The Future of a Public–Private Partnership

REQUEST FOR PROPOSAL #18-001

ATTN: Michael W. Freimuth Capital Region Development Authority 100 Columbus Blvd, Suite 500 Hartford, CT 06103 Introduction

Civic Mind is proud to submit our proposal to redevelop Dillon Stadium as a premier community sports and recreation venue and future home to professional sports teams. We seek to build a long-term partnership with the City of Hartford, the Capital Region Development Authority and the people of to design a transformative, regional asset with an inspiring and robust calendar of programing for our community.

Dillon Stadium is uniquely positioned for an innovative development as a public park venue within the Coltsville Historic District. The stadium’s centralized location in our Capital City and convenient proximity and high visibility alongside Interstate 91 and Interstate 84 provides the necessary access to our suburban neighbors to build regional connectivity, purpose and identity. The substantial progress of Colt Gateway and the designation of Coltsville as a national park make the project the next step in this historic neighborhood’s development.

The revitalization of Dillon Stadium is an incredible, multi-faceted community development project for Greater Hartford. Our team fully appreciates the integrity and commitment required to successfully deliver on such a pivotal project. More specifically, we understand this endeavor to be comprised of two separate, yet equally important opportunities:

1. The Project Dillon Stadium and Colt Park have extraordinary potential to become a regional and statewide attraction for diverse, multi-generational audiences and user groups.

2. The Process A deliberative and transparent community-driven development process can efectively serve to rebuild trust and confidence between Hartford, its residents and regional stakeholders.

Civic Mind is prepared to produce a comprehensive master plan for Dillon Stadium and Colt Park including a phased development strategy with established growth criteria. The master plan will provide a shared vision, identify existing and prospective user groups, detail a capital improvement plan to maximize our resources, and produce an operational plan coordinating the programming of the venue and surrounding assets. The master plan will be developed in partnership with the City of Hartford and the Capital Region Development Authority — as well as through an expansive and continuous public participation process — and will guide the evolution of the parks development and operation.

Civic Mind and its partners can provide the necessary leadership and expertise to transform this distressed park into a regional asset with high school, collegiate and community programming recognized as our initial user groups. Civic Mind has interviewed three globally recognized stadium development firms and subsequently selected Stantec as our development partner. Stantec’s exemplary track record on similar projects and shared commitment to a robust community engagement process are perfectly aligned with our development approach.

Civic Mind has also engaged the Interscholastic Athletic Conference (CIAC), the sole governing body of Connecticut high school athletics, as a foundational partner. The CIAC works to ensure safe practices, fair play and equitable systems in high school sports in Connecticut. The CIAC’s partnership in this project will create a venue fundamentally designed with the safety of athletes and fans while reinforcing the integrity of sport and competition.

Operationally, our partnership with the CIAC will establish an annual calendar of competitive and inspiring high school sporting events including Connecticut tournament and championship games as well as regional rivalry and alumni events. The annual calendar will be selectively curated to introduce suburban communities and new audiences to Hartford while ofering equitable access to a venue with desirable amenities otherwise unseen in underserved communities.

Our overall redevelopment approach empowers our community and activates our partnerships to shape a sustainable future for the venue, responsibly invests our resources and maximizes the use of Dillon Stadium and Colt Park. Our partnerships provide unique perspective that will enhance our ability to unite the community’s diverse interests and efectively mobilize our collective resources. Meanwhile, our partnership development strategy achieves shared success while streamlining operational expenses.

Our proposal’s fiscal strength is rooted in a fully-formed master plan, a phased and demand- driven growth plan, and an efcient and sustainable operational plan. Our financial model achieves sustainability through diversified revenue streams and practical and pragmatic expenditures over time. Our revenue sources include grassroots capital campaigns, strategic business partnerships, fee-based and sponsored programming, event operations, services rendered, as well as private and philanthropic investment.

Civic Mind was founded in Hartford in 2011 to tackle this specific project. In fact, from May 2013 to February 2014, Civic Mind was retained by the City of Hartford and completed extensive planning and predevelopment work for this project. Moving forward, we are confident we possess the unique credibility and deepest understanding of the venue’s important role and value to our community.

We recognized the direct services and intangible connections a premier regional asset could provide to surrounding communities and school systems. For example, a standard high school sporting event begins at 3pm — as many schools do not have lights to facilitate games later in the evening. This logistical deficiency is a barrier for parents and families to attend their student-athlete’s events. Other logistical challenges include subpar playing surfaces, the lack of concessions, broadcast and other media capabilities, or even adequate, accessible restroom facilities. Therefore, a revitalized Dillon Stadium is an opportunity for Hartford to provide valuable services to our neighboring communities while simultaneously ofering suburbia positive, family experiences in our city. In turn, these positive experiences become generational traditions over time.

Through a more localized lens, the lack of safe and well-maintained facilities for Hartford Schools is a wholly diferent, systemic issue of equity which must be addressed with more courage and urgency.

We also learned of the systemic value of Dillon Stadium and Colt Park as an entry point for immigrants to join family and friends in Hartford. The recreational activities at these parks is a place to create a meaningful connection to their new home through a shared love of sport and play. The parks also serve as a place to find employment opportunities through trusted, more established friends or through modest entrepreneurial pursuits such as selling authentic cultural cuisine on game days. In this light, we see a tremendous opportunity to work with the City of Hartford and other public agencies to ofer services, such as health and citizenship programming, to aid our new residents and neighbors transition and integrate into our community.

Finally, we have all learned together that designing Dillon Stadium for privately owned sports ventures is the wrong approach and that no team ownership group or singularly focused endeavor should lead this park’s development. We learned reconciling a public park improvement project to meet the volatile, speculative and inherently self-interested needs of private pursuits is inappropriate. Any proposal ofering aggressive timelines, unbalanced financial contributions and zealous promises are glaring red flags which must be recognized and dismissed. These are opportunistic proposals built on Hartford’s past failure and current weaknesses, rather than on our collective strengths. The City of Hartford must reject the speculative promises and political allure of such a fundamentally flawed approach. That said, Civic Mind’s plan is designed to accommodate and facilitate the growth of private enterprises who share our community values.

Civic Mind is a Hartford-based social enterprise deeply passionate about designing solutions for and with the community we live and work. The idea of reimagining Dillon Stadium is our company’s origin story and we have tenaciously worked towards realizing this goal since 2011.

We believe Dillon Stadium should be a Hartford landmark, a monument to our passion and collective interests, an expression of our community’s revolutionary spirit, innovative drive and perseverance. We believe a ground-up, community barn-raising is the best approach to construct the stadium. We believe the revitalization process should be a reflection of how Hartford plans to grow together through mutual respect and appreciation.

Our plan is focused on improving a historically significant public park and quality of life amenity for the citizens of Hartford and the communities of Greater Hartford. Our foundational partnerships with the City of Hartford, the Capital Region Development Authority and the Department of Economic and Community Development would preserve the integrity of the venue as a public park while creating pathways for local investment to finance the pragmatic and incremental development of the venue. A continuous public participation process is at the core of our revitalization and growth strategy.

Together, we can create a forward-thinking, socially and financially responsible development.

Respectfully,

Thomas J. Clynch Civic Mind [email protected] 860-748-0113 We Build Community.

Civic Mind specializes in community development: an inclusive process of fostering new ideas and building solutions to beneft everyone.

Founded in 2011, Civic Mind capitalized on the political and economic climate of the “Great Recession” by realizing a new demand for business development through community organization, social impact and providing equity for all.

As social entrepreneurs, we build innovative and collaborative action plans that, by defnition, solve collective community challenges. Our ideas are more successful when we endeavor to work together.

Every challenge is a new opportunity. Our systemic solutions that partner businesses, government, grassroots action and private investment to achieve real and lasting change. Our entrepreneurial partnerships advance our common goals and result in sustainable social development and economic growth.

Our Team

Thomas (TJ) Clynch • Civic Mind

TJ is the founder and principal of Civic Mind, LLC. Founded in Hartford in 2011, Civic Mind is a community development firm specializing in public-private partnerships and social enterprise development.

TJ was the winner of the 2011 Hartford Innovation Challenge with his work recognized as one of the Hartford Business Journal’s 40 under 40 in 2013, and Connecticut Magazine’s 40 under 40 in 2015 — citing “(Clynch) is on a mission to revitalize our capital city.”

Additionally, TJ has also served as the President of Business for merchant association from 2013 to 2014 and as a founding member of the REACH Coalition (Racial and Ethnic Approaches to Community Health) from 2013 to 2015.

TJ graduated from Westfield State College with a B.S. in Business Management. He has also been extensively trained at the Connecticut Fire Academy as a Fire Ofcer and Public Information Ofcer.

Tim Yergeau • Civic Mind

Tim is the Managing Director of Civic Mind leading dynamic teams of communications, development, and project management experts that work to build happier communities. Tim leads our team in strategic planning, resource development, marketing and communications design, community outreach and corporate philanthropy.

From 2011 to 2014, Tim was the Director of Communications and Donor Relations with the Greater Hartford Arts Council where he worked to raise $9.3 million across three annual campaigns and leading a comprehensive evaluation of grant programs and community impact.

As a Hartford resident, Tim has volunteered as the Chair of City Council’s LiveHartford Task Force (2016) and on Theaterworks Hartford Anniversary Committee (2015—2016), the iQuilt Partnership Board of Incorporators (2014 to 2015), Hartford Business Improvement District Board of Directors (2013 to 2014), and was named as one of the Hartford Business Journal’s 40 Under 40 in 2014.

Tim graduated magna cum laude from Boston University with a B.S. in Communications. Mark Greenberg • Investor and Philanthropist

Mark Greenberg is the founder of MGRE, one of the largest real estate management firms in the New York metropolitan area. In Connecticut, Mark Greenberg Real Estate (MGRE) owns more than 25 ofce buildings, shopping centers and industrial buildings totaling more than a million square feet plus more than 1,000 developable acres including several upscale housing subdivisions.

Mark and his wife Linda founded The Simon Foundation, a 36,000- square-foot, state of the art, no kill animal rescue and adoption facility located in Bloomfield. The non-profit organization provides training, grooming and boarding. All of the proceeds go directly to the rescue of dogs and cats which would otherwise be abandoned, neglected, abused and often euthanized.

David Nardone • Stantec Sports

David is the principal and Sports Group Leader of North America at Stantec Sport. Stantec’s Sport Group specializes in all outdoor athletic facilities including sports venues, field construction, renovation, and park projects. David has extensive experience in sports turf management, outdoor athletic facility master planning and design and has completed athletic master plans and implemented field construction projects throughout the and Canada.

He has extensive experience in the design of athletic surfaces and has published several articles on athletic field planning, construction and renovation and the benefits of infilled synthetic turf.

Neeley Bhatt • PROS Consulting

As the Vice President at PROS Consulting INC., Neeley has led strategic planning, master planning, sports facility development, financial sustainability, customer service training, marketing and branding projects that are helping to shape a better vision for cities all over the world. Neelay’s career spans three continents includes work with Disney, the Super Bowl, the Summer Olympics and Paralympics Games.

TEDx, the global platform for ideas, describes him as a business and communications visionary, and his service on the National Recreation and Park Association’s Board of Directors is committed to ensuring that ‘no child is left indoors’.

From managing the daily online publication of the Super Bowl (SB XLVI) to leading the City selection process of the inaugural T-20 cricket league in the United States, his approach focuses on innovating and partnering to maximize revenue generation and create a guest experience of the highest quality. Dr. Karissa Niehof • Connecticut Interscholastic Athletic Conference

Karissa has served as the Executive Director of the Connecticut Interscholastic Athletic Conference (CIAC) since 2011. The CIAC serves as the sole governing body for inter-scholastic athletic activities in Connecticut. The CIAC is a private, not-for-profit, 501(c)3 organization.

The CIAC was established to ensure safe and equitable practices in high school sports in Connecticut.

Rick Derella • Oakwood Soccer

Rick is the President of Oakwood Sports Center who, along with Dave Farrell, revolutionized in Connecticut. Oakwood’s afliation with the Hartford Hellions of the Major Indoor Soccer League (MISL) spurred the opening of Oakwood’s indoor soccer center in 1980. Oakwood’s Indoor Soccer Center, one of only ten in existence in the U.S. in the 1980’s, has since become a model for the more than 300 soccer complexes now operating throughout the country.

Today, Oakwood Soccer Club maintains indoor facilities in Glastonbury, Connecticut as well as TD Oakwood Soccer Park in Portland, Connecticut — a state-of-the-art outdoor facility with two turf fields, flood lights and media infrastructure.

Derella also created the Oakwood Soccer Club, which is recognized as one of the premier clubs in the country. Oakwood SC is also home US Soccer Development Academy teams where Rick serves as the head coach of the u15 club.

Rick was inducted into the Connecticut Soccer Hall of Fame in 2003.

Steven Hernandez • CT Commission on Women, Children and Seniors

Steven Hernandez, Esq. is the executive director for the Commission on Women, Children and Seniors. Mr. Hernandez previously served the Connecticut state legislature as director of public policy and research for the Connecticut Commission on Children. Prior to joining the Commission, Mr. Hernandez served seven years as legislative and budget director in the ofce of Washington, D.C., Council member Jim Graham. He received a bachelor of arts degree from Bennington College in Vermont and his J.D. from the Washington College of Law at American University.

Steven will provide expertise in advancing our inclusion, equity and diversity initiatives. Community Advisory Team

Civic Mind will recruit and manage a Community Advisory Team comprised of residents and other stakeholders. In partnership with the Community Advisory Team, we will program and lead public forums and workshops, solicit feedback and suggestions, and serve as the liaison between the community and project management team.

Desired participation would include members from local NRZs (ie: SoDo, CSS/Con, Parkville, MARG), the Hartford Public Schools, Friends of Colt Park, Riverfront Recapture, the Park and Recreation Advisory Commission and local leaders such as State Representative Angel Arce.

City of Hartford Task Force

The City of Hartford Task Force would be a dedicated project management team from the City of Hartford. The Task Force would be comprised of representatives from, at minimum, the Mayor’s Ofce, Development Services, Corporation Counsel, the Ofce of Community Engagement, Public Works, and the Department of Families, Children Youth and Recreation. We would also seek to include Eric Boone from the Hartford Parking Authority.

Capital Region Development Authority

CRDA is an innovative agency with proven capacity to design and execute complex public- private partnership agreements with mutually desirable results. CRDA will be instrumental in the facilitation and development of business agreements related to this project.

State of Connecticut, Department of Economic & Community Development

Our plan and approach are expressly designed to align with DECD’s stated mission to “devise and implement strategies that help businesses grow and succeed, revitalize communities and neighborhoods, and promote tourist attractions, the arts, and historic preservation.” We aim to work with DECD to achieve these shared goals. The Proposal Project Overview

Vision Statement

To respectfully and inclusively develop a historically significant public park to equitably enhance the quality-of-life of the people of Hartford and Greater Hartford.

Our Approach

Civic Mind is committed to restoring this historic facility with a smart, phased development plan based on a grassroots public participation process. Our philosophical approach is best described as inclusive community development — a process that values citizen engagement in our decision-making while promoting equal opportunity and access. The outcomes of this process include a community-driven project designed to improve our collective quality-of-life. We will deliver a public park designed to maximize community use, benefit and impact.

Our approach reframes the project as a “Community Development” initiative rather than an “Economic Development” project. A continuous public engagement process will be the trademark of the project’s redevelopment approach and will drive capital investment decisions. A core deliverable will be a comprehensive, ongoing Community Benefits evaluation by our Community Advisory Team.

Pursuant to the City of Hartford’s expressed interests, our objective is to deliver a facility prepared to accommodate various community user groups as well as professional sporting events.

Civic Mind would begin by producing a comprehensive master plan and initiating our public participation process. This process will deliver a shared vision and joint work-plan, a phased development plan with projected timelines, identify necessary capital improvements, detail our resource development and financial plan, compile a roster of user groups and a complete calendar of events.

The phased development plan will include established criteria to be met before advancing to future phases. This approach promises intelligent resource allocation and sustainability while avoiding budget overruns. Established criteria for phase advancement also creates benchmarks for funding, realistic expectations and tangible, measured progress. Criteria would include user groups, signed tenants, attendance figures, parking capacity, resource development, projected growth and future events. Community-Centered Growth Plan

Phase I•A

Phase I•B Phase II

Phase III

Phase I Development • Playable, Safe and Accessible

The goal of Phase I is to develop the venue to minimum standards for local high school and existing community use. Initial investment would be utilized to install core functionality, safety and infrastructure to the venue including a new playing surface, restroom upgrades, refurbishment of bleachers, lighting, sound and scoreboard upgrades, and necessary accommodations to achieve ADA compliance. Infrastructure for local food truck entrepreneurs would be installed to provide for flexible concessions for the venue.

Operational sustainability will be achieved with revenue from recreational leagues, camps and clinics, private rental, events and tournaments, advertising and signage, concessions and merchandising. Early connectivity and coordination with Colt Park programming would also begin in Phase I.

Phase I User Groups: Community Hartford Schools events CIAC High School Events — Invitationals, Rivalry and Alumni Games CIAC High School Tournament and Championship Events Hartford Police Athletic League Hartford Hurricanes Hartford City FC Hartford Women’s Rugby Hartford Roses Rugby Hartford Wanderers Rugby Club Boys and Girls Club of America YMCA of Greater Hartford WAKA Kickball Adult Athletic Groups (Soccer, Football, Rugby, Cricket)

Phase II Development • Activation

Phase II would focus on activating the venue as a local, regional and statewide asset. User groups would include premier high school events such as alumni and rivalry events as well as larger regional tournaments . Phase II would also upgrade the venue to NCAA standards for collegiate use with amenities such as a press box and broadcast capabilities, multiple locker rooms and a distinct entrance to the venue.

We would begin implementing a new brand identity and marketing strategy promoting the venue as a regional asset. Phase II would also achieve the critical mass necessary to fully integrate Colt Park programming into our operational plan with dedicated staf. Phase II User Groups: Regional Colleges and Universities Invitationals and Tournaments

Phase III Development • Maximize

The final phase would develop the venue to the standards of potential semi-professional, minor league and other private tenants. Phase III upgrades would include a increased seating capacity, sky boxes and other premium enhancements.

During Phase III, we will work to maximize the venue’s economic potential such as exploring retail frontage and further development opportunities in the Coltsville Historic District such as restaurants and shopping experiences.

Phase III User Groups: Private and Premier National Women’s Soccer League franchise — Division II

Design Themes

The design themes we seek to cultivate — and reflect in the final project — include: • Industrious and Innovative • Environmentally Progressive • Patriotic and State Pride • Historical Alignment and Neighborhood Integration • Community Use

Primary Responsibilities of Civic Mind to the City of Hartford

Design and develop Dillon Stadium as a premier athletic and entertainment venue capable of meeting the standards required by potential professional sports leagues and NCAA tournaments. • Lead and manage a continuous and transparent public participation process. • Create, manage and market an annual schedule of events including high school and collegiate athletics, arts and academic events, concerts and other civic celebrations. • Integrate operational plans to coordinate and enhance Colt Park programming. • The creation of a distinct brand identity for Dillon Stadium. Measurements of Success • Participation of local teams, schools, and regional games, as well as colleges and universities at Dillon Stadium. • Capital improvements and programmatic enhancements at Colt Park. • Contributions from local corporations and businesses to our joint mission. • Increased engagement of Connecticut’s suburban residents.

Professional Soccer Interests at Dillon Stadium

The integration of private, soccer-related business enterprises must be artfully and thoughtfully executed. The industry is complex and evolving — let us understand the current landscape:

The United States Soccer Federation (US Soccer) is the governing body of soccer in our country. The US Soccer league system is known as the US Soccer Pyramid with three divisions of leagues.

Men’s Professional Soccer Leagues

Division I Major League Soccer (MLS) is unrivaled at the top of the US Soccer pyramid. Hartford does not meet the criteria for a MLS franchise.

Division II The United Soccer League (USL) is the US Soccer endorsed Division II league. This league is experiencing continued support and rapid growth. In time, Hartford would be a good home for a USL franchise — with the right ownership group and the right approach. However, even in the best case scenario, a Division II team could not sustain the stadium operation alone.

The North American Soccer League (NASL) is struggling to maintain Division II status — denied a 2018 waiver to do so — and recently sued US Soccer as a result. That said, the league’s outlook is not promising.

Division III The National Independent League (NISL) is a new, independent third division professional soccer league currently in planning stages. The USL is also planning a Division III league.

Amateur Amateur Leagues, such as the Premier Development League (PDL) and the National Premier Soccer League (NPSL) are unofcially considered the fourth division of the soccer pyramid. For example, Hartford City FC is a local National Premier Soccer League (NPSL) team, an amateur league with a total of 96 teams.

Women’s Professional Soccer Leagues

The National Women’s Soccer League (NWSL) is the top league in the US Soccer pyramid followed by two amateur leagues, United Women’s Soccer (UWS) and Women’s Premier Soccer League (WPSL).

Our Approach to Professional Soccer in Hartford

Start with why. Why does Hartford want a professional soccer team? We must fully understand the answer to this fundamental question to select the appropriate team, league, investors and partners. Team ownership is often a vanity project for wealthy individuals, rather than the rightful expression of community, unity and pride.

Soccer is a universal language and a point of entry for Hartford to be a global citizen. It is important who represents us and how we represent ourselves.

Be patient in the development process. Hartford must take the time to become recognized as a credible and stable market. There is no pressing opportunity available today that will not be available a year from now. Build partnerships with existing homegrown teams and community programming. Look to host US Soccer national team development games, u15 through u23.

Ask UConn. The University of Connecticut’s soccer programs — men’s and women’s — are elite clubs and would be ideal, high-end users of the venue. UConn Soccer is more valuable than a Division 2 team. We highly recommend engaging the University of Connecticut in the master planning process.

Prioritize women’s professional soccer. A potential NWSL franchise ofers the highest reward for Hartford. The University of Connecticut women’s program — and their remarkable success — has established Connecticut as a pioneer in women’s athletics with a strong fan base. Meanwhile, the late, great coach Tony DiCicco, a Wethersfield native, led the US women’s national team to win an Olympic gold medal in 1996 and the 1999 Fifa World Cup.

NWSL franchises also receive equitable distribution of US national team players — meaning Hartford would be represented by US Soccer team members in each World Cup and Summer Olympic Games. Scope of Work Master Planning Process

NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Kick-of & Project Review Task 1.0 Stadium Visioning & Master Planning Task 3.0 Brand Identity Development Task 4.0 Community Outreach & Survey Task 5.0 Synthetic Turf Review and Selection Task 6.0 Phase One: Design Development Task 7.0 Bid & Construction Documents

Bid Phase Services Task 7.1 During Construction Task 7.2

Scope of Work

Task 1.0 | Kick-of & Project Review

A kick-of and project review meeting will be held with the City of Hartford and CRDA with the Project Team (Civic Mind & Stantec) to review project schedule, process, approach/scope, survey information and existing site. The purpose of the meeting is to review the overall project scope and cover all the perceived/real current and anticipated issues that need to be addressed in order to ensure a successful project for the City and the neighborhood. The Project Team will develop the initial project scope and detailed schedule as well as prepare notes from the meeting for distribution.

Task 1.0 Deliverables • Kick-of & Project Review Meeting • Scope of Work • Detailed Project Schedule

Task 1.1 | Facilities Assessment

Immediately following the Kickof Meeting, the Project Team will visit the site for a facilities inventory and condition assessment. This Inventory will assess the condition of the existing facilities, infrastructure, constraints and opportunities of the existing stadium facilities.

Task 1.1 Deliverable: Technical Memorandum summarizing the condition of the existing facilities. Task 2.0 | Project Management

Civic Mind will manage all aspects of the project, administration etc. and be the day to day contact for the City. These tasks will include but not be limited to: • Overall Project Programming & Direction • Schedule • Community Benefits Development • Resource Development, Corporate Relations & Fundraising • Public Interface, Relations & Processes (Outreach, Public Meetings, Social Media, etc.)

Task 3.0 | Stadium Visioning & Master Planning

Once the team agrees to the scope, project management schedule and the public interface for the development, the next phase is devoted to shaping the final asset. Civic Mind proposes a minimum of three public meetings with the community to establish a shared vision and provide impute to the master plan for Dillon Stadium.

1st Meeting — Review the existing conditions, proposed programming, potential phasing, and understand community concerns and solicit feedback.

2nd Meeting –- Present up to three concepts included potential phasing and construction logistics to the community for comment and feedback.

3rd Meeting — Based on the community comments present a final master plan for community input.

Civic Mind will also maintain a project website for community stakeholders to submit feedback, ask questions, make suggestions, follow project updates, stay connected to the public meetings schedule and notes, and follow the overall project schedule.

Civic Mind will also hold community meetings during construction phases to present our progress to the community, track the budget and timeline, and to answer questions.

Task 3.1 | Stadium Visioning Workshop

The Project Team will lead the City in a Visioning Session/Workshop to assist in finalizing the stadium vision and confirm that all of the City constituent’s views are incorporated in the designs and have a shared understanding of where the Stadium needs to be positioned for recruitment of the desired sports league(s). This workshop will also review the vision for how the Stadium will continue to fit into the high school user groups. Stantec shall review Existing Site Analysis Plan, illustrating, the surrounding neighborhood fabric, connections, stadium access, circulation, parking, site constraints, existing drainage patterns, etc. for the existing Stadium complex. This session will also assist in developing the Master program. A vision statement, series of inspirational images (image board), three dimensional rendering (that captures the Stadium vision) and Master program will be the outcome of this stage of the planning & design process.

Task 3.2 | Master Program & Functional Program

At this stage of the project, the design team will review the Master Program for the Stadium and develop the functional program. This program must consider phasing to assist with potential financial phasing or challenges. The development of a functional program field renovation, phased seating with the expansion of the seating capacity to 8000 seats and the addition of support facilities, retail to the southwest side to create an exterior street front presentation, stadium infrastructure requirements and connections to the City systems. The stadium shall have field change rooms, field storage rooms, public washrooms, press box for the media, game ofcials and team spotters, and concession area. This functional program shall be documented and organized into a Functional Programming Report for review by the City.

Task 3.3 | Stadium Master Plan

Based on the visioning session and functional program Stantec will develop up to three (3) Schematic Master Plan options for the Stadium also with cost diferences in the three (3) schemes. Other pros and cons will also be discussed including Construction phasing of these options and construction impact to Stadium/Neighborhood. Based on feedback from the three (3) options, the Project Team will develop a final preferred Master Plan; this plan will include the initial phase seats and a future phase increasing to 8000 seats. Once the final plan is reviewed and accepted by the City, the Project Team will provided a rendered plan suitable for high resolution printing and fundraising. Three dimensional view of the proposed Master Plan will also be discussed and two (2) views will be provided. If additional views are desired they can be provide for an additional service. These photo realistic renderings are very efective on getting constituent, public etc. to understand the completed vision of the project and generate excitement for the project.

Task 3.4 | Schematic Opinion of Probable Project Costs

Based upon the Preferred Master Plan option, the Project Team will prepare and provide a detailed Opinion of Probable Project Costs. These itemized costs are anticipated to include:

Materials & Insulation Costs Demolition and Site Removals Earthwork and Drainage Stadium Seating and Structures Building Improvements Stadium Fencing, Netting and Fixed Athletic Equipment Costs Contractor Costs General Construction Conditions Contractor’s Overhead and Profit Construction and Materials Testing Costs

Contingencies & Owner Costs Construction Contingencies Design Contingencies Owner’s Project Management Costs (Provided with the assistance of the Owner)

Task 3.5 | Phasing Plan

Based upon the Preferred Master Plan option and the project budget for phase one, the Project Team will prepare a phasing plan and for the Stadium Master Plan. This plan will provide a detailed phase one, illustrate what may remain and will what will be demolished to make way for phase one construction and based on the aggressive schedule and the budget that may or may not be available, this phasing plan may include a phase 1A and phase 1B.

Task 3 Deliverables: • Site Analysis, Image Board, Vision Statement, Three Dimensional Rendering • Master and Functional Programs • Master Plan Options, Final Master Plan • Master Plan Color Rendering (hard copy and electronic format) • Schematic Opinion of Probable Project Costs • Phasing Plan • Meeting Attendance: • Visioning Work Shop • Programming Meeting • Design Review Meeting, Master Plan Options • Design Review Meeting, Preferred Master Plan • Opinion of Probable Project Costs

Task 4.0 | Brand Identity Development

Once the vision for the New Dillon Stadium is set, the Brand Identity Development can start. Civic Mind will run through a design process, that translates the vision into a Brand for the Stadium. As the vision will, this Brand Identity will consider many factors. This process will consider alternatives, refinement and final Brand Identity Presentation. Once the City signs of on the final Brand Identity, examples of how the Brand will be used in marketing and inclusion in the Stadium will be developed. Task 4.0 Deliverables • Brand Logo Design & Development Alternatives • Final Brand Logo Design & Use Guidelines • Copywriting to support Brand Identity • Marketing & Outrage Materials including Website & Advertising • Meeting Attendance • Branding Alternatives Workshop(s) up to 3 • Final Brand Identity Presentation • Review Meeting, Review Development of Brand Identity Materials • Design Review Meeting, Website Development

Task 5.0 | Community Outreach & Surveying

We’ve found that the greatest user and community satisfaction in a completed project comes when a thorough Community Outreach process is built into the project schedule. Our proven community input method is ideally implemented in three (3) community/public meetings. This meetings will be held as part of Task 3.0 as the Programming and Master Plan Options progress. We would also hold post meeting with City and Project Team as a follow up to the public meetings. As part of Task 2, this efort would also use social media to solicit input from the community.

Task 5.0 Deliverables • Community Meetings (up to 3) • Post Meetings & Discussions (up to 3)

Task 6.0 | Synthetic Turf & System Review and Selection

In conjunction with the Programming Meeting, the Project Team will also familiarize the City and the User Groups with the myriad of available infilled synthetic turf systems and specialty athletic surfacing vendors. Also as part of the system consideration, Stantec will present findings from a few recent industry studies, one study on g-max levels of natural grass and the second on concussions and impact considerations of synthetic turf fields. Based upon the City and User Group’s responses to questions, Stantec will prepare a performance based technical specification for the infilled synthetic turf system. Based on the desire to attracted, NCAA and professional teams to the venue we assume the field will require FIFA Certification and also review this process with the City.

Lastly, the Project Team will also organize site visits to various facilities in the area for select members of the group to review installed synthetic turf system products. Presentations and site visits can be held on back to back days or can be scheduled independently depending on individual participant’s schedules. Task 6.0 Deliverables • Synthetic Turf Presentation, Discussion and Recommendation (will also include recently Turf Surfacing Concussion Study) • Meeting Notes

Task 7.0 | Phase One:

Design Development, Bid Documents and Construction Documents

Based upon the approved master plan and phase one option, Stantec will prepare design development and construction documents for public bid, setting forth in detail the requirements for construction of phase one of the project. Stantec will prepare drawings that fix and describe the proposed project in layout and materials, drainage and site hydrology, site access, rehabilitation of existing conditions, conflicts with utilities, grade diferentials and other issues as identified by phase one during the master planning process. Design Development will be reviewed weekly and the Construction Drawings will be prepared in AutoCAD format and are anticipated to include:

• Site Preparation and Demolition Plan • Layout and Material Plan • Grading and Drainage Plan • Site Utility Plan(s) • Grandstand Plans and Details • Building Plans and Details • Renovation Plans and Details • Athletic Field Grading and Drainage Plan • Athletic Field and Equipment Details • Athletic Field Line and Logo Layout Plan • Site Improvement Details, as required

Stantec will also prepare Technical Specifications and compile the Project Manual for pricing by selected specialty bleacher and turf contractors. It is assumed that Front End Matter, Bidding Requirements, Contract Forms and General Conditions will be provided with the assistance of Hartford Department of Public Works to meet standard City construction contracts.

Drawings and Specifications will be submitted to the City at the 50% and 90% review stages. Stantec will attend three (3) review and coordination meetings with City. It is understood that the City will distribute the drawings and specifications to the bidders via Project FTP Site (Set up by Stantec for City’s and the Project Team to use throughout the project), up to 6 copies to be provided to the City and hard copies for City use. If desired by the City we can make the bid documents available to download via a project FTP site avoiding the printing and shipping. This scope of work assumes site survey, geotechnical engineering and existing utility information will be supplied by the City. It also assumes that potential necessary renovation work as part of phase one maybe completed by the City’s consultants as part of the development team.

Task 7.0 Deliverables • One (1) set of 50% Construction Documents (100% Design Development) and one (1) set of 90% Construction Documents including Technical Specifications • An Updated Opinion of Probable Project Costs at 90% CD phase • 100% Construction Documents and Technical Specifications for Bidding • Meeting Attendance: • Design Review Meetings • 50% CD Review • 90% CD Review

Task 7.1 | Bid Phase Services

Due to our significant experience in sport design and construction projects, we will assist the City in identifying local and regional specialty athletic field contractors. This type of work requires a minimum amount of experience to insure that the athletic components and material work in concert.

Stantec will also attend the Pre-Bid Conference and respond to questions in writing as they arise. Stantec will prepare addenda information as required and assist the City in the evaluation of bids and sub-contractor qualifications.

It is assumed that the infilled synthetic turf system construction will be included as part of the base contract under the responsibility of the general contractor. The bid form will however be developed to allow City’s flexibility in selecting the desired system and vendor based upon add or deduct alternate pricing.

Stantec will review the bids and attend a de-scoping meeting with the University to evaluate and discuss the bids.

Task 7.1 Deliverables • Preparation of a Bid Evaluation Memo and Vendor Recommendation • Meeting Attendance • Pre-bid Meeting • De-scoping Meeting Task 7.2 | Services During Construction

Note: Tasks identified in this Phase is based upon significant experience with this project type and the knowledge of what is required to properly assist the Contractor and the City in meeting the project schedule while still maintaining a high standard of quality.

Task 7.2.A | Construction Meetings and Site Visits

Stantec will provide services during construction of the project in support of the City. We anticipate these services will include: • Attendance Senior Sport Staf at the (1) Pre-Construction Conference. It is assumed that meeting notes will be prepared and distributed by the selected general contractor. • Attendance at bi-weekly (or appropriately timed) project meetings. For the purposes of this proposal we have assumed attendance at up to ten (10) project meetings in addition to the Pre-Construction Conference. It is assumed that two (2) enior Stantec project team members will attend each of these meetings. It is assumed that meeting notes will be prepared and distributed by the selected general contractor. • Five (5) regular site visits to familiarize Stantec with the progress of construction are anticipated as part of this phase of the project. These site visits may or may not be held in conjunction with the project meetings depending on the progress and schedule. • Up to four (4) other site visits will be held at appropriate milestones during construction.

These milestones are anticipated to include: • Completion of removal of the Synthetic Turf surface to inspect the elayer for leveling, patching & shimming • Completion of elayer leveling, patching & shimming prior to turf install • Completion of Synthetic Turf Carpet Seaming prior to Infilling • Completion of Synthetic Turf System Infilling • Site visit notes and photographic documentation will be prepared for each site visit. It is assumed that one (1) senior Stantec project team member will attend the milestone visits. There may however be stages in which two (2) senior Stantec project team members will attend.

Task 7.2.B | Ofce Administration

Stantec will provide assistance to City in the administration of the construction contract including review of contractor submittals, shop drawings, requests for information, schedule of values and applications for payment, and the preparation of sketches and field reports as required.

Task 7.2.C | Project Closeout

Stantec will prepare a preliminary Punch List and monetized Final Punch List for the scope of work outlined in this proposal. In addition Stantec will review the contractor/vendor’s as-built field layout drawings and warranty information prior to delivery to the City of Hartford.

Task 7.2 Deliverables Meeting Attendance: • Pre-Construction Conference • Up to six (6) Weekly Construction Meetings • Site Visit Notes for up to ten (10) site visits (includes 4 critical site visits if they need to occur other than the weekly meeting) • Preliminary Punch List/Site Visit Meeting • Monetized Final Punch List/Site Visit Meeting Operations and Management

Overview

We are ready to partner with the City of Hartford, financially and operationally, on executing the redevelopment and management of Dillon Stadium. Civic Mind is also prepared to manage the programming, marketing, operations and maintenance of the venue.

Our approach would promote Hartford as a valuable urban center, promoting collaboration and a renewed regional identity throughout Greater Hartford.

Our financial plan includes diverse sources of funding — a combination of which successfully finance the development and sustainable operation of the venue.

Sources include traditional venue operations revenue streams such as sponsorship, advertising, ticketing and events, concessions and merchandising revenue, and lease agreements with private tenants.

Other sources include traditional sports facility revenue such as sponsored programming, tournaments, invitationals, fee based programming (camps, clinics, academies and recreational programs) and newly created programming (ie: The Connecticut River Classic, the Colt 5k, etc).

We would also apply our experience in non-profit fundraising, executing crowdfunding campaigns for specific capital improvements, developing and cultivating donor relations, and seek local and national grant funding.

We have engaged Mark Greenberg of MGRE as a private investor to finance capital improvements based on our demand-driven, pragmatic, phased development plan. As mentioned previosuly, Mark is the founder of one of the largest real estate management firms in the New York metropolitan area with 25+ ofce buildings, shopping centers and industrial buildings in Connecticut alone. The combination of Mark’s real estate acumen and financial capacity will ensure a fiscally responsible approach to this endeavor. Detailed financial documentation can be made available upon entering more serious discussions with the CRDA and the City of Hartford.

As part of our resource development plan, Civic Mind has engaged Neighborly, a technology platform that allows individuals to invest in civic projects through municipal bonds while providing direct access to investors and data transparency for all stakeholders.

Neighborly delivers the opportunity to finance public projects to a new generation interested in directly impacting the places where they live, work and play by democratizing access to the municipal market and simplifying the process of investment. Neighborly’s platform connects cities and communities directly to their own residents, unlocking local capital for important projects. A potential partnership with Neighborly reinforces our community-driven approach, facilitates community access and participation in the project’s development, and raises important capital improvement funds. We believe the combination of a strong development plan, Coltsville Historic District’s rich legacy and the significant momentum of the neighborhood’s revitalization would make this project attractive for local and national investment — and Neighborly is the ideal platform to capitalize on this opportunity. We are currently working with Lindsey Brannon, Public Finance and Jason Anderson, Capital Markets in Neighborly’s NYC ofce.

Our working pro forma is attached to demonstrate our financial modeling, however, an accurate financial plan is unable to be fully developed without further discussion with the CRDA and the City of Hartford as we’ve identified specific variables that would significantly impact our pro forma. Nevertheless, we are fully capable of creating a sustainable financing plan for Dillon Stadium’s redevelopment.

Variables

User Groups

An important variable will be definitively identifying current and prospective end user groups of the venue as this will further define operational revenue, financial partners and media value.

University Use

UConn’s involvement in the project — now or conditionally in the future — would influence the design and development of the venue. For example, UConn warrants a natural grass playing surface. If UConn were interested in utilizing Dillon Stadium, we could plan to utilize an artificial surface for 10- 15 years to grow the venue to UConn’s standards — then transition to a natural playing surface.

UConn’s participation in the venue would engage an existing fan base of UConn Athletics translating into public and private investment in the facility. More practically, the University of Connecticut’s brand appeal adds a level of safety and security for Greater Hartford’s timid suburban population while furthering UConn’s presence and investment in the Capitol City.

Transportation Plan

The RFP outlines 2,200 parking spaces in the vicinity of the stadium, however, with no use agreements. Additionally, the Park’s Advisory Commission’s report specifically identifies trafc flow as a concern with suggested solutions such as trolleys, the Dash, the Convention Center, connections to FastTrak and the development of a parking garage.

In short, we must create a comprehensive transportation plan in partnership with the CRDA and the City of Hartford. Hartford Finances

The City of Hartford potential bankruptcy filing is a concern — as is the absence of a State budget. Beyond financial constraints, the general anxiety associated with an unclear future systemically afects our plan. For example, will Hartford have staf available to dedicate to this project if the City must file for bankruptcy?

Branding and Naming Rights

We believe the brand identity of Dillon Stadium needs to evolve as a part of the development process. With respect to John Dillon, the Hartford football coach the venue is currently named, we believe we can find a compromise and alternative form of recognition such as a seating section, tournament or scholarship honoring Dillon’s contribution.

1. Dillon Stadium possesses significant negative publicity and history that will be costly to reverse 2. The current naming is antiquated and limits the venue’s potential 3. A new brand is an opportunity to design a more reflective community and regional identity 4. A new brand ofers the ability to raise required capital to develop the venue.

Zoning and Ordinances

We have a number of outstanding zoning and regulatory questions to work through. Can alcohol be sold at Dillon Stadium? Can a billboard be erected facing the highway? Can retail be developed along Huyshope Avenue?

Role of City Council • (Exhibit F)

The City of Hartford’s Court of Common Council will provide important insight to ensure the access, equity and inclusion of Hartford’s residents. City Council will also be engaged in the development and approval of community use and benefits plans.

However, the public-private partnership structure renders City Council’s role in establishing a specific fee structure obsolete. City Council should not have a role in the determination of specific fees and rate structures as any private vendor should maintain operational and administrative liberties. We believe protections for our community should be established, but City Council vote is simply not the appropriate mechanism.

In turn, our role in the public-private partnership recognizes our responsibility to ongoing eforts to minimize expense to community users groups and taxpayers. We believe the maximization of community use is to the benefit of the venue through the increased value-proposition to media, sponsorship and advertising sales. We would like to maintain the operational flexibility to waive fees, create revenue sharing agreements, or individual lease agreements as a tool to facilitate maximum community use. 50,000 112,500 120,000 100,000 425,000 850,000 400,000 TBD 5,000,000 Year 8 Year $ 475,000 $ 6,107,500 $ 750,000 $ 6,582,500 $ $ 112,500 637,500 0 75,000 120,000 100,000 425,000 250,000 700,000 400,000 TBD Year 7 Year $ 675,000 $ 720,000 $ 500,000 $ 1,395,000 $ $ 75,000 425,000 0 75,000 50,000 120,000 100,000 425,000 350,000 700,000 TBD Year 6 Year $ 475,000 $ 870,000 $ 500,000 $ 1,345,000 $ $ 75,000 425,000 0 75,000 50,000 120,000 100,000 425,000 350,000 700,000 TBD Year 5 Year $ 1,345,000 $ 475,000 $ 870,000 $ 500,000 $ $ 75,000 425,000 75,000 50,000 120,000 425,000 350,000 250,000 700,000 TBD 5,000,000 Year 4 Year $ 6,495,000 $ 475,000 $ 6,020,000 $ 500,000 $ $ 75,000 425,000 0 0 37,500 120,000 375,000 250,000 500,000 200,000 TBD Year 3 Year $ 857,500 $ 625,000 $ 232,500 $ 250,000 $ $ 37,500 212,500 0 0 37,500 120,000 375,000 250,000 200,000 400,000 TBD Year 2 Year $ 757,500 $ 625,000 $ 132,500 $ 250,000 $ $ 37,500 212,500 0 37,500 120,000 300,000 300,000 200,000 400,000 TBD 5,000,000 Year 1 Year Working Pro Forma Working $ 5,657,500 $ 700,000 $ 4,957,500 $ 250,000 $ $ 37,500 212,500

CONFIDENTIAL Sources Partner Naming Venue Investment Private Sponsors Secondary (2) Billboard Highway Crowdfunding Donors, Grants, Sharing Revenue Budget Annual Uses Management Project (Design + Development) Stantec + Management) (Operational Mind Civic Budget Improvement Capital 9m) I ($6 to Phase 9m) II ($6 to Phase 9m) III ($6 to Phase etc) Programming, (Events, Sharing Revenue (15%) Benefits Community Payments / Debt (85%) — ROI LLC Mind, Civic Government

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Democratized access. Multi-channel community marketing. Neighborly makes bonds available to the community, not From sophisticated digital platforms to physical just large institutional or experienced investors. We have marketing assets, such as posters, postcards, door issued bonds in $1,000 denominations, less than the hangers and even stickers, we can use an array of traditional $5,000. touchpoints to help market an upcoming deal.

Eficient, transparent transactions. Commitment to ongoing investor education. We bring modern technology solutions to public finance, Neighborly ofers an extensive online and downloadable making bond oferings eficient for issuers and enables “Beginner’s Guide to Municipal Bonds” on our website. individuals to invest in bonds directly. We publish updates on the latest developments in public finance for professional investors and individuals.

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This material is provided solely as a matter of possible interest. The information provided is not intended to be and should not be construed as “advice” under Section 15B of the Securities Exchange Act of 1934 or the municipal advisory rules of the SEC and MSRB. Neighborly Corporation, a Delaware corporation and its wholly owned broker-dealer Neighborly Securities(“Neighborly”), is acting for its own account. Neighborly is not a municipal advisor, financial advisor or agent and has no advisory, agency or fiduciary duty to any person pursuant to Section 15B of the Securities Exchange Act of 1934 or Section 975 of the Dodd-Frank Wall Street Reform and Consumer Protection Act. Securities are ofered through Neighborly Securities, member FINRA, SIPC and registered with the MSRB. Community Beneft Plan

In order for this project to succeed in current market conditions, the engagement of our community must be a core value in our approach. Our commitment to our community will be the trademark of this project.

In partnership with the City of Hartford, we will develop a new model for public-private partnerships and community based sports infrastructure. Our joint venture will engage the community in the planning, development, operations and programming of the facility. We will maintain open communication with our citizens and stakeholders through consistent surveying and feedback systems throughout the duration of our engagement.

Our public-private partnership will showcase our strength and capacity as a united community to develop socially responsible solutions. While we have a large scale sports facility in East Hartford, the size and scale of the facility does not encourage or allow community engagement or use. Dillon Stadium is scaled at a size in line with regional needs and conducive to creating a vibrant “Home” atmosphere. Adjacent to the historic Colt Factory and Colt Park, our project succeeds only by supporting and enhancing these community assets.

As a social enterprise, we believe the revenue sharing benefits to the City of Hartford should be seen in the form of capital improvements of infrastructure and increased or enhanced programming related to the venue and its corresponding activities. If desired, we believe our plan can streamline the management, marketing and maintenance of Colt Park entirely.

We anticipate strategic partnerships with Hartford non-profit organizations such as Riverfront Recapture, BiCi Co. and the Greater Hartford Arts Council to support and cross promote mutually beneficial initiatives.

We are committed to: • The overall revitalization of Dillon Stadium and Colt Park. • Designing an environmentally progressive development and operations including locally sourced construction materials. • Creating a forward-thinking venue designed to honor the historic heritage of the neighborhood. • Build local and regional high school and collegiate participation. • Facilitate community access to premier facilities. • Formation of a Community Board. • Program and event development with community organizations. • Prioritizing employment of Hartford citizens, preference to Hartford vendors, sponsors, entertainment strategic partners and private tenants. • The creation of localized, focused charitable giving programs including scholarships, awards and grant programs.