CONCEPTUAL RENDERING INTERIOR OF RENOVATED SHED B ROCHESTER PUBLIC MARKET LOOKING EAST MASTER PLAN REPORT
Rochester Public Market Renovations and Expansion to Wintershed Facility Master Plan Report - Executive Summary
Introduction
In January 2011, the City of Rochester Department of Environmental Services, Bureau of Architecture and Engineering retained a professional services and design team led by T.Y. Lin International, with PLAN Architectural Studio and Market Ventures Inc., to prepare a Master Plan and Schematic Design for comprehensive renovations and expansion of the Rochester Public Market Wintershed. The Wintershed (referred to as Shed B) is an enclosed facility of approximately 10,500 sf constructed in 1978, that exhibits deficiencies with regards to code compliance, vendor stall sizes, circulation, transparency & visibility, plumbing and HVAC.
This report is the result of the collective efforts of the information gathered from multiple sources over a one-year period, outlining recommendations to accomplish the following goals set forth by the City of Rochester, the project team, and stakeholders of the Rochester Public Market (RPM):
1. Create an active market district throughout the week and year 2. Serve a wide range of customers, including low income families 3. Create expanded, modern enclosed facilities that meet the needs of current and future vendors, as well as the public (including additional restrooms) 4. Develop facilities for events and educational programming 5. Ensure operational continuity for current vendors 6. Expand the number of vending spaces under cover
Contents of this Report
This report consists of the following documents:
- Master Plan - Site Plan Drawing - Master Plan - Site Plan Drawing with Alternatives - Concept Floor Plan of Rehabilitated Wintershed - Master Plan Concept Cost Projections Appendixes: - Market Analysis - Financial Analysis - Consumer Survey - Existing Conditions Report of Wintershed
Master Plan Program and Phasing
The Master Plan proposes a phased construction strategy to accomplish the six goals outlined above:
Phase IA Construct new open Shed ‘D’ $ 2,310,000 Phase IB Winterize existing Shed ‘C’ $ 1,590,000 Phase IC Renovate existing Shed ‘B’ into a “Wintershed-plus” $ 4,536,750 Total for Phase I $ 8,436,750 Phase II The Market House & Market Plaza $ 1,997,550 Phase III New storefront building (Public-Private Partnership) $ 2,885,000
Alternate Scenario Single phase project: Only renovate existing Shed ‘B’ as a Wintershed: $ 4,103,750 Alternate Scenario – Single Phase Project: Only renovate existing Shed ‘B’ as a Wintershed An alternate scenario, in which only Shed ‘B’ is renovated, rather than a multi-phased plan, has been explored. This would provide limited improvements to the existing Wintershed and adjacent food kiosks. In this scenario, the shed would not be enlarged and the amount of vendor spaces under cover would not be increased. Nor would it provide additional toilet rooms or a pedestrian-oriented market plaza with facilities for educational programming. As the Designers, we would not recommend this option due to its limited scope which would not achieve the six previously outlined goals.
Master Plan Summary
The Master Plan will accomplish the six goals outlined, and includes improvements to the Wintershed and its positive impact on the entire Rochester Public Market (RPM). As noted in the Financial Analysis located in the Appendixes, annual gross operating income for the RPM could increase by 39 percent from its current budget by implementing this rational phased approach. The following positive outcomes will be achieved:
1. An active market district will be maintained and increased throughout the week and year with additional updated enclosed facilities, and storefronts that could be open later hours and on non- market days. 2. A wide range of customers, including low income families will be served by creating opportunities for a variety of product types. 3. Updating and expanding the amount of enclosed facilities by enclosing Shed ‘C’ and expanding Shed ‘B’, including new and enlarged restroom facilities. 4. The renovated Market House and Market Plaza will provide facilities for events and educational programming. 5. Phased construction allows continued operation of vendor and market operations, while spreading out the construction costs over multiple years. It also provides for the displacement of existing Wintershed vendors into permanent facilities during its renovation (with the exception of the food vendors). This allows the Rochester Public Market to expand its facilities while minimizing the need for temporary facilities. 6. The Master Plan recommendations provide a wider variety of vendor space types than what is currently being offered, and increases the number of vendor spaces under cover.
The following components of the Program are as follows:
Phase IA – Construct new open Shed ‘D’ A new open shed is proposed in the location of where the original 1905 market shed once stood. It would provide 48 additional vendor stalls. This phase will contribute to an active market district by introducing “Market Street”, encouraging pedestrian activity along existing Commission Row. It would ensure operational continuity for current vendors, acting as ‘swing space’ to accommodate displaced vendors while other buildings are being renovated. This will minimize interruption to vendor operations throughout construction phases and expand the number of covered vendor spaces.
Phase IB – Winterize existing Shed ‘C’ The existing open shed would be enclosed with overhead aluminum and glass garage doors and storefront. This phase will contribute to several goals, including the creation of modern, enclosed facilities that would ensure operational continuity for displaced Wintershed vendors during renovations. Upon completion, this newly enclosed facility would expand the number of vending spaces undercover, contributing to an active market district throughout the year. Phase IC – Renovate existing Shed ‘B’ into a “Wintershed-plus” The existing enclosed shed would be enlarged to accommodate vendor cooler and storage space, incorporate the existing food kiosk vendors, widen the circulation aisle, provide code compliant plumbing and heating, and add public restrooms. Visibility to and from the shed will be provided through transparent aluminum and glass overhead garage doors and storefront. This phase will contribute to an active market district throughout the year with its significantly improved enclosed facilities, and, along with Shed ‘C’, and Shed ‘D’, expand the total number of RPM vending spaces under cover.
Phase II – The Market House and Market Plaza This phase will include demolishing the existing restroom structure and restoring the existing 1930s Market House for an educational facility with a demonstration kitchen and interpretive center. The restored brick masonry Market House and new glass-enclosed addition would anchor an improved, pedestrian-oriented Market Plaza in the heart of the Public Market. This phase would contribute to an active market district throughout the week and year, serve a wide range of customers, and provide facilities for events and educational programming.
Phase III – New Storefront Building (Public-Private Partnership) At the northwest corner of the Market adjacent to the Union Street entrance, a new 9,100 sf storefront building is proposed, that could house food producers with potential retail components. This phase would contribute to an active market district throughout the week and year, as these vendors would be operating regardless of whether the RPM was active. This building could accommodate existing RPM vendors who seek to expand their operations, or draw in merchants and vendors looking to locate their businesses to the Market.
SUMMARY CONSTRUCTION COST PROJECTIONS ROCHESTER PUBLIC MARKET WINTERSHED PROJECT MASTER PLAN PLAN PROJECT No.: 059.11.01.01 LOCATION: Rochester, NY 13-Feb-12 PHASE: Master Plan / Early Schematic
4-PHASE MASTER PLAN SCENARIO HARD COSTS SOFT COSTS TEMP. ITEM COSTS PHASE APPROXIMATE MASTER PLAN LEVEL CONSTRUCTION CONTINGENCYARCHITECTURAL FEES ENGINEERING (CSMPE) FEEABATEMENT DESIGN GEOTECHNICAL MISC. REIMB. EXPNS SPECIAL INSPECTION CM FEES PROJECT COST # SCOPE ITEMS - BY PHASE CONSTRUCTION COST DESIGN CONTINGENCY (20%) (5% NEW - 10% RENOV.) (60-70% OF 10-12%) (30-40% OF 10-12%) FEES (LUMP EST.) TESTING/ANALYSIS (PRINT., POST., ETC.)TESTING & FEES (.065 %) (5%) IA Construct New Open Shed D $1,600,000 $320,000 $80,000 $134,400 $57,600 $0 $4,000 $5,000 $12,480 $96,000 $2,310,000
IB Winterize Shed C $1,100,000 $220,000 $55,000 $92,400 $39,600 $0 $0 $5,000 $8,580 $66,000 $1,590,000
IC Renovate Shed B (as Wintershed-Plus) $2,900,000 $580,000 $290,000 $250,560 $167,040 $5,000 $4,000 $5,000 $22,620 $174,000 $4,400,000 Temp. Food Vendor Trailers $625 $1,875 $5,000 $100,000 $107,500 Temp. Utilities for B Vendors in Shed C $750 $2,250 $1,250 $25,000 $29,250 PHASE I SUBTOTAL $8,436,750
II The Market House & Market Plaza $1,300,000 $260,000 $130,000 $112,320 $74,880 $5,000 $3,000 $5,000 $10,140 $78,000 $1,980,000 Temp. Trailer for Market House $450 $1,350 $750 $15,000 $17,550 PHASES I & II TOTAL $6,900,000 $1,380,000 $555,000 $591,505 $344,595 $10,000 $11,000 $20,000 $53,820 $421,000 $140,000 $10,434,300
III Storefront Building $2,000,000 $400,000 $100,000 $156,000 $84,000 $0 $4,000 $5,000 $15,600 $120,000 $2,885,000 (Public / Private Partnership)
PHASES I, II & III Total for all Master Plan Items (including GRAND TOTAL Public / Private Partnership Project) $8,900,000 $1,780,000 $655,000 $747,505 $428,595 $10,000 $15,000 $25,000 $69,420 $541,000 $140,000 $13,319,300
SHED B RENOVATION ONLY SCENARIO HARD COSTS SOFT COSTS TEMP. ITEM COSTS PHASE APPROXIMATE MASTER PLAN LEVEL CONSTRUCTION CONTINGENCYARCHITECTURAL FEES ENGINEERING (CSMPE) FEEABATEMENT DESIGN GEOTECHNICAL MISC. REIMB. EXPNS SPECIAL INSPECTION CM FEES PROJECT COST # SCOPE ITEMS - BY PHASE CONSTRUCTION COST DESIGN CONTINGENCY (20%) (5% NEW - 10% RENOV.) (60-80% OF 5-12%) (20-40% OF 5-12%) FEES (LUMP EST.) TESTING/ANALYSIS (PRINT., POST., ETC.)TESTING & FEES (.065 %) (5%) I Renovate Shed B as Wintershed $2,565,000 $513,000 $256,500 $258,552 $110,808 $5,000 $3,000 $5,000 $20,007 $153,900 $3,890,000 New Food Kiosks & Assoc. Site Work Temp. Tent Structures for Shed B Vendors $2,625 $875 $3,500 $70,000 $77,000 Temp. Utilities for B Vendors in Tents $750 $2,250 $1,250 $25,000 $29,250 Temp. Food Vendor Trailers $625 $1,875 $5,000 $100,000 $107,500
GRAND TOTAL $2,565,000 $513,000 $256,500 $262,552 $115,808 $5,000 $3,000 $5,000 $20,007 $163,650 $195,000 $4,103,750
Notes: 1) Cost Projections include approximate site improvement costs. 2) Cost for all phases include a 5% escalation for 2013 construction season. 3) Cost projections for construction beyond 2013 should be adjusted for escalation (dependent upon final phasing). 4) Cost projections are based upon a master plan (pre-schematic) level of design. 5) Architectural & Engineering Fees % Breakdown varies per Project Type. 6) Architectural & Engineering Fees % of Construction Cost varies per Project Type, includes Design Contingency, and excludes Construction Contingency. 7) Temporary Utility Costs are not included as it is assumed they will be offset by existing utility costs (Except for new temporary utilities provided to Shed C). www.marketventuresinc.com
118 William Street 207.321.2016 Portland, Maine 04103
Rochester Public Market Renovation & Expansion Project Market Analysis
Prepared for the City of Rochester
February 10, 2012 Table of Contents
1. Summary of Conclusions ...... 3
2. Introduction ...... 3 Research methodologies ...... 4
3. Market description ...... 5 Location and facilities ...... 5 Product mix ...... 7 Customers ...... 9 Management ...... 17 Marketing ...... 18 Finance ...... 18
4. Best practices ...... 19 Key factors for success ...... 19 City Market, Kansas City ...... 23
5. Customer Demand Analysis ...... 25 Trade areas ...... 25 Tourists ...... 32 Sales potential ...... 33 Demand analysis conclusions ...... 36
6. Supply Analysis ...... 37
7. SWOT Analysis ...... 40 Strengths ...... 40 Weakness ...... 41 Opportunities...... 41 Threats...... 41
8. Conclusion ...... 42
9. Appendix A. Marketview Heights study area ...... 43
10. Appendix B. City Market, Kansas City ...... 44
Market Analysis Page 1 Rochester Public Market Prepared by Market Ventures, Inc. 11. Appendix C. Store Locations ...... 47
12. Appendix D. Sales Analysis ...... 49
Market Analysis Page 2 Rochester Public Market Prepared by Market Ventures, Inc. 1. Summary of Conclusions
Principal conclusions of the Market Research include: There is a lack of preconditions to develop a daily fresh food market hall successfully at the Rochester Public Market Consumers and vendors are both concerned about potential negative impacts of change, so there needs to be a cautious, “do no harm” approach to improvements while making changes incrementally and communicating those changes well Expanding the number of storefront businesses within the market district offers the most promising way to achieve the goal of creating an active district throughout the week A low cost/low impact way to increase activity at the Market throughout the year is to enclose one or more of the Market sheds, potentially with simple garage door and heating systems Demand for vendor space in the Market suggests an opportunity to increase the amount of vending space, perhaps with a new Market shed There is a large untapped market of nearby residents, including those who receive SNAP benefits and have few convenient places to buy fresh food Sundays offer the most promising additional day to consider operations
2. Introduction
In April 2011, the City of Rochester Department of Environmental Services, Bureau of Architecture and Engineering retained a consultant team led by TYLin of Rochester to provide market economic analysis and architectural and engineering services for renovations of the Public Market Shed B (the “Wintershed”) and surrounding site. Market Ventures, Inc. (MVI) is serving as a subconsultant to TYLin to share its national expertise in public market analysis, planning and design. MVI’s roles include assisting TYLin on market research, evaluation of best practices at other urban public markets, and development of a detailed market analysis to corroborate proposed program and schematic design recommendations, as well as assistance with design and financial analysis. This report summarizes the market analysis. The project’s primary objective is the comprehensive renovation and expansion of the Wintershed, an enclosed facility of approximately 10,500 square feet that was built in 1978. The City has identified approximately $3 million of capital improvement funds for Wintershed redevelopment; additional sources of funds from public, private or philanthropic sources will be identified at a later planning stage, if needed. During the course of the study, the project team and the city identified the following six goals to guide the project: Create an active market district throughout the week and year Serve a wide range of customers, including low income families
Market Analysis Page 3 Rochester Public Market Prepared by Market Ventures, Inc. Create expanded, modern enclosed facilities that meet the needs of current and future vendors, as well as the public (including additional restrooms) Develop facilities for events and educational programming Ensure operational continuity for current vendors Expand the number of vending spaces under cover The recommended development concept should, at minimum, operate on a break-even basis financially and it should return significant economic impact to the community.
Research methodologies
MVI employed a range of research methodologies for this study, including: Key informant interviews. MVI interviewed city officials, Market vendors and adjacent business owners, and representatives of Friends of the Market. Site observations. MVI observed operation of the Rochester Public Market on several days, including a Saturday in June 2011. Focus groups. The project team conducted two focus groups of Market vendors and one focus group with Market customers. Consumer on-line and in-Market survey. MVI designed and implemented an on-line survey so area residents could provide information about their experiences at the Rochester Public Market and input into proposed changes. A paper version of this survey was administered at the Market on one Saturday. Report review. MVI reviewed various reports, including:
• “Rochester Public Market Plan” (Nutter Associates, 1996) • “Study of Rochester Public Market Survey of Customers” (University of Rochester, 2003) • “Marketview Heights Focused Investment Strategy Area: Situational Analysis” (2009) • “The SNAP Market Token Program: A Business Plan for Sustainability” (Holowka 2010) • “The SNAP Market Token Program: Comprehensive Review & Analysis” (Holowka, 2011) Data analysis. MVI analyzed demographic and food consumption data for the consumer trade areas and analyzed data from the USDA Census of Agriculture and the US Department of Commerce for the supply analysis. Data from the Bureau of Labor Statistics provided current wage rates in the Rochester area.
Market Analysis Page 4 Rochester Public Market Prepared by Market Ventures, Inc. 3. Market description
Location and facilities
The Rochester Public Market is a gated nine acre district located within the Marketview Heights neighborhood near downtown, a site it has occupied since 1905. The site is bordered by Union Street on the west, CSX railroad to the south, Hayward Avenue to the east, and Pennsylvania Avenue to the north. City-owned facilities within the Market’s gates include two open-air sheds (Sheds A and C), an enclosed “Wintershed” (Shed B), and separate buildings for the Market office and public bathrooms (see aerial photo, below). Plaza and parking areas at the center of the Market are used for open-air vending, and there are several small kiosks used for prepared foods. Privately owned property within the Market’s gates include a series of buildings called “Commission Row” that include three produce wholesalers (who also sell retail under the sheds) and various food retailers, primarily coffee houses, bakeries, and an Italian deli. Other buildings on the south side of the Market include wholesale distributors of meat, flowers, and restaurant supplies.
Market Analysis Page 5 Rochester Public Market Prepared by Market Ventures, Inc. Parking for the Market includes spaces within the gated district and a large parking lot across Union Street to the west, between Trinidad Street and the railroad. When construction on this next parking lot is completed, the Market will have about 1,300 total parking spaces. Marketview Heights is a Focused Investment Strategy (FIS) area, a program the city initiated in 2008 to markedly improve neighborhoods within a three to five year timeframe by focusing federal CDBG funding and leveraging other available resources. The Public Market is identified as a key neighborhood asset that can be leveraged to spur other neighborhood investment. The FIS priority area includes the Union Street corridor that runs from Main Street to the south to the railroad overpass at the Public Market border to the north (see map in Appendix A). 1 Marketview Heights includes over 8,700 residents. In 2000, 66% of the population was African American and 30% identified as Hispanic. Nearly half of the population was below the poverty line in 2000 and almost half of residents earned less than $15,000.2 Besides the Public Market, there are no full service grocery stores in the neighborhood except a Sav-a-Lot in Goodman Plaza (6-7 blocks away). According to the 2003 University of Rochester study, 4% of customers walk to the Market so these are likely residents of Marketview Heights.
1 Marketview Heights FIS Situational Analysis, http://www.cityofrochester.gov/fis/ 2 Marketview Heights Neighborhood Revitalization Strategy, 2006, http://www.cityofrochester.gov/fis/
Market Analysis Page 6 Rochester Public Market Prepared by Market Ventures, Inc. Product mix
The Rochester Public Market is fully leased with over 300 indoor and Vendor Categories outdoor stalls. The Market provides one Rochester Public Market year leases for all spaces – there are no multiyear tenants. In total, there are 182 leaseholders at the Market. The chart Specialty labeled “Vendor Categories” shows the 19% percentage of the Market’s 182 vendors Farmer 33% divided into six categories. Farmers Prepared represent the largest category (33%), foods followed by specialty food vendors 10% (including bakery, spices, meat, deli, Plants and Produce etc.) at 19% and general merchandise at Merch Flowers retail 19%. Retail produce vendors follow at andise 4% 15% 15% and prepared foods at 10%. 19% Vendors may rent more than one stand. In Shed A, for example, there are 65 vendors renting 146 spaces, so they average 2.25 spaces per vendor. The 16 vendors classified as produce resellers lease 46 spaces and have the highest average with 2.88 stalls per vendor, while the 42 farmers rent 90 spaces, an average of 2.14 spaces per farmer. Leases provide vendors with the right to sell three days per week: Tuesdays, Thursdays and Saturdays. Saturday is by far the busiest day, with sales reportedly four times higher than Thursday. Vendors who wish to sell on Sundays, when the Market runs many special events, must pay a separate fee. While the stalls are fully leased, many vendors do not come to the Market every day throughout the year, both in terms of days of the week and months of the year. Most vendors choose not to sell on Tuesdays and some do not sell on Thursdays; fewer vendors come in winter than summer. Management fills empty stands each day with either leaseholders requesting additional stands (who generally get first priority) or daily vendors. The vendors are prioritized according to the following list:
1. NYS farmers (leaseholders first then daily farmers) 2. Other foods (leaseholders first then daily vendors) 3. Arts & crafts - all products handmade by the vendor (leaseholders) 4. Prepared foods (leaseholders) 5. General merchandise (leaseholders) 6. Daily arts & crafts 7. Daily prepared foods
Market Analysis Page 7 Rochester Public Market Prepared by Market Ventures, Inc. 8. Daily general merchandise
The Market has four outdoor kiosks with vendors who sell prepared foods and which operate with one year land leases (the tenants own all of the improvements). The kiosk businesses include a Chilean empanada/fresh juice business (photo right, top), a Southern BBQ stand, an Eastern European Pierogi stand, and a sausage stand (photo right, middle). These businesses set up a few tables and chairs in front of their businesses and are a consistent source of prepared foods in the Market, although there can also be daily vendors who sell prepared foods. The Wintershed (photo right, bottom) is an enclosed building constructed in 1978 that allows vendors to leave equipment and fixtures in place and which operates according to the same schedule as the rest of the Market. The Wintershed’s footprint is 10,500 square feet. There are 34 businesses located in the Wintershed including meat, fish, baked goods, produce, deli, coffee, pasta, prepared foods, spices, honey, and specialty foods. There are currently two nonfood businesses in the Wintershed selling scarves/jewelry and incense. The chart to the right, labeled “Wintershed Vendor Mix,” shows the distribution of different types of businesses currently in the Wintershed. Stalls are only 8’ by 8’ and each has access to a parking area directly behind the stand through roll up garage doors. Many vendors take more than one stall, however. Including the outdoor Wintershed Vendor Mix kiosks, there are 66 stalls in the Wintershed so Specialty there are nearly two stalls per vendor. In terms Baked food goods of number of stalls, the Wintershed is 23% 18% produce, 18% baked goods, 17% specialty Seafood 20% foods, 15% meat, 15% prepared foods, 9% 5% seafood, and 3% nonfood. Meat As with the outdoor stands, Produce 12% 18% management has the right to re-rent a stall Prepared within the Wintershed to a daily vendor if the food Nonfood leaseholder does not open for business on a 22% particular day. However, since Wintershed 5% vendors keep their display fixtures within the
Market Analysis Page 8 Rochester Public Market Prepared by Market Ventures, Inc. building, there is less flexibility than in the outdoor sheds. Commission Row includes three independent produce wholesalers. These businesses also rent spaces under the Market sheds and in the Wintershed from the city to sell retail on Market days. According to the owner of one of the produce wholesalers, while there are operational challenges to being within the Rochester Public Market for a wholesale produce business (particularly the old buildings and the challenges with access and circulation for delivery trucks), the ability to buy directly from farmers who come to the Market, to sell to retail vendors, and to sell retail themselves makes the location viable. There are not currently any restaurants along Commission Row although there had been one in the past. A production bakery (photo right) sublets some of its space to four prepared food vendors to sell on Saturdays. There are several other bakeries, an Italian deli, and two coffee shops, all with limited days of operation.
Customers
The Market reportedly attracts 2.4 million visitors annually.3 A busy Saturday will attract a crowd estimated at 40,000 people. Market management reports that customers come from throughout the region and the Market attracts people of many different ethnicities, including recent immigrants whose primary language is not English. Casual observation confirmed a wide range of ages, races, and ethnicities at the Market, and dense crowds of people on Saturday. The online consumer survey provides additional information about Market customers, including demographic information, shopping habits, and ideas for improvements to the Market. A detailed report has been prepared under separate cover. In general, the people who took the online survey are younger, wealthier, and less racially diverse than those who took the survey in the Market and neither survey administration was designed to attract a random sample of the population. Nearly all respondents travel more than five minutes to reach the Market, confirming that the Market serves a small percentage of neighboring residents. While about half travel for 5 to 15 minutes, a large group travels even longer. Many respondents identified Wegman’s as their principal place to purchase fresh fruits and vegetables, with half of the online respondents and one-third of paper respondents saying Wegman’s is their principal shopping source. By comparison, one-third of online respondents and 41% of paper respondents said the Market is their primary source this time of year (November/early December). No other supermarket received more than 7%. A small group of online respondents said they had not visited the Market in the past year. Their principal reasons for not visiting included the Market’s location, being too busy, the
3 Marketview Heights FIS Situational Analysis, http://www.cityofrochester.gov/fis/
Market Analysis Page 9 Rochester Public Market Prepared by Market Ventures, Inc. Market’s hours, and no longer living in the Rochester area. A small customer intercept survey (N=129) conducted by students from the University of Rochester in fall 2003 found that 53% of customers live in the City of Rochester, 37% live in surrounding suburbs, 5% live in rural Monroe County, and 5% from elsewhere. By comparison, the in-Market consumer survey, conducted at the end of November, found that 73% live in Rochester, 26% outside Rochester, and only 1% out of state. Since most of the Market is open air and much of the product comes from local farms, it is logical that the Market is busiest during the summer and early fall. The intercept survey asked customers what months they visit the Market (the survey was conducted in September and October so the answers reflect only those customers who shop during those months). The resulting answers demonstrate the seasonality of the Market and the peak period between June and October: Months Visit the Market 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
The consumer survey asked this question a bit differently, asking what time periods customers had visited the Market in the past twelve months. Among those surveyed in the Market, nearly 60% had visited in the winter months (January through March). On-line respondents were less likely to have visited in this period although 40% said they had been there in the winter:
Market Analysis Page 10 Rochester Public Market Prepared by Market Ventures, Inc. In the past 12 months, which time periods have you visited the Rochester Public Market? Check all appropriate boxes. Seasons 100% 90% 80% 70% 60% 50% Paper 40% Online 30% 20% 10% 0% Jan Mar Apr Jun July Sep Oct Dec
In the U of R study, a third of the customers reported that they visit the Market once a week or more, while another 27% said two or three times a month. Therefore, 60% of customers can be considered regular shoppers because they visit the Market more than once per month. Another 19% reported coming once per month. The online survey addressed frequency of visit in a different way, asking how many times the respondents had visited the Market in the past three months. About a quarter of respondents reported coming 11 or more times in the past three months, or about once per week.
In the past 3 months, how many times have you visited the Rochester Public Market? Visits to RPM in Past 3 Months 50%
40%
30% Paper 20% Online 10%
0% 0 1 5 6 10 11 15 16+
If the redeveloped Wintermarket is open more frequently, converting these regular customers into even more frequent shoppers will be a key element of the facility’s success, as
Market Analysis Page 11 Rochester Public Market Prepared by Market Ventures, Inc. will encouraging customers to come more consistently throughout the year, not just during the peak five month period. Management and vendors report that Thursdays have become increasingly busy as some customers have found Saturdays too crowded. Parking is much easier during the week and some customers, particularly young mothers pushing baby strollers, are convening at the Market when the aisles are not as hard to navigate because of the crowds. As is typical at public markets, visiting the Rochester Public Market is a social experience: most customers come with others. Two-thirds of the customers in the U of R study always or often come with someone else. Only 13% reported always coming alone. The online study found that about 27% of shoppers generally come alone but the majority come with family or friends. While many customers report attending the Public Market for decades, other customers have found the Market more recently. The University of Rochester survey found that 15% of customers had been attending the Rochester Public Market for one year or less, and nearly 60% had been attending for ten years or less. The majority of customers on a given day are therefore not long time visitors but rather more recent devotees. The online survey found that about 5% of visitors first began visiting in the past year but nearly half of the respondents starting coming more than ten years ago. The largest group of respondents who took the survey in the Market reported first visiting six to ten years ago. When asked what days of the week they had visited the Public Market district in the past three months, over 80% of the online respondents said Saturday but only 30% said Thursday and 13% said Tuesday. A slightly higher percentage (16%) had visited on a Sunday. Converting these respondents to mid-week shoppers will be a key element in making the Market district busy throughout the week. In the past 3 months, what days of the week have you visited the Rochester Public Market district? Check all appropriate boxes
Market Analysis Page 12 Rochester Public Market Prepared by Market Ventures, Inc. Online survey respondents, and to a greater extent current Market customers shoppers, are generally satisfied with their recent visits to the Market and are extremely likely to recommend the Market to others. On a scale from one to ten, with ten be “extremely likely,” 97% of in-Market customers said they were very likely to recommend the Market to others (score of 9 or 10), compared to 80% of online respondents. Digging deeper into consumer satisfaction, the online survey posed a series a questions that asked respondents to rate the Market on various attributes, using a scale from one to five. The Market scored very high on quality, value, variety and prices. Interestingly, the Market scored slightly higher for “lower prices and bargains” among online respondents, perhaps reflecting its reputation as a low-price food environment particularly when compared to the Market’s primary competition, Wegman’s. Respondents from lower income households rated the quality of products at the Market more highly than upper income respondents. Not surprisingly, frequent shoppers (those who reported shopping at the Market at least six times in the past three months) rated the Market more highly than less frequent shoppers in nearly every category. The Market scored highly among the next series of comparisons, ranking very high for “Feels like shopping in an authentic market” and “better availability of locally grown products,” as well as “More fun to shop here.” The Market scored lower for being clean. The Market scored lower, and there was more variation between the two groups of respondents, for the next set of comparisons. Respondents (and particularly online respondents) compared the Market less favorably for “Easy to move about” and “Adequate parking is available.” Less frequent shoppers rated the parking at 2.7 compared to frequent shoppers at 3.2. Personal safety at the Market and feeling their car is secure ranked fairly high for both sets.
RPM Ratings 3 5.0 4.5 4.0 3.5 3.0 2.5 Paper 2.0 Online 1.5 1.0 0.5 0.0 Easy to find Easy to get Easy to move Feel safe Adequate Feel car is what want there about walking parking secure/safe
Respondents were told that Rochester Public Market was exploring the potential for creating more indoor vending space and increasing the days of operation. They were then asked to rate on a scale from one (Not at all interested) to five (Extremely interested), how interested they would be in various items being offered at RPM.
Market Analysis Page 13 Rochester Public Market Prepared by Market Ventures, Inc. All of the suggested changes rated higher than three, the midpoint. Paper respondents showed higher interest in all of the suggested changes for the Market. For the first set of questions in the chart below, they scored “Additional ethnic foods” and “Local music performances” most highly.
The Rochester Public Market is exploring the potential for creating more indoor vending space and increasing the days of operation to encourage local residents to visit throughout the week and during the winter. Please indicate your level of interest in having each item below available at the Market. New Items 1 5.00 4.50 4.00 3.50 3.00 2.50 Paper 2.00 Online 1.50 1.00 0.50 0.00 Add'l ethnic Add'l public Cooking demos Indoor seating Local music foods gathering spaces areas performances
In the second group of questions, there was strong interest for more storefront businesses and for the Market to be open on Sundays. There was less interest for the Market to be open on Fridays, particularly among online respondents. There is a statistically significant relationship between employment status and interest in Friday hours: full time workers were less interested in Friday hours than non-full time workers (mean of 3.2 compared to 3.9). Upper income households were less interested in Sunday hours, with a mean of 3.8 compared to lower income households with a mean of 4.5 and middle income households with a mean of 4.0. Interestingly, infrequent shoppers were more interested in seeing Sunday hours (mean of 4.1) compared to frequent shoppers (mean of 3.8). Similarly, infrequent shoppers were more interested in having more storefront businesses (mean of 4.3) compared to frequent shoppers (mean of 4.0). This suggests that infrequent shoppers might shop more regularly if the Market had Sunday hours and more storefronts.
Market Analysis Page 14 Rochester Public Market Prepared by Market Ventures, Inc. New Items 2 5.00 4.50 4.00 3.50 3.00 2.50 2.00 Paper 1.50 Online 1.00 0.50 0.00 More More storefront Open Fridays Open Sundays restaurants/ food businesses prepared foods
Respondents were asked to list up to three additional products as well as three specific Rochester area food businesses they would like to see offered at the Market. Information from both data sets was combined for this question. The responses were organized into 14 categories with ethnic foods and a butcher/deli topping the list. Additional Products for RPM
Ethnic Foods Specialty Foods Butcher/Deli Wine/Beer Baked Goods Bulk Groceries Produce Dairy Organic Produce Seafood Grass Fed/Organic Meats Other Non Food Arts &