY of any breach of any term, covenant, or condition contained in this Agreement will not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained in this Agreement, whether of the same or different character. 16. TERNIINATION. A. Except as otherwise provided, CITY may terminate this Agreement at any time with or without cause. B. CONSULTANT may terminate this Agreement at any time with CITY's mutual consent. Notice will be in writing at least thirty (30) days before the effective termination date. C. Upon receiving a termination notice, CONSULTANT will immediately cease performance under this Agreement unless otherwise provided in the termination notice. Except as otherwise provided in the termination notice, any additional work performed by CONSULTANT after receiving a termination notice will be performed at CONSULTANT" own cost; CITY will not be obligated to compensate CONSULTANT for such work. D. Should termination occur, all finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other materials prepared by CONSULTANT will, at CITY's option, become CITY's property, and CONSULTANT will receive just and equitable compensation for any work satisfactorily completed up to the effective date of notice of termination, not to exceed the total costs under Section 1(C). E. Should the Agreement be terminated pursuant to this Section, CITY may procure on its own terms services similar to those terminated. F. By executing this document, CONSULTANT waives any and all claims for damages that might otherwise arise fiom CITY's termination under this Section. 91 17.OWNERSHIP OF DOCUMENTS. All documents, data, studies, drawings, maps, models, photographs and reports prepared by CONSULTANT under this Agreement are CITY's property. CONSULTANT may retain copies of said documents and materials as desired, but will deliver all original materials to CITY upon CITY's written notice. CITY agrees that use of CONSULTANT's completed work product, for purposes other than identified in this Agreement, or use of incomplete work product, is at CITY's own risk. 18. PUBLICATION OF DOCUMENTS. Except as necessary for performance of service under this Agreement, no copies, sketches, or graphs of materials, including graphic art work, prepared pursuant to this Agreement, will be released by CONSULTANT to any other person or public CITY without CITY's prior written approval. All press releases, including graphic display information to be published in newspapers or magazines, will be approved and distributed solely by CITY, unless otherwise provided by written agreement between the parties. 19. INDEMNIFICATION. A. CONSULTANT agrees to the following: i. Indemnification for Professional Services. CONSULTANT will save harmless and indemnify and at CITY's request reimburse defense costs for CITY and all its officers, volunteers, employees and representatives from and against any and all suits, actions, or claims, of any character whatever, brought for, or on account of, any injuries or damages sustained by any person or property resulting or arising from any negligent or wrongful act, error or omission by CONSULTANT or any of CONSULTANT's officers, agents, employees, or representatives, in the performance of this Agreement, except for such loss or damage arising from CITY's sole negligence or willful misconduct. ii. Indemnification for other Damages. CONSULTANT indemnifies and holds CITY harmless from and against any claim, action, damages, costs (including, without limitation, attorney's fees), injuries, or liability, arising out of this Agreement, or its performance, except for such loss or damage arising from CITY's sole negligence or willful misconduct. Should CITY be named in any suit, or should any claim be brought against it by suit or otherwise, whether the same be groundless or not, arising out of this Agreement, or its performance, CONSULTANT will defend CITY (at CITY's request and with counsel satisfactory to CITY) and will indemnify CITY for any judgment rendered against it or any sums paid out in settlement or otherwise. B. For purposes of this section "CITY" includes CITY's officers, officials, employees, agents, representatives, and certified volunteers. -5- 4 2` ub„ , C. It is expressly understood and agreed that the foregoing provisions will survive termination of this Agreement. D. The requirements as to the types and limits of insurance coverage to be maintained by CONSULTANT as required by Section 23, and any approval of said insurance by CITY, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including, without limitation, to the provisions concerning indemnification. 20. ASSIGNABILITY. This Agreement is for CONSULTANT's professional services. CONSULTANT's attempts to assign the benefits or burdens of this Agreement without CITY's written approval are prohibited and will be null and void. 21. INDEPENDENT CONTRACTOR. CITY and CONSULTANT agree that CONSULTANT will act as an independent contractor and will have control of all work and the manner in which is it performed. CONSULTANT will be free to contract for similar service to be performed for other employers while under contract with CITY. CONSULTANT is not an agent or employee of CITY and is not entitled to participate in any pension plan, insurance, bonus or similar benefits CITY provides for its employees. Any provision in this Agreement that may appear to give CITY the right to direct CONSULTANT as to the details of doing the work or to exercise a measure of control over the work means that CONSULTANT will follow the direction of the CITY as to end results of the work only. 22. AUDIT OF RECORDS. CONSULTANT will maintain full and accurate records with respect to all services and matters covered under this Agreement. CITY will have free access at all reasonable times to such records, and the right to examine and audit the same and to make transcript therefrom, and to inspect all program data, documents, proceedings and activities. CONSULTANT will retain such financial and program service records for at least three (3) years after termination or final payment under this Agreement. 23. INSURANCE. A.' Before commencing performance under this Agreement, and at all other tunes this Agreement is effective, CONSULTANT will procure and maintain the following types of insurance with coverage limits complying, at a minimum, with the limits set forth below: Type of Insurance Limits Commercial general liability: $1,000,000 Professional Liability $1,000,000 Business automobile liability $1,000,000 IM Workers compensation Statutory requirement B. Commercial general liability insurance will meet or exceed the requirements of the most recent ISO -CGL Form. The amount of insurance set forth above will be a combined single limit per occurrence for bodily injury, personal injury, and property damage for the policy coverage. Liability policies will be endorsed to name CITY, its officials, and employees as "additional insureds" under said insurance coverage and to state that such insurance will be deemed "primary" such that any other insurance that may be carried by CITY will be excess thereto. Such endorsement must be reflected on ISO Form No. CO 20 10 11 85 or 88, or equivalent. Such insurance will be on an "occurrence," not a "claims made," basis and will not be cancelable or subject to reduction except upon thirty (3 0) days prior written notice to CITY. C. Professional liability coverage will be on an "occurrence basis" if such coverage is available, or on a "claims made" basis if not available. When coverage is provided on a "claims made basis," CONSULTANT will continue to renew the insurance for a period of three (3) years after this Agreement expires or is terminated. Such insurance will have the same coverage and limits as the policy that was in effect during the term of this Agreement, and will cover CONSULTANT for all claims made by CITY arising out of any errors or omissions of CONSULTANT, or its officers, employees or agents during the time this Agreement was in effect. D. Automobile coverage will be written on ISO Business Auto Coverage Form CA 00 0106 92, including symbol 1 (Any Auto). E. CONSULTANT will furnish to CITY duly authenticated Certificates of Insurance evidencing maintenance of the insurance required under this Agreement and such other evidence of insurance or copies of policies as may be reasonably required by CITY from time to time. Insurance must be placed with insurers with a current A.M. Best Company Rating equivalent to at least a Rating of "A:VII." F. Should CONSULTANT, for any reason, fail to obtain and maintain the insurance required by this Agreement, CITY may obtain such coverage at CONSULTANT's expense and deduct the cost of such insurance from payments due to CONSULTANT under this Agreement or terminate pursuant to Section 16. 24. USE OF SUBCONTRACTORS. CONSULTANT must obtain CITY's prior written approval to use any consultants while performing any portion of this Agreement. Such approval must approve of the proposed consultant and the terns of compensation. 25. INCIDENTAL TASKS. CONSULTANT will meet with CITY monthly to provide the status on the project, which will include a schedule update and a short narrative description of -7- progress during the past month for each major task, a description of the work remaining and a description of the work to be done before the next schedule update. 26. NOTICES. All communications to either party by the other party will be deemed made when received by such party at its respective name and address as follows: If to CONSULTANT: Buxton 2651 S. Polaris Drive Fort Worth, TX 76137 Attention: 'I isa' Hill._ If to CITY: City of El Segundo 350 Main St. El Segundo, CA 90245 El Segundo, CA Attention: Greg`Carp6ntei°_ Any such written communications by mail will be conclusively deemed to have been received by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly addressed as noted above. In all other instances, notices will be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this paragraph. 27. CONFLICT OF INTEREST. CONSULTANT will comply with all conflict of interest laws and regulations including, without limitation, CITY's conflict of interest regulations. 28. SOLICITATION. CONSULTANT maintains and warrants that it has not employed nor retained any company or person, other than CONSULTANT's bona fide "employee, to solicit or secure this Agreement. Further, CONSULTANT warrants that it has not paid nor has it agreed to pay any company or person, other than CONSULTANT's bona fide employee, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Should CONSULTANT breach or violate this warranty, CITY may rescind this Agreement without liability. 29. THIRD PARTY BENEFICIARIES. This Agreement and every provision herein is generally for the exclusive benefit of CONSULTANT and CITY and not for the benefit `of any other party. There will be no incidental or other beneficiaries of any of CONSULTANT's or CITY's obligations under this Agreement. 30. INTERPRETATION. This Agreement was drafted in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Los Angeles County. 31. COMPLIANCE WITH LAW. CONSULTANT agrees to comply with all federal, state, and local laws applicable to this Agreement. 32, ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements -8- 4 La 2 e. expressed or implied, oral or written. There are _ Attachments to 'this Agreement. This Agreement will bind and inure to the benefit of the parties to this Agreement and any subsequent successors and assigns. 33. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party, 34, SEVERASII,ITY. If any portion of this Agreement is declared by a court of competent ju isdietion to be invalid or unenforceable, then such portion will be deemed modified -to the extent necessary in the opinion of the court to render such portion enforceable and, as so modified, such portion and the balance ofthis Agreement will continue in full force and effect. 35. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions_ described herein. This Agreement may be modified by written amendment. CITY's executive manager, or designee, may execute any such amendment on behalf of CITY. 36. ACCEPTANCE OF FACSIMILE SIGNATURES. The Parties agree that this Agreement, agreements ancillary to this Agreement, and related documents to be entered into in connection with this Agreement will be considered signed when the signature of a party is delivered by facsimile transmission. Such facsimile signature will be treated in all respects as having the same effect as an original signature. 37. CAPTIONS. The captions ofthe paragraphs of this Agreement are for convenience of reference only and will not affect the interpretation of this Agreement. 33. TIME IS OF ESSENCE. Time is 6f the essence for each and every provision' of this Agreement. 39. FORCE MAJEURE. Should performance of this Agreement be prevented due to fire, flood, explosion, acts of terrorism, war, embargo, government action, civil or military authority, the natural elements, or other similar causes beyond the Parties' reasonable control, then the Agreement -will immediately terminate without obligation of either party to the other. 40. STATEMENT OF EXPERIENCE. By executing this Agreement, CONSULTANT represents that it has demonstrated trustworthiness and possesses the quality, fitness and capacity to perform the Agreement in a manner satisfactory to CITY. CONSULTANT represents that its fmancial resources, surety and insurance experience, service experience, completion ability, personnel, curxent workload, experience in dealing with private consultants, and experience in dealing with public agencies all suggest that CONSULTANT is capable of performing the proposed contract and has a demonstrated capacity to deal fairly and effectively with and to satisfy a public CITY. [Signatures on next page] -9- u 2 11111111"i tat I,, IN WITNESS WHEHOF the parties hereto have executed this contract the day and yea', first hereinabove written. CITY OF EL SEGUNDON Doug Willmore:, City Manager ATTEST: .,fin 4'ril- Taxpayer ID No, Cin n, Ci . Clerk APPROVED AS TO FORM: MARK D. FIE SLEY, City Attomey w Karl H. Berger, Assistant City Attorney 9m EXHIBITS A, B AND C Z U Z aril I r a 9 4 City of E1 Segundo, CA Comm,unitylD Proposal Prepared by: Lisa Hill Expiration Date: Nov 20, 2011 October 26, 2011 Blux ^� Copyright OO Buxton Company, 2010. AURights Reserved. . �Nnius Bircc-on Oend�imseos ww El Se undo, CA: Co=pu ID Proposal INDEX I. SUMMARY II. INTRODUCTION TO BUXTON III. NEEDS /CHALLENGES IV. GOALS /DESIRED RESULTS V. PROCEDURES /SCOPE OF WORK VI. HEALTHCARE ANALYSIS VII. PROJECT TEAM VII. PROJECT REQUIREMENTS IX. TIMELINE X. FEES FOR SERVICES XI. SIGNATURE PAGE XII. ENDORSEMENTS /REFERENCES 1 Bux"'boly OentlN ingcummerr El Segundo, CA: CommunitylD Proposal I. SUMMARY CommunitylD is a proven economic development strategy that can be immediately implemented by El Segundo. Buxton integrated proprietary technical capabilities with more than 500 cumulative years experience in retail and healthcare management and local economic development to create CommunitylD. This tmique strategy has brought both innovation and a disciplined approach to municipal economic development efforts. During the 60 business days it takes to complete CommunitylD, civic leaders are actively involved in the process and make important decisions that guide the direction and results. The four main phases of the process are: Researching and Verifying El Segundo's Retail Trade Area This phase starts with the in -depth collection of the same location variables that Buxton uses to qualify locations for retail clients. Because of Buxton's unique capabilities, we can translate specific information into market intelligence that community leaders need to attract and grow their retail sectors, become a proactive partner to local businesses, better understand industrial intelligence and healthcare needs. Evaluating El Segundo's Retail Potential The evaluation phase will clarify what makes El Segundo distinctive and valuable from a retailer's viewpoint. Through daily involvement in retail location analysis, Buxton has acquired the unmatched ability to evaluate a community's retail potential. Matching Retailers and Restaurants to El Segundo's Market Potential The consumer profile of El Segundo's trade area will be matched against the customer profiles of over 5,000 retailers and restaurants in Buxton's proprietary database. The final match list is developed with the input of community leaders so that it reflects the needs and desires of the residents. Delivering El Segundo's Marketing Packages Individual marketing (pursuit) packages for each retailer match are delivered electronically via SCOUT. Our exclusive online marketing system, SCOUT helps you to showcase your city in the best light. It gives you the ability to create presentations and quality documents and to share information in the match reports. 2 Buxot.kon D Pro osal IDent4in6Cuscomers El Se undo, CA: Communityl With CommunitylD, El Segundo can unleash its full retail potential, seize new retail and industrial opportunities and expand existing businesses. Delivering El Segundo's Healthcare Analysis To compare El Segundo to optimal service levels to identify potential needs. El Segundo will be compared to industry standards using MGMA (Medical Group Management Association) national averages for full-time equivalent physician service levels for Major Specialty Categories. Delivering El Segundo's Industrial Intelligence Buxton, through a partnership with EMSI, offers Economic Impact modeling to as an addition to its web -based SCOUT platform which gives El Segundo the abilityto effectively understand which new industries to bring into the region and which existing industries to expand to best meet the needs of a particular cluster. Access to this Input- Output Economic Impact tool will also enable simple, straightforward "what -if' scenarios to be performed for any industry to get a sense of how that industry will impact the community II. INTRODUCTION TO BUXTON Since our founding in 1994, Buxton has been a leading force in retail location and development. We are recognized for creating solutions that provide results. Buxton began as a service to help retailers make informed site selection decisions by understanding their customers and precisely determining their markets. Buxton leaders soon realized that the company's expertise in retail location and market analysis could also be leveraged to benefit communities desiring retail expansion. Please note that in this proposal the term "retail" is inclusive of all retail concepts. CommunityID Designed specifically for use in community economic development programs, Buxton's CommunitylD process has assisted more than 650 public sector clients nationwide, resulting in the development of more than 35 million square feet of retail space. We integrate our impressive technical capabilities with more than 500 cumulative years of retail and healthcare management and local economic development experience to help municipalities achieve their retail goals. 3 C) Bwabix IDOMVft costomm. El Se undo; CA: CommunitylD Proposal More than simply providing data, CommunitylD supplies custom marketing materials and strategies targeting the unique location requirements of retailers, developers and commercial real estate brokers. CommunitylD clients achieve outstanding success using our tools for retail identification, selection and recruitment. And our clients benefit from our unique understanding of retail site selection from the retailer's point of view. The combination of technical expertise and professional guidance gives municipalities the capacity to immediately implement an effective retail development program. Benefits of CommunitylD With CommunitylD you have immediate access to: • Retail. Industry Expertise. Gain a competitive position by working with professionals who have years of retail management experience plus current insights into your community and site selection processes and trends. • Community Development Best Practices. Expand and sharpen your retail development focus by incorporating best practices discovered by Buxton through daily work with municipalities across the nation. • Proprietary Systems. Gather useful information by having Buxton's technology specialists analyze your trade area accessing data stored on Buxton's in -house databases. • Personalized Content. Advance your retail recruitment program by receiving personal guidance from our staff and ongoing insight into key industry topics via our monthly e- newsletter, webcasts and other interactive tools. • Long -Term Partnership. As a Buxton client and partner you have unlimited access to our staff to help optimize your marketing efforts at the International Council of Shopping Centers (ICSC) annual meeting in Las Vegas, NV. Additionally a Buxton representative will be available for on -going calls and emails related to your retail needs. • Marketing Data and Tools. Enhance your marketing messages and presentations by using SCOUT, Buxton's online trade area database and marketing tool, available to you for one year from execution of agreement. 4 4 2 m: u Bw/sWty Oa,odfy�nr, cuswmtrr El Segundo, CA: CommunitylD Pro osal III. NEEDS /CHALLENGES El Segundo wants to understand and then capitalize on the retail development, business retention opportunities, industrial opportunities and healthcare needs. As communities increasingly compete for retail dollars, attracting the attention of retailers has become more challenging than ever. Marketing your community plays a dominant role in today's competitive economy. The challenge for the community is to attract retailers and developers by providing trade area information that is complete, accurate and up -to -date. Using our proprietary methodologies, Buxton will collect and analyze your community's downtown trade area information and give it to you in a format that is easy -to -use and appealing to real estate executives and developers. The best information, however, is useless without a plan for using it. Much more than data collection, CommunityID is an execution strategy that can help you build or revitalize your existing marketing and economic development program. With CommunitylD, you will be prepared to: • Achieve your retail potential by establishing a long -term partnership with Buxton • Integrate retail development into youreconomic development program • Increase your success by preparing El Segundo to meet the needs of retailers • Effectively position your community by leveraging your locations' strengths and minimizing weaknesses • Convey El Segundo's advantages over competitors' advantages • Establish credibility with retail decision makers • Maximize time and resources by not pursuing unqualified prospects • Win the confidence and trust of prospects by understanding their priorities • Use competitive analysis to close the sale • Become a pro -active partner to local business owners • Understand additional businesses that can be supported (industry) 5 ,. a T amps Btmbon- E1 Segundo, CA: CommunitylD Proposal IV. GOALS AND DESIRED RESULTS The primary goals of CommunitylD is to prepare El Segundo to successfully expand its retail sector, understand sustainable growth, business retention, understand opportunities for industrial expansion, and healthcare needs. CommunitylD serves as the framework for developing a sustainable marketing program that not only achieves short -term goals but also endures to ensure the economic viability of the retail sector over the long -term. Such a marketing program will bring the following desired results: • Residents' desires to shop and dine at home will be fulfilled • Retail leakage will be minimized • Tax revenues (property and sale /use taxes) will increase • Employment opportunities will grow • El Segundo's ability to capture other economic opportunities will be enhanced • Healthcare needs will be realized 2 2. BwOoiy atlanzgydgCssaan El Se undo, CA: Communi ID Proposal V. PROCEDURES /SCOPE OF WORK Once you have engaged Buxton to work with you in developing CommunitylD, a project team will be assigned to guide you through the entire process —from initial data collection to final presentation of the results. This team consists of: Client services manager, who will serve as your primary source of communication during the project Geographic Information System specialist, who will analyze your trade areas and create customized maps and reports Professionals with backgrounds as retail executives and economic development practitioners, who will address your unique challenges and help maximize El Segundo's retail opportunities Staff Visits During visits to the community, Buxton's staff is able to make clear and candid assessments of the community's strengths, weaknesses and potential. Our daily involvement with over 1,900 retail and restaurant clients in finding optimal locations keeps us current on retail location trends. This provides a rational and analytical basis for helping El Segundo decide how to best focus resources on the most promising retail opportunities. Data Collection Buxton uses over 250 constuner and business databases that are updated throughout the year, and in some cases, every month. Although it is possible to obtain these databases for less expense on a community or regional basis, Buxton buys and is licensed to use the complete U.S. datasets. With this information Buxton will compare El Segundo's potential location to the universe of all retail locations operating in the U.S. The following are some of the more well -known sources used in our studies, but there are dozens more that we employ to provide additional insight: • Experian • Simmons • InfoUSA • National Research Bureau • Navteq Geographic Data • Dunn & Bradstreet Business Data 7 s Bui(bon Ototl�MgC toma = El Segundo, CA: Communi ID Proj2osal Identify Market Influencers All communities have special and often unique features that impact the local market and have to be taken into consideration to fully understand the market potential of the community. Such influencers include larger ethnic populations, significant new or expanded developments, labor pool, local businesses, historic sites, military bases, universities and colleges, destination tourist attractions, prisons, medical facilities or major employers. After identifying these market influencers in your community, Buxton will quantify and qualify their influence on the retail market and help to match retailers that can capitalize on these customer bases. You will benefit from the project team's expertise and insight in these areas: 1. Researching and verifying El Segundo's retail trade area 2. Evaluating El Segundo's retail potential for Downtown Historic District and other key retail area 3. Matching retailers and restaurants to El Segundo's market potential 4. Delivering El Segundo's marketing packages 5. Provide business retention intelligence 6. Provide industrial intelligence These major components comprise the CommunitylD process. Each component is explained in detail as follows: 1. Researching and Verifying El Segundo's Retail Trade Area The location decision process for all retailers begins with the collection, analysis and evaluation of numerous location variables such as demand density, customer buying habits, economic trends, competition, traffic volumes, and available sites, to name a few. The CommunitylD process for El Segundo will also start with the in -depth collection of data using the same location variables that we use for our retail clients to qualify sites for the location of their retail stores and restaurants. One goal is to define current retail situations in El Segundo, in the trade area and in any neighboring comintmities that impact on El Segundo's retail environment. The other goal is to understand the community's expectations and desires. This analysis includes personal visits to the community, collection of data components necessary to conduct the analysis and identification of market influencers. 8 4202 j Btr/,bon Mandf r nj Custmers, El Segundo, CA: CommunitylD Proposal Drive-Time Trade Area Definition Customers today shop by convenience, measuring distance based on time, not mileage. CommunitylD will employ a custom drive-time analysis to determine El Segundo's trade area. An example of a drive-time trade area is shown in Figurel. This custom analysis is developed using an in-house database supported by our knowledge of individual retail client's actual trade areas. The resulting drive - tinge trade area map will be a polygon that more accurately depicts consumer shopping patterns than trade rings. To assure the accuracy of the drive - three trade area, the draft maps are reviewed with community leaders and verified before proceedhig with the next step, 4202 Bw/ofon lbentlrylogCuawMerl. El Se undo, CA: Communityl.D Proposal Figure 1.Example - Drive -Time Trade Area 2. Evaluating El Segundo's Retail Potential The purpose of the evaluation phase is to understand what makes El Segundo distinctive and valuable from a retailer's viewpoint and scrutiny. Our evaluations capitalize on Buxton's knowledge about the retail marketplace and the location requirements and expectations of retailers. Combining this knowledge with our economic development competencies allow us to evaluate and recommend proven community practices. Our evaluations do not rely on dated government research or national /state statistics, all of which fail to reflect local realities. Rather, we implement our real -world experience gained from working with municipalities that have opened more than 35 million square feet of new or expanded retail space. We know how to help El Segundo sharpen your retail marketing strategy, aggressively market the city and improve your competitive performance. 10 4202 p Mend ingCua El Segundo, CA: Com muni ID Proposal Retail Leakage /Supply Analysis The Retail Leakage /Supply Analysis provides an estimate of retail dollars flowing in or out of the trade area. The two main components of this analysis are: 1) current sales (supply) by retail store type, in dollar amounts, and 2) estimated sales potential (demand) for retail store type, in dollar amounts. We first calculate a sales gap index that illustrates your ability to capture your residents' expenditures. An example of this index is shown in Figure 2. The sales gap index provides a relative comparison of leakage /surplus and an estimate of the dollars that are being spent outside the trade area (leakage) and the amount of dollars coming in from outside the trade area (surplus). This report can be run via SCOUT at any location within the map view. Figure 2.Example - Sale Gap Index Customer Profiling The CommunitylD process will identify and analyze all the households in El Segundo's drive -time trade area. Based on more than 75,000 categories of lifestyles, purchase behaviors and media reading and viewing habits (psychographics), the households in your trade area are assessed to gain an understanding of the types of retailers that would he attracted to your community. Our in -house databases include both traditional demographic data and the most current psychographic lifestyle information for over 120 million 11 4 2" r4 �� Btvcton la O /Ingc,•tom - E1 Segundo, CA: CommunilyID Pro osal households in the United States (as well as up to seven individuals living in each of these households). Each household in a trade area falls into one of 60 market segments reflecting the buying habits of customers in the household. The blue line in Figure 3 graphically profiles the households in a city's trade area. Figure 3: Exunple - Psychographic Profile E M W Retail Site Assessment Buxton will analyze 3 distinct retail location /geographic areas, selected by El Segundo. Based on our collective experience in retail locations, the following factors are considered: • Psychographic analysis of households in trade area • Demand for retail goods and services • Site setting, situation and configuration • Growth plans and relevant development • Retail goals of the community El Segundo to select the retail sites to be used for retail matching. If the complexion of customers is distinctly similar, El Segundo may choose to market the community as a whole instead of as 3 separate sites. If chosen, Buxton will separate retail opportunities based on operational status of each retailer. 12 Btr/&oiy "I I Wendvns colmmorr El Segundo, CA: Communi ID Pro osal Buxton will develop a demand density profile of El Segundo's trade area. Demand density measures the bottom -line value of the customers in the trade area —who they are, how many there are and what they buy. One of the significant advantages of Buxton is our ability to take the demand density data and to creatively translate it into a proactive market strategy tailored to take advantage of El Segundo's strengths and to achieve its retail goals. 3. Matching Retailers and Restaurants to El Segundo's Market Potential Once the site for retail matching has been selected and the consumer profiles in El Segundo's trade area have been determined, the CommunitylD process will match these profiles against the customer profiles of 5,000+ retailers in our proprietary database. In Figure 4, the blue line indicates the customer profile of households in a community's trade area. The red bar represents a specific retailer's customer profile. A similarity between the two profiles as shown in Figure 4 analyzed using Buxton's proprietary retail matching algorithm concludes that this site is an opportunity for a specific retailer to open a successful store. This matching results in a list of possible retailers. To develop the preliminary retail match list, Buxton analyzes a number of factors about each possible retailer to qualify it. This analysis is designed to eliminate those retailers that for any reason would not be a candidate for El Segundo. Considered in this analysis are such factors as, verification of a retailer currently operating or expanding into your market, location of operations in similar cities, and competition and cannibalization from nearby locations. Once tlus analysis is complete, the preliminary list of retailers will be discussed and reviewed with El Segundo. All retail matches will be available to El Segundo with the. ability to select specific retailers for contact information. 4. Household Identification Analysis Buxton will also review the residential growth level for the city and sphere of influence to analyze current and 5 year growth projections: What types of housing are associated with the consumers needed within the trade area in order to support El Segundo's long range retail market demand? 13 Bwlifoft �., Art El Segundo, CA: Communi ID Pro osal Analysis and identification of specific consumer household types and densities required to fill into the trade area in order to support the caliber of retail envisioned for downtown El Segundo in the future (this analysis will be guided by El Segundo's input as to what that retail development vision is either by identification of specific desired retailers or similar development corridors that El Segundo would like to emulate). Includes household indicators: • Demographics • Housing preferences • Incomes • Lifestyles and Life - stages Figure 4: Example - Trade Area Consumers Matched with Retailer Customer Profile 5. Delivering El Segundo's Marketing Packages Buxton will assemble individualized marketing (pursuit) packages for each targeted retailer. At El Segundo's request, Buxton will customize each marketing package for presentation to individual retailers, developers, real estate brokers or potential franchisees. Because it is tailored to the specific needs of the target audience, each marketing package is ready to use as collateral marketing materials providing compelling and precise information that demonstrates El Segundo's qualifications as a location. 14 .. i. Buxbon Wpnd�l uuomaft• El Se undo, CA, Cominunj!XID Proposal Each marketing package contains: 1. Map of the retail site and trade area 2. Map of retailer's potential customers 3. Retailer match report that compares the site's trade area characteristics with the retailer's locations in similar trade areas 4. Demographic and psychographic profiles of the households in the trade area Commtiuuty. D targets not only specific companies but also the individual in the company who has the responsibility for location decisions. To provide the best possible reception when El Segundo contacts the targeted retailer, Bunton notifies each company that El Segundo has been qualified by Buxton as a potential viable location for a store, restaurant or development and should expect to be contacted by a representative of the city. Figure 5: Example - Retail Match Report (Retail Match Report summarizes a city's location advantages for a specific retailer). 15 Bu-y&off 10entIfAnzCustomers. El Segundo, CA: Communi ID Pro osal 71-2 Communitylg Profile Match Report Company: KmAr, SYi 5ie: W, WAY & UNIVT44'iY .hput Bare:. Toot tommm itr. U Segn�nta#iop Protilel'I{1 Hrwte Urns: rn<e��l 0 S a h�I ti"i4'F"� "IN vu �4 7 1 _I<8�.1tl:.:M�r•••� TA Ii .n.6Y� R �. rN itl !Nd➢'i!' rNa,atwitOL'bon FxaiC¢q 8!rA t, ,1fM'7 can'. 1ceU� zsN"f1mM� ewNlr ofS Khwim', wap"auMm c�.murtdpr�I Mi,[uarw+CM1lrllc,�tlaCm uptipskydn "rrtl m�ae�m^,Cron +ri'K.. r'��Nl�rmp9wwa �dwn: 9nmrl�awA� ,ndrrcrrym9Mas�rodxP�'e'A ..., , uwcuun�w�rAmaymunmts �«, nyzmm�erz�; �lrmyrc�, N�amtda�n. �' �p�mndma; �am�rtl� ?u�rarre�,��+MwNra� ®��a�,b�t'. NN too PWv �M4«t11 'kW1iCNM4 +ddd lFl!�i�0.tl"9 Sk*A�1dINC 4'N0.�49fb91'{ M+il •f'�.I!N� r+ t�"Fnernga T�ruq�a,�iia,a•', X�zca� :sru;�a'a�NNnw�a�e�aa'r':nN. Orr; �rNmd�an— �raran, zwm�w, ��r�,Nn�tr�lwr.��'ewrc�nta;,rtiq,,.. 6. Insights for Industrial Expansion, Recruitment and Impact Economic Impact - Buxton, through a partnership with EMSI, offers Economic Impact modeling to as an addition to its web based SCOUT platform. Access to this Input- Output Economic Impact tool will enable simple, straightforward "what -if" scenarios to be performed 16 ' �d�il¢ 54t>A�•P•0'��1t:�CY8V7i1"1igpS eN'°� �tl19dH�1; �Pti' O'11���4U1'CY,�'G�d"S�QniYPT!kl '— .0 %W`�,'lCN4 "U. 7rde.'AiPa Cornp�risur< {7 riinu #g Uri�te.'raie Yeur Fnmraunily, u6A Mt�les?[il. Silo Tiada:Ami ke6 ,kdtAtpt4'1 Curt # :Gmagr ' T6yaI P61Wa4ioi- W Id 0 f-28,1'39' 13,%43.j: Total.Househol[Is 36;790 45,7"i 49;573' Corn . 4ny Dominant Sigbint Households 2" 122' 31,818 • 36,661 rNa,atwitOL'bon FxaiC¢q 8!rA t, ,1fM'7 can'. 1ceU� zsN"f1mM� ewNlr ofS Khwim', wap"auMm c�.murtdpr�I Mi,[uarw+CM1lrllc,�tlaCm uptipskydn "rrtl m�ae�m^,Cron +ri'K.. r'��Nl�rmp9wwa �dwn: 9nmrl�awA� ,ndrrcrrym9Mas�rodxP�'e'A ..., , uwcuun�w�rAmaymunmts �«, nyzmm�erz�; �lrmyrc�, N�amtda�n. �' �p�mndma; �am�rtl� ?u�rarre�,��+MwNra� ®��a�,b�t'. NN too PWv �M4«t11 'kW1iCNM4 +ddd lFl!�i�0.tl"9 Sk*A�1dINC 4'N0.�49fb91'{ M+il •f'�.I!N� r+ t�"Fnernga T�ruq�a,�iia,a•', X�zca� :sru;�a'a�NNnw�a�e�aa'r':nN. Orr; �rNmd�an— �raran, zwm�w, ��r�,Nn�tr�lwr.��'ewrc�nta;,rtiq,,.. 6. Insights for Industrial Expansion, Recruitment and Impact Economic Impact - Buxton, through a partnership with EMSI, offers Economic Impact modeling to as an addition to its web based SCOUT platform. Access to this Input- Output Economic Impact tool will enable simple, straightforward "what -if" scenarios to be performed 16 Btrxbon Ocnds ingCustomers• El Segundo, CA: CommHELtylD Proposal for any industry to get a sense of how that industry will impact the community Input- output models are constructed on a platform of data indicating interconnectedness of the industries, households and government entities that occupy a given geographic space. Its name steins from the fact that a portion of the output (i.e., sales) of one industry will appear as the input (i.e., purchases) of other industries. The input- output model is used to simulate in turn each of the alternative uses and among its many indicators; the impact of each use on the target occupations is examined. Alternative uses of existing resources, the impact of departing industries, the impacts of new industries, these are but a few of the policy issues addressed by a regional input- output model. Application: 1. The ability to effectively understand which new industries to bring into the region and which existing industries to expand to best meet the needs of a particular cluster. 2. The impact of new businesses moving to the area or to justify, promote and market proposed developments through a solid estimation of the impacts of proposed activities. 3. Gap Analysis - Displays in dollars how much a cluster purchases from other industries, and the percent of those purchases that are satisfied from inside and outside of the region. 4. Shows the impact of an industry in a cluster and how it affects the cluster as a whole, as well as the rest of the economy. Data Sources and Calculations Input- Output Data The input- output model is created using the national Input- Output matrix provided by the federal Bureau of Economic Analysis. This is combined with the national Total Gross Output, the regional Total Gross Output, the land area of the subject region, regional DIRT data and regional in /out commuter patterns in order to calculate regional requirements, hmports and exports. After using matrix algebra to calculate the regional multiplier, the resulting matrix is multiplied by the sales vector and converted back to jobs or earnings. Specifically, this data comes from the U.S. Department of Commerce Bureau of Economic Analysis. Industry Economic Accounts: Benchmark & Annual Input- Output (I -O) Accounts, 17 LJ' 2 w Bwl&on 10*%Of fngcuswmera• El Se undo, CA: Communi ID Proposal Industry Data In order to capture a complete picture of industry employment, EMSI combines covered employment data from Quarterly Census of Employment and Wages (QCEW) produced by the Department of Labor with total employment data in Regional Economic Information System (REIS) published by the Bureau of Economic Analysis (BEA), augmented with County Business Patterns (CBP) and Nonemployer Statistics (NES) published by the U.S. Census Bureau. Projections are based on the latest available EMSI industry data, 15 year past local trends in each industry, growth rates in statewide and (where available) sub -state area industry projections published by individual state agencies, and (in part) growth rates in national projections from the Bureau of Labor Statistics. Shift Share Shift share is a standard regional analysis method that attempts to determine how much of regional job growth can be attributed to national trends and how much is due to unique regional factors Examples: Best Industries To Meet Regional Requirements Source: EMSI Complele Employmenl • 4th Quarter 2010 18 L 'I Bu7/s.-Con 100mlfyfngCustommrr El Se undo, CA: CommunitylD Proposal Fastest Growing Industries Sourrs: EMSI Cnmplele tmployment • q m umnereu w 19 U Bwxton 1��rlrc��• El Se undo, CA: CommunitylD Proposal Industries With Top Regional Competitiveness Source: EMSI Complele Empbymenl -41h Quarter 2010 20 2 m BtrA.,� fP3ea9VraSSevurvM El Segundo, CA: Communi ID Pro osal `Cop Multiplier Effects Source: EMSI Complete Employment • 4th Quarter 2010 DELIVERABLES CommunitylD deliverables will be presented to El Segundo via SCOUT, an electronic format (described below). Hard copies of all CommtuutylD deliverables including marketing packages are available upon request. SCOUT is an online marketing system that will allow you to effectively use CommunitylD by enabling you to showcase your best retail site to achieve maximum results. You can access CommunitylD reports via SCOUT© to reproduce maps, site - specific data and generate your own custom marketing presentations. With SCOUT you are directly tied to El Segundo password protected data, maintained and updated in Buxton's databanks. Using your computer you can tailor reports and presentations and immediately respond to questions or information requests from retailers or developers. SCOUT allows you to: • Graphically display and count the households that appeal to specific target retailers Create a Leakage /Surplus Analysis report for any location in your community • Manage all your retail- specific data, from maps to photos to zoning information, in a central location 21 4 - 'b,a • .. Bths:'ton. rocnalt ing Cumtamerw El Segundo, CA: Communi ID Pro osal • Merge your community's existing marketing materials with CommunitylD • Select the information that best makes your case • Store and retrieve information on retail buildings and sites • Organize all relevant retail information in a central data center • Present all materials electronically to recruit retailers and developers Beginning in the second year, a complete refresh to the Retail Site Assessment, Retail Match List and Pursuit Packages for retail recruitment will be provided using updated data as well as continued access to additional Scout functionality as part of ongoing subscription. Deliverables include the following: • Drive Time Trade Area Map • Retail Site Assessment — includes Retail Leakage /Supply Analysis and Customer Profile • Retail Match List • Marketing (Pursuit) Packages • City Staff Training on the use of SCOUT - single session An electronic presentation highlighting the CommunitylD process and findings will be a part of the deliverables. It is designed for local presentations to chambers of commerce, civic clubs and other groups interested in the retail and customer intelligence. CONSUMER PROPENSITY REPORT Marketing and Merchandising Intelligence for Local Business- The Consumer Propensity Report (CPR), updated every 8 weeks, shows the lifestyle, product, and psychographic likelihood indices for the consumers within the trade area being analyzed. Major retail, restaurant, grocery, and consumer packaged goods firms use tlus very same information to drive marketing and merchandising decisions. 22 Buxbon at tntt ins customom. El Segundo, CA: CommunitylD Proposal Each analyzed item is assigned a propensity index score with 100 being average. For example, if the consumers within a trade score a 120 for a given analysis item you know that those consumers are 20% more likely to participate in or purchase that item than the average American household. A propensity index score of 80 would indicate that those consumers would be 20% less likely than the average American household to participate in or purchase that item. Information is provided for 32 major categories with over 4,800 total line items. Please note that line items are based upon national -level purchasing and lifestyle characteristics. These line items are then correlated to the underlying household characteristics of the consumers within the trade area being analyzed. Some line items may not be necessarily relevant or available currently in your market or region. The index score in these situations serves to indicate the degree to which the consumers would participate in or purchase that item if it were relevant and available. Often this is taken as an opportunity for expansion of a similar brand or concept within the category. The CPR is designed to assist the City to develop local business retention and expansion strategies. The City will be armed with fact -based data to assist independent retailers to make merchandising and marketing decisions. Apparel Automotive Beverages: Alcoholic Beverages: Non - alcoholic Cable /TV/Radio Cleaning Products Computer /Internet Dining Electronics Entertainment /Leisure Financial Services CPR Categories Food: Baking Food: Condiments Food: Dairy Food: Frozen Food: General Food: Meat Food: Snack/Dessert Health and Beauty Hispanic: Spanish Media Hispanic: Demographic Home Furnislungs /Appliances Home Improvement Household Products Lawn and Garden Lifestyle Statements Medicines/Drugs /Ailments Pets and Pet Food Print Media Shopping Telecom Tobacco 23 Btuct-oft al Qend r ns C w El Segundo, CA: CommunitylD Pro o s Consumer Propensity Reports will be provided as part of the agreement and for the benefit of local business owners in El Segundo, CA. The City of El Segundo has the option to make this information available to the general public/ business community on its website. In addition Buxton representative, Lisa Hill will give a complementary training session and presentation during a business forum, hosted by the City of El Segundo, CA to showcase the methodology. The tutorial to attendees, invites and Chamber members will be focused on smart growth among local businesses utilizing intelligence to improve sales and marketing strategy. The format of the CPR will be in excel so that it can be shared with the Chamber /Downtown Associations/City and business owners throughout El Segundo. HEALTHCARE ANALYSIS Identify El Segundo's healthcare needs through an analysis of its existing healthcare supply and demand. Key Steps 1) To determine benchmarks for comparison against El Segundo. • Macro benchmark (compared to the state) • Micro benchmark (compared to 20 similar cities) In order to analyze how El Segundo ranks in health services and demands compared to other cities of the same size, a group of similar cities will be identified. These similar cities are determined by analyzing the following characteristics: • Residential Population • Employee Population • Population Growth • Median Age • Household Income 24 4 2 Btbon Oendvils Customers- El Segundo, CA: CommunitylD Proposal • BUDS — Buxton Urban Density Score 2) To compare El Segundo to the benchmarks based on the following metrics: • Estimated physician office visits (cwrent year) • Projected, physician office visits (5,-year projected) • Projected physician office visits growth rate • Existing physicians • Existing hospital facilities • Hospital capacity (based on number of beds) 25 e '6y3 . a, ." . Bir?,"0601Y Ment[yIngCustomers• El Segundo, CA: CommunityLD Proposal 3) To compare El Segundo to optimal service levels to identify potential needs. El Segundo will be compared to industry standards using MGMA (Medical Group Management Association) national averages for full -time equivalent physician service levels for the following Major Specialty Categories: • Cardiovascular Disease • Dermatology • General Surgery • General & Family Medicine • Internal Medicine • Neurology • Obstetrics & Gynecology • Oncology • Ophthalmology • Orthopedic Surgery • Otolaryngology • Pediatric • Psychology • Urology 26 Buxaon a vgu tng Cowman- El Segundo, CA: Communi ID Proposal The table and graph above illustrate how El Segundo will be evaluated when compared to optimal service levels. In the example table the actual shortage /surplus, represented in number of physicians, is calculated for 14 major specialties. Shortage /Surplus estimates are computed for both current year and projected 5 -year comm-unity needs. DELIVERABLES & APPLICATION 1) A full report detailing El Seg- uzdo's existing healthcare service levels compared to its healthcare service demand estimates. This analysis will identify healthcare services (by physician major specialty) that are in need or are in surplus. 2) Marketing packages designed specifically for highlighting the shortage /surplus by physician specialty: • Cardiovascular Disease • Dermatology • General Surgery • General & Family Medicine • Internal Medicine • Neurology • Obstetrics & Gyriecology Oncology • Ophthalmology • Orthopedic Surgery • Otolaiyngology • Pediatric • Psychology • Urology 3) Presentation in Microsoft Power Point format detailing the findings of the study. 27 Bu-N. C.Ion IDendfyingCustomerr El Segundo, CA: CommunitVID Proposal APPLICATION The information presented in the Healthcare Opportunity Analysis is designed to provide El Segundo with strategic insights related to their community healthcare service needs. Findings of the analysis can be used for: • Strategic planning • State Certificate of Need qualification • Attracting hospital and physician groups • Attracting urgent and ambulatory care facilities • Working with healthcare real estate developers • Community healthcare resource management Additional SCOUT functionality Increased access to market intelligence SCOUT's base functionality will allow El Segundo to generate on that supports efforts for business retention the fly reports at any geography on: and recruitment within El Segundo. • Demographics, • Psychographic profiles, • Retail supply and demand estimates, • Consumer propensities - a merchandising report which reveals your consumers affinity for nearly 5,000 product and service types • Custom variable reporting — most comprehensive set of geographic market variables commercially available, allowing EI Segundo to access and manipulate: • Additional demographic indicators including five year projections and historical census tabulations for 1980, 1990, and 2000) • Business data (employees, land use, industrial divisions, occupation, establishments) • Current year and five year estimates on consumer expenditure, details and summarization, for average consumer expenditures and total expenditures by product. • Retail potential and consumer expenditure estimates by store type, calculated overall and per household • Current year estimates on crime by ten categories • Demographic Dimensions summarizing populations by sixteen socio- econonic and ethnic clusters 28 4 2 0 2 . W4, 0 J Buxion Oend� Tswj COVOmarr El Segundo, CA: Communi tylD Proposal 0 Environmental Risk Index suminari7ing frequency and severity across five categories of natural disasters o Financial estimates on assets, debt, debt type, imd net Worth o Geographic identifiers such as calculation of area in square miles for each geography selected for analysis o Health Care Report: Current year and five year estimates for healthcare dernand across Diagnostic Related Group cases/charges, Major Diagnostic Codes, and physician office visits by type a Foreclosure estimates a Mosaic segmentation distributions by households and population across adult popula Lion, workforce, households, Mmic Groups, -by population, dornhiant cluster analysis o Current year and five year estirnates on occupation/employment estimates 29 Btrxbon Dandrying culmmem El Se undo, CA: CommunitylD Proposal VII, PROJECT TEAM Team members for your project will include Buxton personnel with strong retail and economic development backgrounds as well those from operations: the Vice President, Senior Vice President, Operations representative and Client Services representative. Lisa Hill Vice President CommunitylD Division As vice president of the CommunitylD division, Lisa works with proactive cities in California with their retail economic development efforts. She works with communities to maximize their ability to generate sales tax revenue and enhance quality of life for their citizens by successfully recruiting new retailers as well as maximizing current retail options. She is focused on communities in California, Nevada, and Utah. Lisa received her B.A. degree from Texas Wesleyan University and is a member of the International Council of Shopping Centers (ICSC). Buxton has worked with more than 500 communities nationwide, helping to recruit over 35 million square feet of retail. Chip Rodgers Senior Vice President, CommunitylD Division 30 Buxt 1 1Dencl(yingCuatomers El Se undo, CA: Communl ID Proposal Chip has worked with numerous municipalities throughout the United States to maximize their sales tax growth and quality of life by successfully attracting new shopping and dining options. He has shared his insights and knowledge by speaking to economic development organizations such as Florida City and County Managers Association, Virginia Municipal League, Florida League of Municipalities and Texas Municipal League. Prior to joining Buxton, Chip was with Florida -based MPS, where he worked with city and county governments to develop strategies for delivering services to their residents via the Internet. Chip is a graduate of Oklahoma State University. Buxton has worked with more than 500 communities nationwide, helping to recruit over 35 million square feet of retail. Client Services Ehret Janet facilitates communication between clients and Buxton's operations teams. She ensures that the highest level of service is delivered to clients in a timely manner. Janet has worked with more than 250 municipalities throughout the United States. Prior to joining Buxton, Janet worked as office manager of the Real Estate Department at RadioShack. Janet graduated from Mississippi State University with a major in marketing. 31 00 •00 L) Bwxabiy W.,,dryang Cunamarr El Segundo, CA: Communi ID Proposal As senior analyst for the CommunitylD division, Philip oversees every aspect of CommunitylD projects in Buxton's GIS department. His duties include supervising daily operations, working with clients, managing projects and serving as a liaison between analysts and the sales team. Philip has managed the GIS function for more than 350 CommunitylD projects for such clients as San Jose, CA; Atlanta, GA.; and Birmingham, AL. Working on projects for two divisions in the company has given Plhilip a complete understanding of both the retail industry and municipal needs, adding to his expertise in community retail recruitment. Philip graduated from the University of North Texas with a degree in Geography. Briggs VP Professional Services CommunitylD Division As Vice President of Professional Services for the CommunitylD division, Chris works to align public sector partner needs with Buxton's ever - evolving capabilities. hi this role he also serves as a liaison between Buxton's public sector partners and analytic staff. Chris' extensive background with Buxton includes working in Senior CIS Analyst positions with the CommunitylD, CustomerlD and HealthcarelD divisions. Most recently Chris served as Buxton's Director of Operations where he oversaw the people, processes, and technologies that support the entirety of Buxton's client base. This experience has instilled within Chris a uruque perspective as to what Buxton's tools and insights can do to help its public sector partners in their efforts to create better communities. Chris graduated from the University of North Texas. He was named the UNT College of Arts and Sciences Alumni of the Year in 2007, and he was recognized as the UNT Geography Outstanding Alumni for 2007. Chris served as a private sector partner on the planning committee for the 2009 International City Managers Association conference in Montreal. 32 Btmfion Mendvpunscuscomen- El Segundo, CA: CommunitylD Proposal Bill R. Shelton, MD Partner CommunityID Division Bill is a founding partner of CommunitylD, Buxton's retail development program for communities. For more than 20 years, Bill worked for the Fort Worth Chamber of Commerce, serving 16 years as its president. He is a Certified Economic Developer and is past chair of the American Economic Development Council. A founding member of the Texas Economic Development Council, he has served as the organization's president. Bill was honored with a lifetime membership to the International Economic Development Council. Bill's professional service also includes serving as dean of the Basic Economic Development Course at Texas A&M University. Bill holds a bachelor's degree in marketing from the University of Texas at Austin, and he completed post- graduate studies at Texas A &M University. Harvey H. Yamagata Partner Clients benefit from the expertise Harvey has gained during 35 years in retail, including leadership roles in brick and mortar, catalog and website retailing. His 20 -year career at Tandy Corporation covered the time when the company grew from $350 million to $3.5 billion in sales and took him from retailing in Europe to opening distributors in Asia. He headed the marketing efforts of the RadioShack Business Products division at a time when they held the major share in the burgeoning personal computer market. Harvey received a bachelor's degree from the University of Wisconsin and a master of business administration degree from Texas Christian University. 33 . " a -ij Buy.,16n 100nofyMscustemera El Segundo, CA: Communi ID Pro osal VIII. PROJECT REQUIREMENTS To effectively initiate this project, we request that you provide the following: 1. Project Liaison • El Segundo will designate a project manager who will serve as Buxton's primary contact during the project. 2. Community Information and Reports • Logo (vector file — request from your ad agency and /or printer) • Addresses and descriptive information for up to four sites that will be evaluated • Current traffic count data • List of planned retail, commercial or mixed use (either proposed or in development) in the community • List of major, national or regional retailers that have closed, left or moved from the community • General community marketing materials, data and economic reports Project Launch A conference call with representatives of El Segundo and the Buxton Project Team will officially launch the project. The project launch will occur when: 1. An agreement is executed 2. The initial payment is received, and 3. The Community Information and Reports are received 34 Bw/stoiy Vencli�tira,gcusdemarsr El Segundo, CA: Communi ID Proposal IX. TIMELINE The following timeline is sequential and cumulative. It starts on the day of the project launch conference call. Business Days Client Responsibilities Buxton Responsibilities Start Provide to Buxton all necessary community information. Day 1 Participate in the launch call. Participate in the launch call. Day 6 Trade Area Map post to SCOUT. Day 13 Approve Trade Area Map. CPR delivered Day 18 Retail Site Assessment post to SCOUT. Approve Retail Site Assessment Day 25 and submit selection of site for retail matching. Day 40 Industrial Info Delivered Retail Match List post to SCOUT. ..... .. - ...... ..... .......... �.........ww Submit selections of all retail Day 50 matches to be included in the CPR Report Delivered Retail Marketing Packages. Retail Marketing Packages Day 60 Healthcare Report Delivered post to SCOUT. Final Report to council and CPR tutorial for Chamber/Local Businesses due following delivery of retail marketing packages and to be scheduled by City of El Segundo, CA. By adhering to this timeline, the CommunitylD deliverables (Retail Match Reports) will be sent on or before 60 -days after the launch date. Any missed target dates can delay the final delivery date. If there are extenuating circumstances that prevent target dates from being met, a new timeline will be developed. 35 4Z' ,') 2 Btrxffin'EI Segundo, CA: Co mil unityrD P'roRosal Delays of more than 45 days in, timeline schedule by the community will result in an admirdstrative fee of five percent (5%) of the contriact price to be charged, 36 Btr/&on DwIlilog Costamem, El Segundo, CA: Communi ID Proposal X. FEE FOR SERVICES Terms Timing SCOUT - Within 5 business days of the execution of thus agreement Buxton will establish a SCOUT access for one power user (see fees for pricing schedule for additional power users). Retail Matching — Completion within approximately 60 business days of the launch of this project. -This timeline estimate does not account for periods of client review of interim deliverables which require approval before continuation of the project's completion timeline can resume. Fees The fees associated with this total scope of services are scheduled as follows: • $20,000 deposit due upon execution of this scope of services • $10,000 due upon completion of Retail Matching • $10,000 due upon delivery of industrial intelligence • Fees cover annual access for 1 SCOUT user. Each additional SCOUT user incurs an annual fee of $3,000 • Total cost= $40,000 Optional Services (months 13 +) • SCOUT $1,250 per month • Fees cover annual access for 1 SCOUT user. Each additional SCOUT user incurs an annual fee of $3,000 • After month 12 El Segundo can cancel SCOUT at any time with 30 days notice. Please note that this scope of services and associated fees will be honored through Nov 30, 2011. Housing Analysis cost of $5,000 is waved if executed by Nov 10, 2011. CPR cost of $5,000 is waved if executed by Nov 10, 2011. 37 42 02 Bwjd6n MdmlF ing Curzs mars- El Segundo, CA: Communi ID Proposal XI. SIGNATURE PAGE This agreement is between El Segundo and Buxton (the "Parties ") for the performance of services described in this proposal. The Parties agree that an independent contractor /employer relationship is created as a result of this agreement. Buxton will not be considered an agent or employee of El Segundo for any purpose. This agreement may be terminated by El Segundo at any time upon written notice of thirty (30) days. If this agreement is terminated, Buxton will be paid for services performed up to the date the written notice is received. This agreement shall be administered and interpreted under the laws of the State of Texas. In order to avoid paying State of Texas Sales and Use Tax, El Segundo may be required to provide Buxton with a certificate indicating it is a non - profit corporation and not subject to Texas Sales and Use Tax. Agreed and accepted this day of 2011. Doug Willmore City Manager City of El Segundo, CA 350 Main St El Segundo, CA 90245 (Signature) David Glover Chief Financial Officer Buxton 2651 S. Polaris Drive Fort Worth, TX 76137 .� it (Signature) 38 'J 2. BtrvCon aNA4 R$ Cwtomaw El Segundo, CA: Communit ID Proposal XII. ENDORSEMENTS /REFERENCES Buxton prides itself on exceptional client service that results in ongoing client satisfaction. Following are just a few of many endorsements from CommunitylD clients. Kingsport, TN — Jeff Fleming, Assistant City Manager Kingsport, Tennessee is a city of 44,000 in a county of 150,000 in an MSA of 303,000. Kingsport is part of the Johnson City - Kingsport- Bristol CSA (combined statistical area), with a population of approximately 500,000. Both Johnson City and Bristol are substantial retail centers as well. Tennessee distributes sales tax revenues based on point -of -sale, so retailing activity is highly competitive among municipalities and counties. There is no provision for a municipality or county to benefit from sales occurring in neighboring cities /counties, so it is definitely a high stakes proposition. Were you satisfied with the finished product? Yes, we were very satisfied. We were initially disappointed that Buxton did not identify some of the retailers we really wanted. They were very good to explain why we weren't a fit for certain retailers (like Costco, for example). If the numbers won't work, Buxton won't "cook them" just to make it look good. This speaks to their credibility in my opinion. It was an important "reality check" for our elected and appointed leaders to learn that retail isn't just a lobbying effort. It's a market -based research effort plus a lobbying effort. Was it worth the money? We have landed 2 shopping centers with the assistance of the Buxton data and we are in the process of redeveloping another. One generates $55 million in annual sales, the other generates $96 million. The third involves a complete overhaul of our mall (www.kingsnorttowncen ter. coin , where private investors are taking it from an appraised tax value of $33 million to $92 million. While all of it cannot be specifically attributed to Buxton, it was certainly an integral part of the success. So, yes it was worth the money. We have landed Target, Kohl's, Old Navy, Dress Barn, Lifeway, Shoe Carnival, Maurices, Michaels, Books -A-Million, ULTA, Dick's Sporting Goods, Best Buy, Tomy Thai, Batteries Plus, Ritz Camera, McAlister's, Hobby Lobby, Pier 1, Ross, TJMaxx, Petsmart, Chili's, Cootie Brown's, Salsarita's, Starbucks and Panera Bread. Did it require a lot of city staff time? If so, about how many hours? I wouldn't say it required a lot of time, but Buxton's timeline is controlled by the quickness of response from city officials. We opted to handle it at a staff level, i.e. there was not a retail committee or an elected body involved. I would say we invested maybe a 39 2 ' 2 - 416 Buxtoty ra�isc,,�,w El Se undo, CA: CommunitylD Proposal week's worth of 1 staff person's time (mine). Probably the most difficult process was deciding the beginning point for the analysis. We were hypersensitive about favoritism among competing sites. After the analysis was complete, was it easy to set up appointments with the identified retailers /restaurateurs? I have found that it's never easy to set up appointments with retailers /restaurateurs. In my experience, it is more important to support the developer(s) who are working in your community. For example, General Growth (the leasing agent for our mall and one of the largest retail management companies in the world) can get an appointment when a municipality cannot. The Buxton letter and data "greased the skids " for these meetings. GGP and I tag teamed the tenants. The tenant received individual letters from both GGP and I. When they arrived, they said they had never heard of Kingsport, Tennessee and now they hear about it every time they turn around. That is the power of the Buxton data. "Top of mind" name recognition that opens doors for your developers to be successful. GGP is just one example. Were you satisfied with the team members that were assigned to your community? Yes, they were great. They were very patient and helpful. As I said, they really helped us with a reality check without making us feel dumb! Have you used SCOUT and is it easy to produce documents? Yes and yes. I have also used it for non - retail projects. For example, we are siting an aquatic facility and I used some of the demographics in that site selection process. Were there any other hidden fees? Not that I recall. We were pretty skeptical, so we scrutinized greatly. We were not disappointed. If you were to do it all over again, would you still contract with Buxton? Absolutely. I have been very pleased. 40 4 -; s .. L as Buvtoiy IE"ZifyingCuxwmary El Se undo, CA; CommLmitylD Proposal South Bend, IN — Bill Schalliol, Economic Development Planner Did you go through an RFQ process? No. I met Buxton reps at the ICSC Spring Convention and my Mayor met Buxton reps at a regional ICSC event and we both were impressed with the services they offered and entered into a contract with Buxton through a professional services arrangement: Did you have any viable candidates other than Buxton? No. What we were shopping for at the time we crossed paths with Buxton was education about the retail recruitment and location process. Buxton, through their processes, helped us better understand who we were and what we could achieve. Did you face any opposition to hiring Buxton? If so, any advice on how to win them over? Several are very skeptical. They think we can do it in -house with the existing resources and that the demographic /psychographic information is readily available on the internet. Our local newspaper quoted some of our business leaders as saying, "We get three of us in a room, get some beer and pizza, and we could put together the same report that this Texas group is doing. How are a bunch of cowboys going to know what we need up here in South Bend ? ?" 1 can tell you from our specific experience, you can't do in -house what Buxton can do. The internet only will get you so far. And the key piece of information that the Buxton people give you that other services can't is the psychographic modeling component. Did Buxton deliver on the deliverables promised under your contract? Yes. We got everything promised and more. The data was fantastic and has been used again and again. We asked for an electronic copy of all the data and have put together data CD's for all of our real estate professionals and others that can use the data. Were there any "hidden" fees or surprises outside the contract with Buxton? We actually got more than we paid for. When we first started the process, we thought we were buying a product (and we did), but we also bought a relationship and so as we had questions we bounce questions off our reps. They have been great to work with. When you received your target information did the Buxton team give you any training or pointers on how to approach the target? That is the million dollar question. The answer is no and it is really no fault of Buxton's. As I have learned from the user community, everyone goes through the process for different reasons and asses the data for different purposes. We didn't really think through how we would use the data, so we struggled with things once we got our deliverables. But because Buxton has learned from communities like ours, thee.,/ have created a very helpful user network to put communities in touch with other 41 Buxt-on Dentlyft Cui rwmerr El Segundo, CA: Communi ID Pro osal communities. If you sign with Buxton, people all over the country are using this data and can help guide you. Did you hire a fulltime recruiter or did you handle the target contact with in -house staff? In addition to doing retail development, I do property acquisition, demolition coordination, and many other things. Once we realized we had all of this great information and had no tools to use it, we got all of our real estate reps and developers together, gave them the data, had a Buxton rep in to explain the data, and they have been using the data to bring retail to South Bend. When you don't have time to do it yourself, find people that do the job and use them, use them, use them. If you hired someone, what qualifications did you look for? A real estate background with some knowledge of marketing or a marketer with knowledge of retail would have been helpful. I think every person you talk to about Buxton would have a different answer based upon the needs. If you did it in- house, what qualifications /training did the person have? In my case, we got very involved with ICSC (International Council of Shopping Centers) and tried to learn as much as possible about retail and how it works. Did any of the targets suggest new construction as an option? Several of the retailers have built new construction or have become tenants in new construction projects. How many interested targets did you have and of those how many ended up moving to your location? How many of those are still there? Our process for our retail list was a bit different. Our market is a pretty commercial heavy market and so zve were looking for retailers that were here or looking to expand. We were also trying to find tenants for older commercial corridors or for other areas. We have had one true success off of our selected retailer list, but we have several that were on our original match list that we used the Buxton data to attract or support their decisions. The psychographic data was a good tool in those decisions. Of interested targets, what was their timeline for opening a location in your area? Texas Roadhouse, is open and is operating well above expectations. And with operating taxes, sales taxes and employee taxes that the restaurant pays, our study has paid for itself with just this one hit. If you had it to do all over again, would you do anything different? If so, please explain. Yes. We would have created a retail strategy and thought through the process a bit better. The advantage that new users to the Buxton process have is the experiences and 42 Buy.c'.Wa Odnfl�lq Customers, El Segundo, CA: CommunitylD Proposal succeises1fallures of flmse that htrue conie before them. Get involved through the Buxton process and it rill work well jor yotir community. EN 2 L) tl Btr/.WiY P'£ entifyingCo'uamorr El Segundo, CA: Commtmi p Pro osal Rochelle, IL — Peggy Friday, Commercial/Retail Development Coordinator The value of the CommunitylD Study is being realized each time we ascertain a new development project in Rochelle. The psychographic and demographic facts have been well received by developers, brokers, retailers and entrepreneurs whose due diligence has brought them to our community. The addition of the SCOUT tool is consistent with the City's new technology brand and updated mission and vision statements. Your generosity will be felt each time the SCOUT is used to promote Rochelle and Buxton. We are pleased with the duality of your product and the superior level of customer service we have experienced. The professionalism of your staff is a direct reflection on the management team at Buxton. You continue to exceed our expectations. Clemson, SC — Andy Blondeau, Program Manager We're running out of places to put our new businesses... The Buxton marketing piece got us in the door. The site selector they sent to meet with us referenced the folder and said lie was there as a result. 44 BwAon 10amBiyingCu3toapaor El Segundo, CA: Communi ID Pro osal Pinetop- Lakeside, AZ — Connie Boggs, Main - Street Executive Director Tell us your level of satisfaction or dissatisfaction with Buxton's report. Did Buxton deliver what they promised, on time and for the price you set with them? Our satisfaction with the Buxton CommunitylD report has been tremendous for Pinetop- Lakeside. We met with several of the retailers identified by the report at ICSC in Las Vegas. I was able to present them with their own individual study. Buxton delivered what they promised, on time and at the price we agreed on. They didn't just do a report for its they became involved in the community and they call its to find out what else they can help its with often. They just don't drop you after their work is complete. Would you use them again? If so, why? We will use Buxton again when it's time to update our report because of the initial work they did for us. We love working with their staff of professionals. Tell us your opinion on the success you have had, or not, in getting any recommended companies to locate to your area. After our meetings at ICSC I have followed up on the companies we met with. I am working on 2 big -boxes as we speak. Buxton has certainly opened the doors for its. Retailers recognize the Buxton name and realize our community is serious about -retail if we took the time and money to have Buxton work for its. What role do you believe the Buxton data may have played in supporting your recruitment efforts? 77iere is no better place than Buxton to get the best data out there. We depend on our second homeowners and data on this is not available or we could never have anyone else tell us where to find it except Buxton. When you present the Buxton report with the data available in your community to a retailer they listen. If you've been successful, or if your answer is no so far, do you know if other retailers are seriously considering your trade area because of this process? Buxton isn't the only answer to recruiting retail to your community. It is a tool. Your economic development team needs to be pro - active with the goals you have. In addition, to the Buxton report we just completed an economic development DVD along with community tip sheets that are also being sent to the retailers Buxton identified. It's an ongoing process. If I ever have any additional questions about a certain retailer not identified by Buxton I can call my representative and you can rest assured I will have a call from him before I hang up the telephone. The process is lengthy... meetings, telephone calls, emails. Some of the things they require are aerials (expensive unless you have a friend who has an airplane), site plans etc. I have no doubt that they will locate but it's not a 30 day turn around if that's what you are expecting. 45 4 " 0 2 - tai 4g BtriCcon IS wTlfringCustomers- El Se gundo, CA: Communi . ID Pro osal How aggressive have your local recruitment efforts been since receiving Buxton's report? What role did it play in the outcome? You don't let the Buxton report sit on a shelf and gather dust if you are serious about retail recruitment and our community is. Our Town Council is very pro - active and they increased my operating budget this year to give me the needed tools to do a better job. I am a one woman operation. I love what I do far our community. 46 wflm , & a 9 BuVon Deralt)4ftz cultomers. El Segundo, CA: Communi ID Proposal Duncanville, TX — Earle Jones, Director of Economic Development We have had a wonderfitl relationship with Buxton. Not only did they provide its with a Phase 1 & Phase 2 report in 2004, they have continued to work with us on various projects of importance to our overall City economy. We are a city of almost 38,000 residents and are small, 11.2 square miles, contiguous to and surrounded on three sides by Dallas. We are what is known as a first tier suburb, in that we are closest of the southern suburban communities that ring Dallas. Our major development took place in the 60's, 70's and early 80's. Our growth stagnated, and we have revitalized the City in the last 5 years, with some innovative new developments. Our most recent project success involves a 150,000 square foot Costco Club Warehouse, and a mixed -use multifamily and retail project with over 100,000 square feet of retail and 216 units of high quality, gated multifamily rental units along a creek which is to be a dedicated City Park with water flow, fountains, landscaping and lighting. We believe that Buxton played a significant part in our success in getting these projects. Thus far we have a number of restaurant prospects, several banks and a fitness club who have been interested in this location. I would most certainly recommend Buxton and their services, for the reasons outlined above. Denton, TX — Linda Ratliff, Director of Community Development Get your money's worth? Yes. In addition to the CommunitylD product, we asked them to review an incentive request we received from a developer for a 50 acre power center. We had never given retail an incentive at that time. Buxton's help with that project saved its $750,000 in incentives and the project was built and produced almost $2M in City property and sales tax in 2006. Get any of the people on the list of 20 prospects to locate in Denton? We either got the retailer or one similar. For example, instead of a Circuit City, we got a Best Buy; instead of a Linens N Things, we got a Bed Bath & Beyond. The only one we have not yet gotten is a furniture store. We have a few fitrniture stores in town. We were hoping for a Haverty's or something similar. What was the most important thing(s) you got from the study? We learned a lot about retail recruitment. The information was helpfitl in putting together our marketing pieces to distribute at ICSC (International Conference of Shopping Centers). We also learned the types of retail Denton could expect to recruit. 47 Bwl�On 4 2 0 2 - Mentifft Cuhomers. El Segundo, CA: Comm unl' PID Proposal, Would you use their services again? We have. We called on Buxton to update their dataforfour sites that we highlikited in our elail piece. They turned it around very quickly so that we could get our brochure printed in time for the annual ICSC hade shoto. They also let us display our brochures at thah, booth at rCSC. m rc AN Buxton McAdf/snrcumm6n. Et Segundo, CA: CommunityID Proposal Cupertino, CA - Kelly Kline, Redevelopment/Economic Development Manager Is there an estimated or "ballpark" retail /commercial square footage number that can be attributed (totally or in part) to Buxton's services? Are there any specific retailers that have located in Cupertino or another jurisdiction you served that can be attributed (totally or in part) to Buxton's services? It's very hard to make those connections. Let me give you some feedback and examples that explain why. • There are rarely immediate results in retail. Most respectable retailers are planning stores for 2 -3 years down the road in their development cycle. By the time you know for sure whether the eagle has landed, you, the City Manager, and the City Council may be gone! This money must be viewed as a long -term investment. • Sometimes deals go awry based on market conditions. We were very close to landing Borders in Downtown San Jose (thanks to Buxton's efforts) and then the bottom fell out of the bookstore industry. They'put a halt to all deals they had been pursuing, and now may not even last as a company. The Buxton match list can give you leverage with a developer who is claiming that there is no interest, or different interest than what actually exists. • I recently used my match list to retain an existing shoe store. Their sales had been down, and they were ready to abandon our city. I showed them that several of their competitors were on our match list, and that there is significant leakage in this category. This data made them decide to give us a second shot. They are now going to increase their marketing efforts and store presence before they -make any decisions about the fixture of the store. Bottom line — there are definitely a few total and partial success stories. But, more importantly, I can say that the list has opened doors previously closed tight, has extended conversations with retailers who had previously been "lukewarm'; and has provide value to me in so many ways that I can't keep count, Buxton is nay partner in retail recruitment. This needs to be viewed as a holistic and powerful tool for your program. It will take years for your program to be successful and to have the tangible success that your decision -makers are looking for. This will be an excellent first step. If I were you I would try to steer them away from trying view success as a one -store opening — it's a dangerous road to go down! In some ways, malting this expenditure is a stake in the ground — a commitment fi•orn the city that they value retail, 49 4202 . 4, 16 Btrvfoa IDencifft cummen, El Se&undo, CA: Communi!yID Propo,sal and that they are serious about their mcruitment efforts, Arelationship with Buxton sewds avery sh-ang message to Ohe retail coinmunihj. IR