Enhancing the local food movement: A feasibility/business plan for

Transcription

Enhancing the local food movement:
A feasibility/business plan for
a public food market in Downtown Victoria
Prepared for
The Victoria Downtown Public Market Society
Prepared by
Darren Stott,
Janine de La Salle, HB Lanarc-Golder
David Van Seters, President, Sustainability Ventures
March 2012
Victoria Downtown Public Market: Business Plan March 2012
1
Disclaimer
This document was funded in part by the Investment Agriculture Foundation of B.C. through
the Agri-Food Futures Fund, Islands Agri-Food Initiative, a provincial trust funded from
money under the former federal-provincial safety nets framework.
Agriculture and Agri-Food Canada (AAFC) and the BC Ministry of Agricultures are committed
to working with industry partners. Opinions expressed in this document are those of the
authors and not necessarily those of the funding partners.
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Contents
1.
Introduction ............................................................................................................................ 6
1.1.
1.2.
1.3.
2.
Overview of Public Markets .................................................................................................... 9
2.1.
2.2.
2.3.
2.4.
2.5.
2.6.
3.
Introduction.................................................................................................................... 25
Core Activities and Responsibilities for Governing Local Food Markets ....................... 25
Governance Objectivesof the VDPM.............................................................................. 26
Key Governance Partners ............................................................................................... 26
Feedback from the February 10th workshop ................................................................ 27
Rationale for Private Entity Involvement in Local Food Market Governance ............... 28
Governance Success Factors for the Private-Non Profit Governance Model ................ 28
Governance Recommendations ..................................................................................... 29
Lease Policy Recommendations ..................................................................................... 31
Preliminary Budget Plan ....................................................................................................... 32
5.1.
5.2.
5.3.
5.4.
6.
Vision of a Victoria Downtown Public Market ............................................................... 16
Attributes of a Successful Market: Stakeholder Feedback Summary ........................... 17
Ideal Location Criteria for the VDPM ............................................................................. 18
Business Units and Key Performance areas of the VDPM ............................................. 19
Mix of Vendors ............................................................................................................... 23
Staffing, Hours of Operations, Amenities and Services ................................................. 23
Regulations Relevant to VDPM ...................................................................................... 24
Governance Discussion and Recommendations................................................................... 25
4.1.
4.2.
4.3.
4.4.
4.5.
4.6.
4.7.
4.8.
4.9.
5.
Characteristics of public markets ................................................................................... 10
Overview of public markets ........................................................................................... 10
The economics of public markets .................................................................................. 11
The governance and policies of public markets ............................................................. 12
Benefits of public markets ............................................................................................. 12
Key success factors of public markets ............................................................................ 14
Vision and Key Elements of the Victoria Downtown Public Market .................................... 16
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
3.7.
4.
Background....................................................................................................................... 6
Purpose and objectives of this plan ................................................................................. 7
Relevant trends in the local food sector .......................................................................... 7
Cost structure of a public market................................................................................... 32
Rental structure to tenants ............................................................................................ 33
Estimated vendor revenues and mix of vendors ........................................................... 34
Competitive Analysis ...................................................................................................... 37
Financial and Implementation Plan ...................................................................................... 38
6.1.
6.2.
6.3.
Five year financial projections ....................................................................................... 38
Vendor rental affordability analysis ............................................................................... 41
Some cautionary notes about the projections............................................................... 41
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6.4.
6.5.
6.6.
6.7.
7.
Initial capital and leasehold improvement costs ........................................................... 42
Pre-opening costs and timeline ..................................................................................... 43
Key implementation tasks .............................................................................................. 44
Post launch duties .......................................................................................................... 44
Future Research Needs ......................................................................................................... 45
Appendices ................................................................................................................................ 47
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1. Introduction
1.1. Background
Support for local and sustainable food is very strong and growing among residents of
Victoria, British Columbia. This is reflected in expanded local food offerings in Victoria
food stores. It can also be seen in the growth of alternative food enterprises such as
seasonal farmers markets, Community Supported Agriculture enterprises and local food
delivery services. However, unlike other cities with strong local food demand, there is no
year round, permanent, indoor public
food market where people can find a full
range of local and sustainably produced
foods at one location.
To address this opportunity, a new group
called the Victoria Downtown Public
Market Society (VDPMS) was established
in August 2010 to raise awareness,
support and funds to establish a
permanent, year-round, indoor
marketplace in the downtown core of the
Victoria. The VDPMS is volunteer-driven
non-profit organization consisting of a six person Board
and four core organizers. They envision a market that:
•
•
•
•
•
•
•
•
Eat Hear Now Festival, Victoria
showcases a full range of local foods and selected artisan crafts,
expands the local food economy and creative entrepreneurial activity,
improves food security, including the protection of local farmland,
serves as an important meeting place between producers and consumers,
educates the public about urban agriculture, health/nutrition, and innovative local
cuisine,
reduces food miles and carbon related emissions,
enhances the walkable urban design and livability of the downtown core, and
creates a vibrant, cultural experience for residents and visitors alike.
To help move towards this goal the VDPMS organized a number of summer and winter
markets in Victoria. These events have built relationships within the food community and
given the VDPMS a better understanding of the needs and constraints of farmers and
artisan food producers with respect to the development of a public market. In addition the
VDPMS has organized two “Eat Here Now” local food festivals to catalyze strong community
support for the Public Market and to celebrate those who make, bake or grow it. These
events have been very successful, attracting 5,000 people in the first year and 10,000
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people in the second year. Both events were the two largest food festivals on Vancouver
Island.
1.2. Purpose and objectives of this plan
The primary purpose of this high-level business plan is to assess the overall feasibility and
key financial/performance metrics for a permanent indoor, public food market in the
downtown core of Victoria. Supporting objectives of the plan are to:
•
•
•
•
•
review the key metrics of similar markets in North America,
discuss regulations and stakeholder needs for the market,
identify key success criteria, including site selection, space requirements, range of
tenants, etc.
present a recommended governance and management structure for the market, and
provide high level financial projections and capital construction requirements, if any.
The plan has been developed with one particular site in mind that looks promising.
However, this plan is designed to be applicable to a range of sites.
1.3. Relevant trends in the local food sector
The opportunity to create a permanent public food market arises from a number of
important, long-term trends. The trends include the following:
•
A significant percentage of food purchased on Vancouver Island is imported
While Vancouver Island imports less food than other parts of the province, a significant
percentage is still imported. This creates risks because if oil shortages or earthquakes
interrupted imported food suppliers, Victoria’s supply of some types of fresh foods
would only last a few days1.
•
Small, independent food producers find it difficult to sell through conventional
channels
The majority of farms on Vancouver Island are 10 acres are less. These small farms do
not produce enough volume to supply most food wholesalers or they lack the necessary
equipment to store and deliver their products. Their prices are also often higher due to
a lack of economies of scale.
1
Farm Folk/City Folk, “Bringing Food Home”, March 15, 2006
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•
Support for buying locally is growing
Vancouver Islanders are increasingly seeking out locally and sustainably produce foods
and are demonstrating a willingness to pay extra for it because they believe it has many
benefits over “regular” food.
•
People want to know where their food comes from
As more people buy locally, they are also keen to learn more about where their food
comes from, including who produced it, how it was produced and when it was
produced, fished, or harvested.
•
Public markets are surging in popularity again after a long period of decline
Public food markets were once the centerpiece of many communities in North America.
However, with the advent of shopping malls most were closed, torn down or converted
to other uses. However, they are now making a comeback, attracting people back to
public spaces in downtowns or neighbourhoods.
A permanent public food market is congruent with and/or helps improve on all these
trends.
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2. Overview of Public Markets
To help VDPMS understand the dynamics of public markets, what makes them work, what
their objectives are, what makes a successful market and most importantly the business
case of launching a public market in Victoria, we benchmarked 9 public markets across
North America. We selected markets that were successful, similar in population size to
Victoria and of a similar type to that proposed for the Victoria Downtown Public Food
Market. This was helpful in identifying the most appropriate metrics/characteristics for the
Victoria Public Market. Further
details can be found in the
Overview of Public Markets
report, which includes the detailed
answers from our benchmarking
work.
Historically, public markets were
centrally located, city owned and
operated buildings where vendors
sold fresh, raw foods in open
stalls. Today, the types of public
markets have expanded greatly,
Covent Garden Public Market, London, Ontario
including the breadth of products
they offer and the range of organizations that own and operate them. At their core, public
markets are simply a group of vendors who meet at a particular location on a regular basis
and that are governed by an entity that has legal or financial authority for the market and
operational control over the facilities that house the market.
Generally speaking, most markets only survive if they can find a way to fully burden their
costs from operations after an initial startup period. Modern day markets typically operate
in a very competitive retail environment and need constant promotion and professional onsite management. Because markets provide a range of public goals in addition to being
financially reliable, they typically need some form of financial support to cover capital costs,
start up expenses, and to cover initial operating losses until the market is well established.
This is certainly the case for the Victoria Downtown Public Market. In fact, throughout its
life, the Victoria public market will need to carefully blend and balance its financial and
community objectives.
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2.1. Characteristics of public markets
Public food markets have 3 defining characteristics:2
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A set of community goals that typically support local agriculture, provide opportunities
for small businesses, and enhance community engagement.
•
A public space where people can gather, be safe and enjoy themselves, as well as to
interact with others and engage in community activities
•
An animation of public and private realms by offering an alternative to the generic
shopping experience at a shopping mall or supermarket. Public markets are made up of
multiple owner operated small businesses, which adds to the variety of offerings and
enhances the experience.
The above characteristics of public markets set them apart from other food retail
establishments and should drive the core priorities of any public market. Beyond these
common characteristics, public food markets vary widely in terms of:
•
•
•
•
Size
Duration of operations
Type of vendors
Location
The most appropriate characteristics of a public market depend on the needs of the
community and the availability of appropriate facilities. We discuss this further in chapter 3
and begin to recommend the characteristics of a public market in Victoria.
2.2. Overview of public markets
Based on criteria similar to Victoria Downtown Public Market we selected and benchmarked
9 public markets. Below are their key characteristics;
Table 2.1 List of benchmarked public markets and their key characteristics
2
Project for Public Spaces - Public Markets 2003 report http://www.pps.org/pdf/Ford_Report.pdf
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Each market is very different from the other depending on the size, history and culture of
the city. Below we identify the key strengths of each market that is relevant to Victoria.
2.3. The economics of public markets
•
Revenues - ranged from a few hundred dollars per day per vendor to
$3,000/weekday/vendor and $5,000/weekend day/vendor. Covent Garden saw a
significant increase in sales of 40% from 2003 to present. Windsor reported a 20%
decline over the past 5 years due to a difficult economy.
•
Visitors -ranged from a few hundred per day to 15,000 per day, depending on the time
of year and size and success of the market.
•
Vendor fees - varied widely and ranged from $17 to $70/sq. ft. (this includes all fees e.g.
rent, utilities, and promotional charges). The more successful markets had a multi-level
fee structure which had rent, management fees and promotional fees separate.
•
Leases - ranged from daily rates to 5 year leases. Longer leases typically had lower staff
fees. The downside of long term leases is the difficulty of replacing poor performing
vendors.
Table 2.2 Overview of Public Market fees
Name and location of
Market
Covent Garden, London,
Ontario
Stall rental fees
Common
area fees
$19.25/ sq.
ft
Promotion
al fees
$1k/
annum
Daily rates
$15 to $20/day
Daily rates
$20 to $35/day
plus8% of gross>$400
None
6% of sales
Hydro &
refrigerat
ion
None
St. John City Market, St.
John
Spokane Public Market,
Spokane
None
None
None
Windsor Market Square,
Windsor
River Market, Little Rock
Kitchener Public Market,
Kitchener
Marches Publics, JeanTalon market, Montreal
Santa Barbara Public
Market, Santa Barbara
Granville Island,
Vancouver
$12 to $16 sq. ft.
None
None
$10/sq.
ft.
$35/day
$17/sq. ft.
None
None
None
$8.50/sq.ft plus 4% of
sales
complex fee structure
Utilities
Other market
revenues
parking
parking
Unknown
$40 to $65 /sq. ft.
plus 4 % of sales
(above a threshold)
Parking
office &cooler
space rental
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•
Leasehold improvement costs – varied widely from $5/sq.ft to $60/sq.ft. It was also not
clear how long the costs were charged back for. Financing for the construction and/or
improvements of the market came from bank loans, mortgages, government loans and
some grants.
As with the vendor revenues, we found it difficult to obtain reliable operating costs for
the markets.
2.4. The governance and policies of public markets
Most market buildings are either owned/secured by a developer or a municipality. In
the case of government secured or owned properties, a separate organization is
normally setup that runs the operation e.g. Canada Mortgage and Housing Corporation
(Granville Island). Developer run or privately run businesses tend to take a typical
landlord approach and manage the vendors as tenants e.g. Santa Barbara Public Market
has a vendor association.
Staffing levels range from 4 to 20
people, depending on the size of the
market. The structure normally
consists
of
market
manager,
administration
staff
and
janitors. Other roles tend to be
outsourced such as financing,
promotions and maintenance. In
some cases, janitors are also
outsourced.
Marche Publics, Montreal
St. John City Market, New Brunswick
Most markets have either guidelines
or loose policies stipulating that vendors must be local and/or sell local products and
that they must be independent (not part of a retail chain). Markets also placed a higher
priority on supporting the community rather than maximizing financial returns.
2.5. Benefits of public markets
As mentioned above, most of the markets we spoke with see their primary roles as
providing a social benefit to the community. Through our research we identified 9 benefits
of year round public food markets, as follows:
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•
Increased civic engagement - Communities that provide space for local businesses to
co-locate in a public venue result in greater civic welfare, less social strife, and greater
equality.3
•
Improved community economies - Many studies have documented that a dollar spent
on a local business yields two to four times the “economic multiplier”—the underlying
source of income, wealth and jobs—as an equivalent nonlocal business.4
•
Improved sustainability - Local food helps reduce GHG emissions and food waste as it
shrinks the distribution network.
•
New local jobs - A study in
Detroit identified that shifting
20% of food spending to healthy
produce
increases
annual
(farm)revenue and creates more
than 4,700 jobs paying more
than $125 million in wages; and
produce nearly $20 million in
business taxes each year5.
Marches Publics, Montreal
•
Increased food security - Recent research indicates that there are only a few days of
food reserves to feed urban populations in Canada if there was a disruption to our food
supply. 1,500 hectares of agricultural land has been removed from the Vancouver Island
ALR between 1974 and 20096.
•
New business opportunities – Public food markets can become an anchor around which
other complementary businesses can thrive such as Community Supported Agriculture
(CSA) distribution and medium sized processors.
•
Support regional food strategies:
o Priority actions within the Capital Region Food and Health Action Plan7 include
protect farmland and strengthen food system infrastructure and organizations.
3See, e.g.: C. Wright Mills and Melville Ulmer, “Small Business and Civic Welfare,” in Report of the Smaller War Plants
Corporation to the Special Committee to Study Problems of American Small Business, Document 135. U.S. Senate, 79th
Congress, 2nd session, February 13. (Washington, DC: U.S. Government Printing Office, 1946); and Thomas A. Lyson, “Big
Business and Community Welfare: Revisiting A Classic Study,” monograph (Cornell University Department of Rural
Sociology, Ithaca, NY, 2001), p. 3.
4“Economic Impact Analysis: A Case Study,” monograph (Civic Economics, Austin, Texas, December 2002); and “The
Andersonville Study of Retail Economics,” monograph (Civic Economics, Austin, Texas, October 2004).
5
Study conducted by Michael H. Shuman, an economist, attorney and vice president for enterprise development for
Training & Development Corp. in Bucksport,
Maine.http://www.fairfoodnetwork.org/sites/default/files/Economic%20Impact%20of%20Localizing%20Detroit%20Food%
20System.pdf
6http://sustainability.crd.bc.ca/media/1236/food_security_policy_brief_small.pdf
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o A key recommendation of the City of Victoria draft official community plan is for
a year-round downtown farmers’ market8.
•
Support for Provincial government initiatives – these include initiatives around health,
climate change and water resources.
•
Animating the public and private realm - markets add to the mix and interest of
downtowns and edges of town. With customer interest and willingness to purchase
local food at a premium9, local food markets draw people from many different areas of
a town or city.
2.6. Key success factors of public markets
Based primarily on our interviews with the benchmark markets, we identified the following
key success factors for public markets.
• Collaborative vendors – the number one reason given for a successful market by most
of the markets was vendors that were highly supportive, engaged and interested in the
success of the market as a whole.
• High quality vendors – the vendors are the market so it is essential they have an
excellent and memorable customer service and offer unique, high quality products.
• Diversity of vendors – it is advantageous to have a good range of vendors that cover the
key aspects of a healthy diet, including vendors that offer produce, breads, dairy, meat and
seafood. Inparticular, markets need to carefully decide how many non-food vendors they
want to allow. The markets we looked at only had a few permanent non-food vendors.
• Self-funding economics – while various markets have received grants for the planning of
their markets and construction of the market itself, it is highly beneficial that after
launching that they be completely self-funding from market revenues.
• A range of raw ingredients to fully prepared meals – not everyone is a cook but
everyone eats, so markets that offer a range of foods from raw ingredients through to fully
prepared meals, will best meet the needs of customers and maximize revenues.
• An effective promotional strategy – successful markets have a strong promotional
strategy that includes a calendar of events, mainstream advertising (paid and unpaid) e.g.
7http://sustainability.crd.bc.ca/media/1236/food_security_policy_brief_small.pdf
8
http://www.shapeyourfuturevictoria.ca/wp-content/uploads/2011/04/OCP_2011_Sec16_FoodSystems.pdf
9http://www.extension.iastate.edu/NR/rdonlyres/B0D64A49-9FA9-410E-849A31865EFECE91/159401/OrtizA.pdf
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radio and print ad and engages their vendors and customers. Most markets use social media
(website, Facebook and Twitter) and stated it helped with their vendor revenues e.g.
Covent Garden employs someone to Tweet live from the market, including answering
questions about what is on offer and recipe recommendations. Successful markets also
leveraged their vendors to promote themselves and the market via various means including
Twitter and Facebook.
• A good marketing manager – to manage and execute the above factors, public markets
need a capable and driven market manager with excellent interpersonal skills. It is key
market managers are paid staff members, as some markets expressed a frustration working
with volunteers (staff or board).
• A central location – visiting a public market is a recreational activity and an experience.
It is part of a day out for a family or a time to unwind after work. It therefore needs to be
very central and be housed in a nice venue that is visually appealing and causes people to
linger.
• Common area - most markets offer plenty of common area space, accounting for more
than 30% of total space (including seating areas and washrooms). Markets we looked at
offered children’s play area, free Wi-Fi and commissary kitchens which are used primarily as
educational facilities for cooking classes and demonstrations. Some markets, like Granville
Island, were part of a larger complex that offered numerous amenities on site.
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3. Vision and Key Elements of the Victoria Downtown Public Market
This section presents the vision and key elements (users, size, and support systems) for the
Victoria downtown public market. An initial concept plan showing how the various
components of the market fit together and are related is also presented. The information
presented below is based on vendor input (from the workshop and survey conducted by the
VDPMS), baseline research into other markets, and recommendations from the consulting
team.
3.1. Vision of a Victoria Downtown Public Market
The following statements are excerpts from grants submitted by Victoria Downtown Public
Market Society (VDPMS) and help create an idea of what a public market would look like in
downtown Victoria:
A thriving local food-centered market in downtown Victoria to support direct local food producerto consumer-sales, increase local food security and community health, educate the public and
protect local farmland.
A local food-centered market in downtown Victoria will showcase locally cultivated, harvested
and produced food products like in-season fruits and vegetables, island meats, mushrooms,
cheese, fish, artisan breads, beer, wine and preserves. The market will serve to connect farmers
and creative small food-centered businesses to local customers as well as thousands of visitors to
Greater Victoria. This will generate increased awareness of local food and support for food
producers, enhance public health, increase social capital, and in turn help protect local farmland.
The mission of a permanent local foodcentered market in downtown Victoria is
threefold:
1) It will showcase innovative, quality local
food products, especially farmed, fished
and value-added goods, and help
creative entrepreneurs grow to their
potential. Additionally, this will increase
food security, and protect local
farmland.
2) It will provide a focus of food-related
education and activity to the downtown
community such as education in urban
agriculture and culinary classes, food
related speaker series, a demonstration
kitchen, farmers' market nutrition
Pike Place Market, Seattle
coupon project for low income
families, and public outreach on food security issues.
3) It will improve the walkable urban design of the downtown core and reduce overall food
miles for local residents, thereby supporting and celebrating sustainable life choices and
improving the overall livability of our regional for residents and adding to the cultural
experience of visitors.
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3.2. Attributes of a Successful Market: Stakeholder Feedback Summary
Stakeholder needs were identified through a number of surveys and discussions with
businesses and organizations in and around the city of Victoria. These included a 3 hour
workshop with over 60 attendees and a survey of 15 possible tenants to the market. Details
of the workshop feedback can be found in Workshop Summary for VDPMS report. The
project team used this feedback to develop the overall model for the market, attributes of a
successful market include:
• Downtown location because it reduces travel, is near lots of customers and there are
other things to do.
• 20,000 sq. ft. space, but if possible try and start smaller and increase over time. Fifteen
possible tenants selected space as follows: 7 x 500 sq.ft., 6 x 1000 sq.ft., 1 x temporary
stall, and 1 x 3 to 8000 sq.ft.
• The number of vendors will depend on the location, but avoid being a food court.
• There needs to be a variety of vendors, food and non-food, that also change over time.
• Offer numerous amenities at the market including:
o Wi-Fi
o Meeting place
o Eating area
o Strolling musicians and stage / performance area
o Educational program/ documentaries
o Demonstration kitchen
o Family friendly e.g. play area
• The design of the market needs to be basic, cost effective and practical for the running
of a public market.
• The public market needs to be a destination place that builds community around food.
• The preferred governance is a Non-profit because it has a lower cost, mix board and tax
advantages. However this does have some issues such as experience and lack of
cohesion.
• The rental fees should be:
o $20 to $30 for temporary stalls.
o Rental structure for permanent vendors plus utilities.
• There should be options for daily rentals of stalls, for example farmers.
• The reselling of locally produced/grown food should be facilitated.
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3.3. Ideal Location Criteria for the VDPM
An ideal location for a public market would include most if not all of the following:
•
High population density (residents, employees, tourists, students) traffic. Some markets
stated their growth was positively correlated with increased densification of their
neighbourhood (e.g. Covent Garden Market).
•
•
•
•
•
•
•
Higher than average household income demographic
Good accessibility for both private and public transport
Parking facilities, preferably free
10 or more other nearby amenities e.g. other retail, library, park, community centre.
A draw for a large number of tourists
Affordable rent
Services and facilities key for a public market e.g. loading bays, large open space, and
area for an outdoor market.
The Hudson
During the process of assessing the opportunity to establish a public market, VDPMS began
a dialogue with Townline Developers, to determine if their new development called The
Hudson would be an appropriate location for a public market10.
The Hudson is a private development converting an old Hudson Bay retail store in
downtown Victoria into 750 modern apartments(including additional towers behind the
store) housing an estimated 2000 residents with retail space on the ground floor of the
main building. Businesses located on the ground floor include:
• Smoken Bones restaurant (locally owned Victoria institution)
• Royal Bank of Canada
• 2% Jazz Coffee Shop (locally owned)
• Hot Yoga studio
• Hair salon
• Doctors
The available space is 18,000 sq. ft., which could potentially allow VDPMS to have:
• 6 x 1,000 sq. ft. permanent vendors
• 10 x 500 sq. ft. permanent vendors
• 5 to 10 temporary vendors in the middle
• A commercial kitchen and/or 1,200 sq. ft. of office and meeting space
• 6,000 sq. ft. of public common area space
The lane behind The Hudson is also owned by the building and therefore provides an
opportunity to run a small outdoor seasonal market. The public market, outdoor farmers’
10 http://hudsonliving.ca
18
market and the other food retail businesses located at The Hudson, would be the largest
concentration of food retail businesses in Victoria, making it a destination in itself. The
vacant space is being offered at $15-20/sq. ft with further construction needed. Because
the building is a heritage building, the first 5 years of lease payments will be tax free.
Other locations
Due to the progress of these discussions other sites have not been seriously considered.
Other site options have been identified in previous research done on behalf of the City of
Victoria11:
• Causeway – good location for tourists but not considered viable for a food market.
• Inner Harbour – good location for both tourists and residents as long as parking is
affordable and the market can be integrated in to any redevelopments.
• Bastion Square – has proven to be a good location for an arts and crafts market, but has
loading issues for a more permanent food market.
• Centennial Square –is considered too far north of the core Downtown shopping and
tourist area and is not surrounded by other retail to support a full time public market.
• The Crystal Gardens – is an area being redeveloped however lacks tourist pedestrian
traffic.
Note Centennial Square is in the vicinity of The Hudson. The above conclusion was
compiled in 2009, with little knowledge of the developments currently happening within
this area. Any decision to locate the market in this area will have to take into consideration
the type, time and impact the developments will have.
3.4. Business Units and Key Performance areas of the VDPM
The VDPM is a permanent, year round place to buy, enjoy, learn, and experience local food
and local food producers. Drawing from research, input from Victoria-based vendors, and
guidance from the VDPM Society, the following business units and performance areas
summarize the different activities and physical/infrastructure requirements.
Based on revenue projections in chapter 5 we recommend the maximum size of the indoor
market should be 20,000 square feet.
Business Unit or Performance Area
Permanent local food retailers:
These are businesses who are
satellite retail locations of off-site
businesses, small start-ups, and
other who are open all year round.
Space and location considerations
Large: The business plan indicates that six large
permanent vendors with 1000 sq ft each,
comprising 6000 sq ft of the total market area,
would be the ideal mix. This accounts for storage
and a small amount of office space.
Coriolis Consulting Corporation “Review of Bastion Square Public Market and Government Street Market –
2009”
11
19
Total space for permanent vendors
is 11,000 sq ft
Small: The business plan indicates that ten small
permanent vendors with about 500 sq ft each,
comprising 5000 sq ft of the total market area
would be the ideal mix.
Both sizes of permanent vendors should be located
near the main entrance of the market to draw
people in and create year round interest in the
highest profile location of the market. The nature
of these businesses should be complimentary to the
seasonal vendors, providing more emphasis on
value-added products (e.g. meats, cheeses, beer,
wine, bread, dairy, jams, chutneys, frozen goods
etc.)
Temporary direct marketers: These The temporary vendors have a designated space
are vendors who choose to market
within the market. Their location must be strategic
their goods seasonally and are often so that when the temporary vendors are not
selling directly from the farm.
present, the market still feels full of activity and
Total space for temporary vendors interest. The business plan indicates that space for
is1,500 sq ft
approximately fifteen vendors with about 100 sq ft
each. These vendors would likely be focused on
farm-direct produce, but may also include flowers
and even artisan crafts.
Demonstration/
The kitchen will act as a demonstration kitchen with
teaching kitchen: The kitchen
guest chefs preparing appetizers, healthy snacks,
facility will serve several functions
full meals etc. in front of an audience. The kitchen
to promote goods on site as well as will also be made available to community
provide a community facility for
organizations that provide classes on food
teaching and learning about
preparation and preservation, and food safety.
preparing and preserving local
Storage, fridges, sinks, and power hook-ups for
foods.
large appliances are essential components of the
Total space for the kitchen is 500 sq kitchen. The kitchen may be designed to be
ft.
movable to take over high-profile space of seasonal
vendors and ensure the interest and activity in the
market is maintained year round. Or the walls of
the kitchen could be opened up in different sections
depending on the need at the time. Another
alternative to offer flexibility is to have multiple
micro-kitchens throughout the market. The kitchen
may also be used by vendors to test new products
or process left-over and/or unloved products.
Office and meeting space: The
Given that the VDPMS does not currently have
20
office and meeting space would
primarily serve the VDPMS but may
be booked by other food-related
organizations looking for meeting
space.
Total space for office and meeting
space: 1,200 sq. ft. of
Common area: The common area is
a place to eat, relax, listen to
performers, play, socialize and
meet.
Total space for the common area:
6000 sq ft (4500 sq ft excluding
temporary vendors)
Entrances: The main entranceway
off of Douglas street must be
instantly welcoming, inviting, and
interesting.
Outdoor space: While outdoor
space for the market is limited at
the Hudson location, there may be
some opportunity to create a small
outdoor vendor/seated area in the
carriageway situated on the
eastside of The Hudson.
Victoria Downtown Public Market:
office space, including some administrative and
meeting space in the market will be important
support for effective governance. The meeting
space, possibly designed as a fish bowl, will add
another activity into the market and provide an
important community resource as a meeting space.
The common area comprises almost 1/3 of the total
area. Based on benchmarking other markets like
Granville Island, common space should take up a
significant portion of the overall. For the VDPM, the
common space may have:
- Kids play area (indoor equipment,
containment area)
- Performance area and stage (electrical hookups, lighting, background, audience area)
- Seated areas (possibly with long tables,
chairs, chesterfields and low coffee tables)
- Display and event space (possibly for
fundraisers, galas, book launches, and other
community celebrations)
The VDPM needs a highly visible entrance off of
Douglas Street (or other main street) so that
passers-by know that something special and
interesting is happening inside. Also, just within the
front doors a small lobby provides space for:
- Event board (e.g. kitchen demo that day)
- Fresh board (e.g. of what is on sale that day)
- Registration table (e.g. for events)
Also the back entrance and loading area need
circulation and access space to ensure safe and easy
goods and people movement though the market.
The doors need to be large and have the ability to
be fully opened and left open during the summer.
The market can spill-out from the interior space to
the outdoor drawing in pedestrian and bike traffic.
Temporary vendor stalls as well as outdoor seated
areas are good ways to expand the
common/vending space while creating interest to
draw people to the inside of the market.
Also, later described in chapter 6, The business plan
Business Plan March 2012
21
calls for a temporary 25 vendor outdoor farmers’
market.
All of these business units and performance areas are depicted below as they fit into the
Hudson floor plan.
Concept Plan of VDPM at The Hudson
22
3.5. Mix of Vendors
To meet the vision of VDPMS and because of the size of the market and the needs of the
community we envision that the permanent vendors will all be food vendors. The inside
temporary vendors can range from food, artisanal products and seasonal products (e.g.
Christmas gifts) to add further variety to make the market attractive to potential customers.
One possible combination of vendors could include:
•
•
•
•
•
•
•
•
2 produce vendors (1 conventional, 1 organic)
3 meat vendors (one seafood, one poultry, one beef)
2 bakeries
1 dairy vendor (milk, eggs, yogurt, cheese)
4 specialty vendors (coffee and tea, juice, dessert items, condiments, flowers)
3 prepared food vendors (wraps, ethnic foods, salad bar)
Up to 15 seasonal/temporary vendors
Up to 25 outdoor farmers’ market vendors (1 day per week, 22 weeks per year)
3.6. Staffing, Hours of Operations, Amenities and Services
Staffing: A market of about 20,000 sq. ft. with 15 full time vendors and 10 to 30 temporary
vendors will need a market manager, part time temporary-vendor manager and an
administration person. Additional part-time seasonal volunteers maybe needed to help run
the seasonal outdoor farmers’ market. Remaining services, such as legal and accounting,
can be outsourced. Additional labour could be outsourced and/or absorbed by the owners
of the building (e.g. cleaning and maintenance staff).
Hours of operation: We recommend the market be open 7 days per week if it is located
downtown and in a residential area. Due to the higher labour costs of long opening times,
the mix of retail at the market and type of surrounding retail outlets, we recommend the
market be open from 10am to 6pm. This will allow customers to do their grocery shopping
during the lunch period or after work. We recommend that the market be open the same
time each day for convenience and consistency. Six days per week is also an option,
especially in the first few years, as this helps reduce labour costs for the vendors and
provides time to do repairs. Most stalls will also be owner operated so it allows them some
time off. In a small city such as Victoria mid-week days, such as Monday, tend to also be
quiet for retailers.
Amenities and services: The public market has to be a community destination as well as a
food market. Amenities and services could include free Wi-Fi, roaming musicians/buskers,
cooking classes, educational workshops and most importantly a strong events program
through the year. These should be augmented with a comprehensive online presence
23
including an online events calendar, live Tweets during market day, vendor profiles and
video of cooking classes and events.
Emphasis on on-site production: To further enliven the market, all vendors should be
encouraged to make their production tasks visible to the public so they can actually see
them making their food. This might include coffee roasting, meat slicing, chickens roasting
on spits, food cutting and chopping, kneading dough, food cooking and so on.
3.7. Regulations Relevant to VDPM
No regulations or guidelines exist specifically for public markets in Victoria, just ones that
relate to running a food retail business. These are discussed in detail in Appendix A. An
outline of the key regulations and guidelines can be found below:
City Bylaws and Licenses
• Outdoor Market Bylaw12
• Business license13
Health Regulations
• An indoor public market falls under the Public Health Act Food Premises Regulation14
• Temporary food market15guidelines
• There are no specific health regulations for an on-site demonstration kitchen
Building & Planning Regulations
• Building development guidelines and the Zoning Regulation Bylaws16
• As with any renovations or construction, permits are needed
• Parking regulations
• Noise levels
• Waste disposal
• Odor bylaws
Government Incentives
• There is a property tax exemption for a non-profit organization17.
• Property tax exemptions for any seismic upgrades18 done on heritage buildings.
12
http://www.victoria.ca/assets/City~Hall/Bylaws/bylaw-93-121.pdf
http://www.victoria.ca/EN/main/business/permits-licences/business-licences.html
14 http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/11_210_99
15 http://www.bccdc.ca/NR/rdonlyres/8084EEC3-3010-4908-876E37BF359A939D/0/GuidelinesSaleofFoodsatTemporaryFoodMarkets2011FINAL3.pdf
16 http://www.victoria.ca/EN/main/departments/planning-development/developmentservices/zoning.html
17 http://www.victoria.ca/assets/Departments/Finance/Documents/property-tax-permissive-exemption.pdf
18 http://www.victoria.ca/EN/main/departments/planning-development/communityplanning/heritage/program-description.html
13
24
4. Governance Discussion and Recommendations
This section explores the range of governance models for the VDPM and provides
recommendations on the structure, roles and responsibilities.
4.1. Introduction
How will the Victoria Downtown Public Market (VDPM) be governed? Who makes
decisions? Who is responsible and liable? Who owns the market? Who owns the facility?
The success of the VDPM is contingent upon the establishment of an effective governance
structure that meets the needs of the VDPM. This Governance and Management discussion
paper will begin to answer these questions by presenting four governance models with
examples from other communities, the governance requirements for VDPM, and
recommendations for the most suitable governance structure.
4.2. Core Activities and Responsibilities for Governing Local Food Markets
Governance of a public market is comprised of a set of core activities with roles and
responsibilities associated for each one. Core activities and responsibilities for governance
of local food markets include:
Governance aspects of public local food markets
Ownership
structure
Management
and
operations
systems
Financing
Decision
Ownership of the market (public, private, non-profit, social
enterprise, hybrid, shareholders)
Ownership of the facility (public, private, non-profit, social
enterprise, hybrid, shareholders)
Ownership of equipment (public, private)
Leasing
Maintenance (indoor and outdoor)
Security and first aid
Promotions, communications, and advertising
Scheduling events and shared space use
Hiring and managing operational staff
Vendor/Business Management- oversight on vendor
competition, vendor leases
Shares
Capital campaign
Private investment
Public investment (multiple levels of government)
Investment partnerships
Market manager & Board of directors
25
making
Shareholders and investors/lenders
Facility owner or Market owner
A Combination
4.3. Governance Objectives of the VDPM
To establish a successful governance structure for the VDPM, the objectives for the market
must be considered. The table below derives several governance objectives from the
mission statement of the VDPM.
Mission for the VDPMS
1) It will showcase innovative, quality local food products, especially
farmed, fished and value-added
goods, and help creative
entrepreneurs grow to their potential. Additionally, this will increase food
security, and protect local farmland.
Governance Objective
Ensure a strong presence of locally grown
and crafted foods
Provide opportunities for local growers
and processors to access urban markets
Involve business owners in the governance
model
2) It will provide a focus of foodrelated education and activity to the
downtown community such as
education in urban agriculture and
culinary classes, food related speakers series, a demonstration kitchen,
farmers' market nutrition coupon
project for low income families, and
public outreach on food security
issues.
Ensure that the space and programming
for community education and exposure to
local food is lead by an individual or
organization.
Involve this organization in the governance
model
Coordinate education activities so that
they maximize the onsite resources for the
community and function to compliment
other activities
3) It will improve the walkable urban
design of the downtown core and
reduce overall food miles for local
residents, thereby supporting and
celebrating sustainable life choices
and improving the overall livability of
our regional for residents and adding
to the cultural experience of visitors.
Locate the market in an area that is
walkable and adds to the overall fabric of
the downtown
Ensure that the VDPM is a vibrant part of
culture and tourism in Victoria and a
liaison is appointed to coordinate with
other tourism activities in Victoria.
-
-
4.4. Key Governance Partners
Currently, there are several key partners that will likely work together to govern the VDPM.
One is the Victoria Downtown Public Market Society (VDPMS) that currently owns and operates
26
the farmers market. The second is the private entity who the VDPMS may partner with to
provide market space in exchange for a local food hot spot in a rapidly developing area of
downtown Victoria. Private partners may include but are not limited to:
- David Chard:
[email protected]
- Franc D'Ambrosio:
[email protected]
- Robert Jawl:
[email protected]
- David Stefanson:
[email protected]
- Fraser Campbell (re. Hudson): [email protected]
- Bob Pearce, Townline Dev.
[email protected]
- Dan Diebolt:
[email protected]
To date, the City of Victoria has not been directly involved with the VDPM but has been
indirectly supportive though the draft OCP policies and staff participation in the Feb 10th
workshop. The City has long range plans to support the creation of a semi-permanent or
permanent farmers market.
VDPMS may also want to consider other partners that would contribute both financially and
operationally to the market. One option is a partnership to support the demonstration
kitchen such as Vancity, Coast Capital or United Way.
A list of further stakeholders, including vendors, can be found in Appendix B.
4.5. Feedback from the February 10th workshop
During the Feb 10th workshop, governance was discussed in small groups. From the
business and vendor side, two variations on the hybrid private-non-profit model surfaced as
the most suitable for the VDPM. The non-profit could be set-up in two ways:
1) A Non-Profit Society: With a board of directors and a lead staff person (an executive
director, project manager etc), this entity would make decisions regarding the society’s
by-laws. Additionally it may manage the day-to-day operations of the market either
internally or with external contractors. In support of this idea it was thought this would
be a low cost, democratic way to involve vendors and business owners in decision
making. It was also thought there may be a tax advantage. The lack of experience with
this model and lack of cohesion from market management vs. vendors were noted as
potential drawbacks.
2) A Cooperative: In support of this model, participants noted that this would allow
vendors to potentially own shares in the VDPM which would create a collective
responsibility for achieving success and a way for everyone to be heard. It was noted
that in-fighting and lack of clear decision making structures has occurred elsewhere as a
result of this type of structure and conflict resolution mechanisms would need to be
established.
27
4.6. Rationale for Private Entity Involvement in Local Food Market Governance
Increasingly, communities are realizing the benefits of inter-jurisdictional, inter-sectoral,
inter-departmental approaches to the sustainability of food and agriculture systems. The
private sector, including real estate and development companies, are also realizing the
inherent interest that comes with food culture. The advantages for developers to have a
public market within their building or on their site of development include:
1. Meeting corporate social responsibility goals by investing in a community good
project that also supports local food production and sustainable farming practices.
2. Increasing the value of their land as a public market is an attractive destination.
3. Increasing the sale price or rental value of properties (e.g. condominiums, retail) due
to the attractiveness of having public markets on site.
4. Meeting conditions set by local government or gaining favour with the local
government by investing in community services.
5. Generating additional revenue from renting the space to a public market.
6. The developer may not have many options left due to the configuration of the space
or location of the property, leaving a public market as an only viable option to fill the
space.
4.7. Governance Success Factors for the Private-Non Profit Governance Model
Based on the benchmarking of other public markets, the following factors, related to the
relationship between a developer or landlord, have helped in the success of public markets:
1. A symbiotic business relationship where the success of one is beneficial to the other
and both parties understand this.
2. A flexible approach to doing business that embraces change and new opportunities.
3. A long term relationship, with the understanding that the success of the market (and
business relationship) could take more than 2 years.
4. The developer has a good understanding of how to run a successful public market.
5. The public market has a good business understanding in the non-profit context.
6. The developer enters the partnership with the understanding of the limitations of a
public market. For example public markets may not be as profitable, per square foot,
as other retail outlets. However, the public market offers other additional benefits
to the developers, as listed above.
28
4.8. Governance Recommendations
The VDPM is fortunate to have partnership opportunities with local developers. By not
relying on public money and/or assets, the market aims to form a mutually beneficial
agreement with a developer who will provide space for a local food market. Given these
local opportunities, what is known from other communities, and feedback at the Feb 10th
workshop, the best governance structure for the VDPM is a hybrid model involving the
developer and the VDPMS (or future iteration of a non-profit/cooperative). Revisiting the
core responsibilities associated with governance presented in the introduction, the
recommended roles and responsibilities for the VDPMS (and/or vendor association) and the
developer are presented in the table below.
Governance aspects of public local food markets
Ownership
structure
The developer builds and owns the physical space of the market, and leases
this to VDPMS. The VDPMS or vendor association owns the market
Management
and
operations
systems
There are two models of managing and operating the market. These are
presented below with a brief discussion on the pros and cons for each
The VDPMS holds a management
contract.
The VDPMS is responsible for:
- Promotions, communications,
and advertising
- Scheduling events and shared
space use
- Hiring and managing
operational staff
- Vendor/Business
Management
- Collecting rent
- Leasing stall space
The Developer is responsible for:
- Types of vendors
- Leasehold upgrades
- Maintenance
- Security and first aid
Pros: Lower risk for the VDPMS in
terms of financial investment.
Cons: Gives the developer more
control (e.g. type of vendors), is
short term with no guarantee of
RECOMMENDED: The developer holds
a master lease with the VDPMS.
The developer is responsible for:
- Maintenance
The VDPM is responsible for:
- Types of vendors
- Paying for leasehold
improvements over time
- Collecting rent
- Leasehold upgrades
- Leasing stall space
- Security and first aid
- Promotions, communications,
and advertising
- Scheduling events and shared
space use
- Hiring and managing operational
staff
- Vendor/Business Management
Pros: Longer term security for VDPM
(recommend 5-year with an option to
renew), gives VDPM more control over
vendor types, market operations and
investments.
29
renewal, cost for lease upgrades
would be directly passed onto the
VDPMS though cost per square
foot.
Decision
making
Cons: More risk and upfront
investment for the VDPM.
The board of the VDPMS (or other entity) makes decisions regarding the
market management and operations. It is likely that all key project partners
would be board members and therefore participate in the overall decision
making of the market.
It is advisable for the board to hire a single market manager who would be
empowered to make all necessary day to day decisions and to ensure
efficient decision making process. The terms for the board and staff would be
developed in future stages of this project.
A vendor association, a self organized group comprised of market vendors,
with limited powers was discussed by the VDPMS as the best option for
ensuring vendor representation in decision making but also avoiding the
inefficiencies that are often associated with these groups.
The diagram below presents a proposed governance structure.
Master Lease
Agreement
Facility Owner (The Hudson)
VDPMS
VDPMS Board of Directors
2 members from the Hudson
2 members from the VDPMS
1 member from the vendor association
Vendor Association
Vendor
Vendor
Vendor
30
In short, the recommended governance structure for VDPM is a hybrid private- non-profit
model, especially with the opportunity of the VDPMS to coordinate with a private developer
at The Hudson property. The VDPMS would have a master lease agreement with the
Developer and decisions about the market would be made by the board of directors of the
VDPM. The Board would be comprised of two representatives from the developer, two
representatives from the VDPMS, and one representative from the Vendor association.
The developer would own the space, while providing a master lease agreement with the
VDPMS to manage and operate the market. The VDPMS would then lease out space to
vendors and provide overall management and decision making around the market. This
would provide long term security for the market and give the Board of Directors a lot of
control and flexibility around the market. Vendor/tenant interests would be represented by
a vendor association.
4.9. Lease Policy Recommendations
To meet the goals and vision of VDPMS, we recommend that policies around local food be
written in to the leases. First, there should be an overarching policy for the market as a
whole stating that only locally owned and operated vendors are allowed. Franchises and
corporately owned operators should not be allowed in the market. For the individual lease
agreements, policies should state that a minimum percentage of food sold has to be grown
or produced on Vancouver Island or within 500 kilometers. This will allow the sale of nonlocal items such as bananas, but maintain the integrity and local emphasis of the market.
Vendors at the seasonal farmers’ market or any vendor claiming they are a farm or calling
themselves a farm should only be allowed to sell produce they grow or produce. This is the
case for most farmers’ markets and can be managed through certifying bodies such as
www.mypick.ca.
31
5. Preliminary Budget Plan
Based on our review of other public markets and our general knowledge about the
economics of public food markets, we have prepared a 5 Year Financial Performance for the
Victoria market, as shown in chapter 6. We discuss the key elements of the budget as well
as the underlying assumptions below.
5.1. Cost structure of a public market
Based on other public markets a list of cost categories the market would expect to cover
are listed below. Costs identified with * are rechargeable costs normally charged through
Common Area Management (CAM) Costs. These costs are, in most cases, costs that can’t
be directly apportioned to individual tenants such as utility costs. Costs will vary depending
on the type of building, location, facilities within the building and the setup and format of
the market. Projections for these have been made in Chapter 6 based on The Hudson
building.
Salaries
Market manager
Administrator
Operational*
Consultants
Accounting/Legal/professional
Supplies
General supplies
Computers
Office equipment
Telephones etc.
Janitorial Supplies*
Linen and supplies
Cleaning equipment
Garbage/recycling*
Maintenance, Repairs & Tools*
Contracts*
Monitored alarm/security
Pest control
Snow clearing and window cleaning
Common Area Electricity
Heat
Water
Parking
Miscellaneous (phone, courier,
permits, uniforms)
Marketing
Advertising
Website/SEO/Social Media
Events
Administration
Gross building rent
Insurance
Taxes
Stall enhancements
Admin fees*
32
5.2. Rental structure to tenants
One of the most successful markets we looked at was Covent Garden, which is due in part to
their fee structure. Their fee structure, which breaks out rent, promotional fee and utilities,
is seen as fair by the vendors as it is more transparent and accountable. The market shares in
the success of the vendors by taking a share of revenue, which also benefits the vendor
when their sales aren’t as good. The vendors also see a breakdown of the variable costs (e.g.
utilities) that are paid by the vendors with no additional margin added on by the market.
This fee structure is similar to Granville Island, which is viewed as one of the most successful
public markets in North America.
Permanent Indoor Stall Fees
For permanent indoor stalls we recommend a multi-level lease that includes:
• Stall fee: This a basic rental charge per square foot. The rent will be based on covering
the costs to the run the market which will include rent to the building owner, staff,
insurance and accounting. Markets typically charge between $30 and $65 per square
foot, which is in-line with other retailers in high traffic Victoria locations, which are
typically charged $30 to $40 per square foot on a gross square footage basis.
• Annual promotional fee: a budgeted fee that is ring fenced and only used for
promotions. For any retail operation this is normally between 3% to 5%. It is expected
that vendors will do some of their own marketing so public markets normally charge less
than this.
• Common Area Management fee: the total operational costs (see costs identified with *
in section 5.1 above) of running the market are charged back to the vendors each
month.
• Percentage of sales rent charges above a certain vendor revenue threshold: The
threshold should be set at the level at which the average vendor would be making a fair
profit. it is advisable to charge a lower base rental fee and include percent rent charges
because it reduces the barrier to attract vendors who are just starting up while allowing
the market to share in the success of a vendor who is doing very well at the market.
Depending on the setup of the market, extra fees for use of common facilities such as walkin coolers or walk-in freezers would also be charged to the specific vendors that use them.
As much as possible, separate meters should be installed in the individual vendor stalls to
track and charge the vendors for their direct use of electricity, natural gas (e.g. for gas
stoves) and water. The cost of these meters will quickly pay for themselves as research has
proved that tenants, who pay for their own utility costs, use 40% less19.
19
http://www.enercare.ca/case-studies
33
We recommend that the permanent stalls be set up on 3 year leases, so that the term is
long enough to amortize leasehold improvement costs but short enough to replace poor
performing vendors.
Temporary Stalls
For temporary stalls the market will want the flexibility to change the type and number of
stalls throughout the year. We therefore recommend a flat daily fee:
Indoor:
$50/stall
Outdoor:
$25/stall
Indoor stalls are higher because they are indoors, the hours are longer and are available 7
days per week. The market may want to add on premiums for weekend rates and/or
discounts for longer term leases. Indoor stalls will also be provided by the market.
Outdoor stalls will only be available one day per week during the summer and for 4 hours,
which is typical for a farmers’ market format. Vendors are expected to bring their own
tables, tents and other equipment. The market can offer to rent these if it has the room to
store them. An outdoor farmers’ market is also seen as a draw for customers to the public
market and therefore seen as a benefit as a whole, hence why stall fees are lower. In some
cases such as Granville Island vendors are not charged.
For temporary stalls, we recommend discounts for longer term commitments (e.g. 10% off
for 3 months or 15% off per 6 months.)
5.3. Estimated vendor revenues and mix of vendors
Core shoppers
Through our benchmark research on public markets across North America we have
identified that the success of a 7 day/week year round permanent public market is
dependent on local residents. This was also identified in a review on markets for City of
Victoria20. Local residents shop on a regular basis through the week and year and most
importantly can be expected to spend a large portion of their food budget at a public
market. Day tourists and out of town tourists can’t be relied on to contribute significantly
to the total revenues of the vendors. Granville Island, an established public market in
Vancouver, has identified a 3 mile radius as the catchment zone for their core shoppers
(population of ~300,000) and estimate that 80% of total revenues come from local
residents.
The 13 neighbourhoods of Victoria are within a 3 mile radius of downtown Victoria (and
the proposed site for VDPM). We can therefore assume the core shoppers for VDPM will be
20 Coriolis Consulting Corporation “Review of Bastion Square Public Market and Government Street Market –
2009”
34
residents of the City of Victoria. However, as the Granville Island managers are finding, this
can vary depending on competition especially from supermarkets. The 2006 census
determined the population of City of Victoria to be 78,05721. A more resent sub-division
census by Statistics Canada estimates it at 80,017 in 2011. The city is expected to grow by
an additional 10,000 by 2030 with most of the increase coming from younger
residents22that will reside in new developments downtown. While we haven’t included
them in our calculations, it is relevant to note that the adjacent townships of Esquimalt and
Oak Bay also largely fall within the 3 mile zone so their residents may also add to the core
customer base for the market (both communities have a population of about 16,000
people.
Estimated vendor revenues
To help us project the revenues of vendors we estimated the total revenues of all vendors.
To do this we took the 2011 population of Victoria (80,017) and multiplied it by the per
capita amount spent on food ($3,021) and then applied a percent penetration (e.g. 2% of
the resulting number) to represent the percentage of total food expenditures that a public
market in downtown Victoria could capture. This calculation is based on a formula
presented in the review on markets for City of Victoria23. By comparison, Granville Island
captures 4.2% of expenditures in the 3 mile zone, which we would expect from a well
established public market with many additional attractions nearby (e.g. Children’s Market,
Granville Island artist studios, False Creek Park, seawall, etc). As yet another benchmark
comparison, the proposed Public Market for the City of Boston estimated that it should be
able to capture 2.8% of retail food expenditures in its target catchment area24.
It is relevant to note that considerable growth is expected in the downtown core of Victoria.
This will help increase vendor revenues because the population that is within walking
distance of a market can be expected to contribute up to 30% of the revenues of a public
market. The population of the downtown core in 2008 was 6,050 and is growing at a rate of
3.4% per year.25 Based on this, the current population of the downtown core is about
6,900. If this core market area did buy 30% of its groceries at the Victoria Public Market that
would yield annual vendor revenues of $6.3 million. In addition, the market can be
expected to capture significant additional revenues from tourists and downtown
employees. About 33,000 employees work in the downtown core.
As noted in the same City of Victoria report, $500 per square foot annually is generally
considered the minimum level of revenues for vendors to be viable at a permanent, indoor
21
http://www.victoria.ca/assets/Community/Documents/census-population.pdf
22http://www.victoria.ca/assets/Departments/Planning~Development/Community~Planning/Documents/
Downtown~Core~Area~Plan/downtown-core-area-plan.pdf
23 Coriolis Consulting Corporation “Review of Bastion Square Public Market and Government Street Market –
2009”
24 Project for Public Spaces. May 2011. An Implementation Plan for a Public Market in Boston.
25 City of Victoria. September 2011. City of Victoria Downtown Core Area Plan
35
public market, assuming that the operating costs of the Victoria Public Market are similar to
other markets. For a comparison Granville Island has sales of $1,800 per square foot in
21,000 sq. ft. of retail space (42,000 sq. ft. gross). It is also relevant to note that it will likely
take a full three year ramp up period before the market can expect to achieve profitable
revenues. A number of conditions will impact these estimates:
• Population density within a 10 minute walking distance of the market
• Competition
• Range of products offered at VDPM
• Price competitiveness of VDPM vendors
• Downtown traffic
• Parking around VDPM
• Public transit access to VDPM
• Other services/amenities in or around VDPM (e.g. library, children’s play area, tourist
attractions)
• Overall appeal of VDPM (e.g. events, layout, visual esthetics, customer service)
Table 5.2 VDPM metrics versus Granville Island Public Market
Public Market Performance
Total indoor square footage of market
Rentable indoor square footage
Rentable space a % of total space
Number of vendors
Population within 3 miles
Per capital expenditure on food
% of food expenditure at the market
Total expenditure of food at the market
Total expenditure per sq. ft.
Average annual vendor revenues
VDPM
$
Granville Island
18,000
42,000
11,000
21,000
61%
50%
25
50
80,017
300,000
3,021 $
3,021
4.2%
$
37,800,000
$
1,800
$
756,000
It is relevant to note that the average purchase per customer per visit to the market is
expected to be about $20. A one day, summer farmer’s market with about 25 vendors will
also add to the vendor mix, and generate additional vendor revenues.
36
5.4. Competitive Analysis
The level of competition in the immediate vicinity is one of the largest factors that will
impact on the Victoria Public Market revenues. The following grocery stores are located
within a 10 – 15 minute walking distance from the Hudson:
•
•
•
•
•
•
•
•
•
Market on Yates– 903 Yates St. (strong competition – many local products)
Fisgard Market – 550 Fisgard St. (very small – in China town)
Wellburn’s Market – 1058 Pandora St.
Seed of Life Natural Foods – 1316 Government St.( nearby but very small)
Grocery Plus –Corner of View and Douglas (very niche with Chinese takeout)
Thrifties – 198 Menzies St. (not in downtown core but within 15 minutes walk)
Save-On Foods – 172 Wilson (not in downtown core but just across bridge)
Fairway Market – 2635 Quadra (farther away but good product overlap)
Ingredients Heath Food and Apple Café – 2031 Store St.(bulk and natural foods,
including produce)
While there are some large supermarkets fairly nearby (Save-On Foods, Thrifties, Fairway
Market), only the Market on Yates is right in the heart of the downtown core. This is
confirmed in a 2009 report on the Bastion Square Market in Victoria, which confirmed that
“there is very little existing food retailing in downtown Victoria”.26Given that a lot of new
residential development is planned for the downtown core (in addition to The Hudson), we
believe that there is room for another food retail option, especially one like the Victoria
Public Market that will be viewed differently from a regular grocery store and that will draw
from a larger catchment area.
Walkscore.com map showing nearby grocery stores and shops around The Hudson
26
Coriolis Consulting Corp. August 2009. Review of Bastion Square Public Market and Government Street
Market. Page 19.
37
6. Financial and Implementation Plan
6.1. Five year financial projections
Based on the preliminary budget model presented in the previous chapter, we prepared
revenue and expense calculations for the first five years of operation. These are presented
below:
38
It is important to note that this model relies on some important assumptions (shown at the
top of the spreadsheet), which include the following:
•
The total market size is 18,000 square feet, of which 11,000 (61%) is permanent rental
space. There is also space for up to 15 day vendor tables in the common area space.
•
The base vendor stall fees have been set at $34/square foot. This is in line with the $30
to $40/square foot rents that are charged in the downtown core of Victoria.
•
We have used a 2% inflation rate and applied it to stall fees and most fixed costs.
•
The population growth rate has been set a 0.75% per year to match City of Victoria
Downtown Area Plan projections of an additional 10,000 people by 203027.
•
Food prices are shown to increase at 3% per year, which is an extrapolation from the
last 3 years.
•
We have assumed that the market penetration rate of the market will be 1.5% of
Victoria food purchases, then rising to 2.5% over three years after the market has
become established. Some markets have achieved penetration rates of 3% or more, but
we have opted to be conservative.
•
We have applied a vacancy rate of 20% in the first year, which then declines to 5% after
3 years.
We note that by changing one or more of these assumptions, the net income may change
significantly.
Revenue Calculations
The revenues for the market come from seven sources, as follows:
•
16 indoor main stall fees ($34/rentable square foot).
•
15 indoor day tables in the common area ($50/table/day).
•
25 outdoor 1 day per week summer market stalls ($25/stall/day).
•
Common Area Management fees (about $3/square foot), which are passed on to the
landlord.
•
Market charges (2% of vendor revenues), which are fully spent on marketing activities
•
Shared cooler/freezer rental fees ($55/square foot), charged on a user-pay basis
27http://www.victoria.ca/assets/Departments/Planning~Development/Community~Planning/Documents/
Downtown~Core~Area~Plan/downtown-core-area-plan.pdf
39
•
Percent rent charges (5% of all vendor revenues over $500/square foot).
Expense Calculations
The primary expenses that are not directly recoverable by the tenants, include the
following:
•
Labour (manager, coordinator, admin) – 24% of revenues
•
Fixed expenses (insurance, accounting, alarm system, phone, permits) – 5%
•
Variable expenses (supplies, courier, and miscellaneous) – 3%
•
Operating costs for the outdoor market (matched to revenues) – 3%
Net income results
The projections show that based on the above assumptions, revenues, and expenses, the
market can be expected to almost achieve breakeven in its first year of operations. The
market then makes a small profit in year two, primarily due to a decrease in the vacancy
rate. In years three, four and five, profitability jumps significantly to more than 14% due to
a further decrease in the vacancy rate but, more importantly, due to the a new revenue
stream from percent rent charges. However, it needs to be noted in year 6 property tax of
around $5 per square foot will kick in, which will significantly increase the amount the
vendors pay.
At the bottom of the spreadsheet we show what the operating income will be if the Market
did not charge percent rents. As can be seen, this one change brings the operating income
down to a much more moderate level of about 7.5%. This would suggest that the market
may not need to charge percent rents. However, given that there are always extra,
unforeseen costs in any start up, we feel that it is prudent to include percent charges in the
vendor lease agreements and then reduce or eliminate them if they are not needed.
By striving to achieve good operating surpluses during the first five years, the Market can
create a solid reserve fund, so that it can continue normal operations even when faced with
sudden large expenses or high vacancy rates. The reserve fund should ideally contain an
amount equal to or greater than three months of full operating expenses. This works out to
somewhere between $115,000 and $130,000, which can be achieved within five years
without percent rents and within three years with percent rents.
40
6.2. Vendor rental affordability analysis
While the five year projections appear to work for the Market, it is important to determine
if they also work for the vendors in terms of affordability. The following table shows the
various stall fees matched against the projected vendor revenues. A general rule of thumb
for public markets is that a vendor can afford to pay up to 6.5% of sales on rent28. As can be
seen below, this guideline is met in years three, four, and five, for both if you exclude or
include the percent rent in the rental calculation.
6.3. Some cautionary notes about the projections
We have a number of cautionary notes about the budget and some suggestions on how
best to manage these for the financial benefit of the market. These are briefly outlined
below:
28
•
Limited market demand – For an 18,000 square foot market to be successful, it needs to
be generating revenues of over $5,000,000 per year so that the economics are
compelling enough to attract and keep good vendors. The fact that Victoria attracts a
greater than average number of tourists in the summer, could help to boost revenues.
Similarly, revenues could be boosted if the market becomes a draw for the 320,000
residents in the municipalities just outside of Victoria. However, these are largely
unknowns and should not be counted upon.
•
Limited immediate vicinity customers - if The Hudson is chosen as the venue for the
market, it has the added challenge that a significant percentage of the units are not yet
occupied (or even completed). These very local customers represent an important
segment of the customer base for the market.
•
Long ramp up period – It will take at least 3 years before the market is operating at full
revenues, yet most of the expenses are relatively fixed, regardless of the revenues.
Project for Public Spaces. May 2011. An Implementation Plan for a Public Market in Boston
41
•
Inaccurate expense estimates – Because we were not able to obtain any detailed
financial statements from other markets, we have had to make rough estimates for
some of the costs. If those costs are under-estimated, the expenses could then exceed
the revenues.
To overcome these financial challenges we recommend that the VDPMS consider one or
more of the following strategies to improve the financial viability of the market, especially
in its initial years:
•
Negotiate a reduced rent from the property developer until its residential units are fully
occupied.
•
Negotiate an escalating rent from the developer over the first five years to compensate
for the initial period of low vendor revenues.
•
Seek some grant funding to help build up a reserve fund to;
o Cover the initial leasehold improvement costs and staff pre-opening
implementation costs that are not covered by the developer. For example
VDPMS could partner with other institutions to cover the costs of the
demonstration kitchen such as Vancity, City of Victoria, Coast Capital and United
Way
o Cover any projected losses during the ramp up period and/or help launch an
aggressive marketing campaign.
6.4. Initial capital and leasehold improvement costs
The building owners at The Hudson building estimate that it will cost about $500,000 to
install all the finishings for both the common area and the vendor stalls. There will be a
general style and continuity for the whole space to which all tenants must adhere. In
addition, individual vendors will have specific needs for built in cooking equipment,
counters, shelves, storage space, washing sinks, and so on.
The building owner will charge each vendor for their pro-rata share of common area costs
as well as the specific leasehold improvements requested by the vendor. The total amount
will be amortized over a 5 or 10 year period and charged to the vendor as a surcharge per
rentable square foot. On a five year amortization, the surcharge per square foot would be
$9, whereas on a 10 year amortization, it would decrease to $4.50/square foot. There are
few capital costs that we believe are important to include in the market. These include:
•
A central POS system – a central POS system helps the vendors by giving them a
sophisticated point of sale system that allows them to track their sales for management
purposes. It also helps the Market by allowing it to easily track vendor sales and charge
percent rents.
42
•
In-unit metering of water and natural gas equipment – it costs about $300 per unit to
install meters for each energy type but these costs are fully recovered over time through
reduced consumption.
•
A comprehensive recycling and composting system – in keeping with the green ethic of
a public market, it is important to ensure that the market has a comprehensive waste
avoidance system.
•
Demonstration kitchen with large display counter – This kitchen will have many uses,
including cooking demonstrations, food-related presentations, after hours microcooking activities, and so on.
•
Children’s play area – This could be as little as a 10 x 10 area with some small tables and
indestructible and non-removable play structures.
•
A performance stage – Ideally, this would be adjacent to the kitchen area and not too
far from the children’s play area.
In addition, each permanent vendor stall will need a minimum of 100 amp service as well as
floor drains.
6.5. Pre-opening costs and timeline
We estimate that it will take roughly one year to complete all the pre-launch logistics. The
costs that will likely be incurred by the market during this period will likely be about
$250,000. It will be important for the market to try to raise these funds from supportive
organizations so that it can launch the market from a debt-free position. A breakdown of
these costs are provided below.
43
6.6. Key implementation tasks
There will undoubtedly be a huge range of tasks that the market society and staff will have
to implement. Below we have outlined a few of the key activities required:
6.7. Post launch duties
After the launch, the market manager and staff will be responsible for a number of welldefined tasks. These tasks have been grouped and presented below. As part of this
business plan we have provided the Operations Manual and Vendor Guidelines for Spokane
Public Market that highlight in detail the responsibilities, procedures and policies for
vendors and market staff.
44
7. Future Research Needs
While this document outlines the key metrics, governance structures, financial projections,
operating guidelines, and so on, there are a number of areas that will require further
research before the VDPMS should give the final green light on this project. These areas
include the following:
•
More detailed analysis on the estimated consumer demand for the Market – while we
have done some initial estimates for demand that seem to suggest that the market
demand is large enough to support the market, this is such a critical element that we
recommend further analysis and potentially a survey of local residents to better
substantiate the demand for the market including the views on the types of vendors
they would like to see in the market. This would include getting better estimates on the
percentage of employees that would buy from the market and their expected average
order size as well as the percentage of tourists that would likely be attracted to the
market and their average order size. It would also be useful to identify the number and
location of new residential units that are planned for the downtown core.
•
More detailed assessment of the competition – While we generally believe that the
downtown area is underserved in terms of grocery retail operations, it would be useful
to obtain data on the catchment areas for the supermarket chains just outside the
downtown core such as Thrifties, Save On Foods and Fairway markets. It would also be
useful to identify if there are any planned grocery stores for the downtown area.
•
Best practices for managing a public food market – It would be very useful to identify a
set of detailed best practices for the Victoria Public Market. Based on our research,
there is a very large range in the financial success of some markets versus others and a
best practices guide would help to ensure that the Victoria Public Market is at the top of
the range. We highly recommend visiting a successful public market and shadowing a
market manager for a day or two.
•
A best practices guide for vendors – Because so much of the success of the market has
to do with how successful the vendors are, it would be advantageous to prepare a guide
that helps the vendors maximize their success and therefore the success of the market.
Again, it would be highly recommendable to visit a public market and speak to or work
with a vendor.
•
A potential vendor survey – Having established the basic parameters for the market, it
will be important to canvass potential vendors and get their reactions to it and also to
identify their specific requirements in terms of space, layout, equipment, electricity
45
needs, venting requirements, washing and drainage requirements, and so on. This latter
information will help greatly in determining leasehold improvement costs and layout
configurations.
•
Preparation of concept drawings for the market – A detailed set of concept drawings,
illustrating the look and feel of the market will help greatly to build enthusiasm and
support for the market.
•
A detailed implementation plan for the pre-opening period – While we have included
some very high level tasks that are needed during the pre-opening period, it will be
helpful to prepare a more detailed implementation plan that better describes the
sequence of tasks, at what stage new staff should be hired, when expenditures will be
made, when permits need to be submitted, and so on.
•
A more detailed set of financial projections–We have made a number of assumptions
in our financial projections which need to be better ground truthed by getting specific
price quotes from vendors, etc. and perhaps contacting other markets and asking them
about their costs in certain areas (e.g. cleaning costs per square foot). It is very
important that the VDPMS has the most accurate financial information possible on both
the revenues and costs for the market.
46
Appendices
Appendix A
Regulations relevant to Victoria Downtown Public Market
Below are some key regulations and guidelines that relate to operating a public market in
Victoria. No specific regulations or guidelines exist specifically for public markets, just ones that
relate to running a food retail business. Specific regulations and guidelines, however, do exist
for operating temporary food markets such as a farmers’ market. These are included below.
City Bylaws and Licenses
• Outdoor Market Bylaw29 is a Municipal bylaw that sets out the regulations, guidelines and
permits to run an outdoor market(e.g. setting up of tents, cleanliness, business license, and
opening times).
•
A business license30 is needed for the public market and its vendors to operate in Victoria,
which is issued by the city.
Health Regulations
• An indoor public market falls under the Public Health Act Food Premises Regulation31. These
regulations include:
o Approvals and permits
o Training
o Food sources and protection
o Equipment, utensils and cleaning
o Employees
o Food management
o Miscellaneous – animals, pests and storage of chemicals
•
Outdoor markets have provincial guidelines for the running of temporary food markets32.
These guidelines include:
o Preparations of lower risk food at home
o Conditions for sale of lower risk food
o Market managers
29
http://www.victoria.ca/EN/main/business/permits-licences/business-licences.html
31 http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/11_210_99
32 http://www.bccdc.ca/NR/rdonlyres/8084EEC3-3010-4908-876E37BF359A939D/0/GuidelinesSaleofFoodsatTemporaryFoodMarkets2011FINAL3.pdf
30
47
o Chef demonstrations and other similar events
•
There are no specific health regulations for an on-site kitchen if it is used for
demonstrations or cooking classes. These kitchens are not inspected, but will still require a
sink with running water and relevant prep and storage areas. If the kitchen is to be used for
processing and/or cooking food to be consumed by the public then the kitchen would need
to adhere to food regulations.
•
It is advisable for the public market to develop strong relationships with the health
inspector assigned to the facility. This will help with the ongoing management of the
market such as managing difficult vendors and when trying to initiate new services or
products. Key contact details are:
Capital Health Region Service Delivery Area
Maxine Marchenski
[email protected]
Phone: 250-519-3401 ext. 33648
Fax: 250-519-3402
Building & Planning Regulations
• The development of any building and its use needs to follow a process with the City of
Victoria33, inparticular with the Development Services staff and Community Association
Land Use Committees and Council. The principle document that regulates the use of a
building is the Zoning Regulation Bylaw document34. The relevant zoning for a public
market in a mixed commercial building is within General Commercial Zones such as Limited
Commercial District zoning35.
•
As with any renovations or construction, permits are needed for particular kinds of work
such as plumbing, wiring changes, handicapped access, legal change of use of a building
and signage. Information on permits and inspections can be found at the relevant section
of the City of Victoria website36.
•
The public market will have to work with their landlords or developers to make sure they
follow and meet City of Victoria regulations, such as:
o Parking regulations for retail spaces are 1 space for 37.5m2 of gross floor space37
33
http://www.victoria.ca/EN/main/departments/planning-development/development-services.html
http://www.victoria.ca/EN/main/departments/planning-development/developmentservices/zoning.html
35 http://www.victoria.ca/assets/Departments/Planning~Development/Zoning/Bylaws/zoning-bylaw-04001.pdf
36 http://www.victoria.ca/EN/main/departments/planning-development/permits-inspections.html
37 http://www.victoria.ca/assets/Departments/Planning~Development/Zoning/Documents/zoningregulations-schedule-c.pdf
34
48
o Noise levels from the market (especially the outdoor market) do not exceed levels
set for the zone the market is located in38.
o Waste disposal regulations and requirements for minimum levels of recycling and
composting facilities.
o Odor bylaws ensuring that the wastes do not create excessive smells in a residential
area.
Government Incentives
• There is a property tax exemption for non-profit organizations39. However, this is under
review and exemptions are being restricted ongoing.
• There are further property tax exemptions for any seismic upgrades40 done on heritage
buildings. In the case of The Hudson, the landlord is passing these savings along to the
tenants for the first 5 years of the lease term, approximately $5.50 to $7.00 psf/annum.
Appendix B
Vendors
2gf by Lesley
AJs Organics Cafe
Alberts Creations
B-Red Bakery
Choux Choux Charcuterie
Cold Comfort Ice Cream
Cottlestone Apiary
Cowichan Bay Pasta
Dads Westcoast Awesome
sauce
El Guapo Grill
Fat Chili Farm
Fat Fish Seafood
Fol Epi Bakery
Foo Restaurant
Food Roots Co-op
Fruition Paletas
Fry's Red Wheat Bread
Haliburton Farm
Hilary`s Cheese
Il Forno de Claudio bakery
Jay Milliken Mushrooms
Local Motive
Omnivore Acres
Organic Fair
Ottavio's Deli
Preservation Foods
Rene Sans Salsa
Root Cellar
Saanich Organics
Seabluff Farm
SunTrio Farms
Sweet Flour
Terra Nossa Farm (meat)
The Village Butcher
The Whole Beast
Tortilla Monterey
Untamed Feast
Vancouver Island Salt
Company
Wild Jam Man
38
http://www.victoria.ca/assets/Departments/Finance/Documents/property-tax-permissive-exemption.pdf
40 http://www.victoria.ca/EN/main/departments/planning-development/communityplanning/heritage/program-description.html
39
49
Workshop attendees
Philippe Lucas
Maryanne Carmack
Stefan Morales
Scott Kelly
Jason Guille
Krista Resato
Eveyln Pereira
Corry Matechuck
Lee Fuge
Paula Hesje
Lesley Davies
Miles
Dean Rebneris [email protected]
Claudio Costi [email protected]
Sol Kinnis [email protected]
Andrew Shepherd [email protected]
Ian King [email protected]
Liz & Jon Newton [email protected]
Claudia Garza
[email protected]
Ryan Acheson
Matt Horn [email protected]
Michael O’Brien [email protected]
Dennis O’Brien
Dean Rebneris [email protected]
Kimberley Veness
[email protected]
George Laundry
Conrad Pilon
Tony Threlfall [email protected]
Karin Lengger [email protected]
Alesha Davies [email protected]
Matt Tooley [email protected]
Wendy Bowkett [email protected]
Rebecca Helps
Jane Sterk [email protected]
Vickey Brown
[email protected]
Jim Gowans [email protected]
Penelope Hagan-Braun [email protected]
Pepi Krajc [email protected]
Melaine Banas
Kim Harrap
Janet MacLean [email protected]
Mike Sargent [email protected]
Ursula [email protected]
Troy
Kathy McAree [email protected]
Terry Worland [email protected]
Brad Williams [email protected]
Corry Pelan [email protected]
Barry Denluck [email protected]
Gay
Paige [email protected]
Krista Rossato [email protected]
Alan Clapp
Geraldine Glattstin [email protected]
Trevor Walker [email protected]
Chrystal Bryson [email protected]
Ilya Amrhein
VanCity + 3 Lorraine Hayhoe
[email protected]
Matt Loewen [email protected]
Ed Johnson, Chair FLT [email protected]
Jenni Michell [email protected]
Shelly Xia [email protected]
Tom Hobby - SCR Management
Robin Tunnicliffe [email protected]
JP Lafluer [email protected]
David Steele [email protected]
Elizabeth May [email protected]
Kristina Bouris
Kelly Daniels [email protected]
Michael Hill [email protected]
Marni Offman
50

Enhancing the local food movement: A feasibility/business plan for

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