HomeMy WebLinkAboutResolution 22-25RECORD OF RESOLUTIONS
BARRETT BROTHERS - DAYTON, OHIO Form 6301
Resolution No.__22-25 Passed ,
ADOPTING THE HOLIDAY MARKET FEASIBILITY STUDY
FINAL REPORT
WHEREAS, Dublin City Council has adopted a goal to reimagine and launch
Dublin’s Community Events Program; and
WHEREAS, this is further defined to develop a connected, comprehensive,
and fiscally sustainable vision driving celebrations, engagement and
entertainment by implementing the local and regional community events
program and management roadmap; and
WHEREAS, the City has commissioned Town Square to complete a report to
study the feasibility of launching a holiday market in Dublin; and
WHEREAS, Town Square has completed the final report of the Holiday
Market Feasibility Study, which includes feedback from City Council received
at various points throughout the development of the final report.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin,
State of Ohio, “1 __ of the elected members concurring, that:
Section 1. The Holiday Market Feasibility Study Final Report is hereby
adopted, attached as Exhibit A.
Section 2. This Resolution shall take effect upon passage in accordance with
Section 4.04(a) of the Revised Charter.
Passed this [7 day of W ec. , 2025.
MA. S—
Mayor — Presiding Officer
Attest:
Clerk/ of Coufcil
To: Members of Dublin City Council
From: Megan D. O’Callaghan, P.E., City Manager
Date: March 11, 2025
Initiated By: Emily Goliver, Operations Administrator/Sustainability
Re: Resolution 22-25 – Adopting the Holiday Market Feasibility Study Final Report
Background
At the March 3, 2025, City Council meeting, Town Square and Staff presented the final report for
the Holiday Market Feasibility Study. Council responded to the following questions from Staff:
• Does Council have feedback or questions regarding the pro forma?
• Is Council supportive of the conceptual timeline?
• Does Council have feedback or questions regarding the Holiday Market Feasibility Study
final report?
The materials from that meeting are attached for reference.
In response to a Council question regarding whether $50,000 is enough to allocate for décor of the
market, the final report was amended to read “the décor costs listed in the pro forma are in
addition to the existing investment the City makes into decorations in Riverside Crossing Park. The
Operator will be responsible for annual décor specific to the market while the City will continue to
invest in the existing decorations at Riverside Crossing Park.”
To encourage creative thinking from potential operators and entice them to participate in the
Dublin Holiday Market, the Operator Scope of Service was updated to include a bullet point that
reads, “demonstrated expertise in developing a distinctive and engaging identity tailored
specifically to Dublin for the Market.”
Finally, Council expressed a desire to use the Request for Proposal to ensure that the future
Holiday Market will be of high quality and considered among the best.
In addition to the amendments referenced above, there were minor grammatical edits to the final
report since Council reviewed it at the March 3 meeting.
Recommendation
Staff recommends that City Council approve Resolution 22-25 adopting the Holiday Market
Feasibility Study Final Report.
Office of the City Manager
5555 Perimeter Drive • Dublin, OH 43017
Phone: 614.410.4400 Memo
Holiday Market Feasibility Study
and Market Manual
For a Potential Holiday Market in Dublin, Ohio
Submitted by Town Square
February 13, 2025
2
In July of 2024, the City of Dublin hired Town Square to look at the feasibility of
creating a “European-style” Holiday Market in Dublin, Ohio. The City already plays
host to several high-quality short- and long-term events throughout the year,
including the Dublin Irish Festival, the Memorial Tournament, the Dublin Market,
and the St. Patrick’s Day Parade. The following report is Town Square’s
suggestions and next steps for creating a Holiday Market of similar quality–another
arrow in Dublin’s ever-expanding quiver of signature events.
3
Executive Summary
In furtherance of City Council’s goal to Develop Dublin’s “Destination of Choice” Next Generation
Community Events Vision, the City issued a Request for Proposals for a consultant to conduct a
Holiday Market Feasibility Study. As part of the project initiation, Town Square visited Dublin
Oct. 1 and 2 to explore potential locations for a market and interview key stakeholders, including
partner organizations, City staff members, and Council Members. Public input was also
solicited to prioritize activities at a potential holiday market.
This report will outline recommendations for a Holiday Market for the City of Dublin, Ohio, with
the goals of fostering a community spirit, providing a quality destination for “something to do” in
the colder months of the year, celebrating the cultures of Dublin and sustaining the economic
activity of Downtown Dublin, particularly related to hotels and restaurants patronage. In
summary, the feasibility study found that:
● A holiday market in Dublin, Ohio would be another successful annual event that the city
and its residents would be proud of, and would benefit from, both civically and
financially
● A third-party operator should be hired to establish, administer, and expand the annual
Market. The city should have both input and oversight into such key areas as budgeting,
aesthetics, vendor selection, and promotional activities
● The City of Dublin should locate the Market at Riverside Crossing Park, with the award-
winning Dublin Link Pedestrian Bridge as a backdrop
● The City of Dublin should target a launch date of early December 2026 as its first market
season, with approximately 50 vendors (both local and national) participating
● The City of Dublin should allocate funds in its budget for Market-related expenses to be
covered by the City
4
Table of Contents
Part 1: Feasibility Report on a Holiday Market for Dublin, Ohio
1. Overview
2. Market Types
3. Market Location and Layout
4. Market Size and Duration
5. Market Design and Operations
6. Market Activities
7. Market Administration Models
8. Market Pro Forma
9. Operator Selection
10. Scope of Services for Operator
Part 2: The Market Management Manual
1. Overview
2. Establishment of an Executive Search Committee for an Appropriate Operator
3. Responsibilities for Operator: To Be Included in Both the RFP and Operator Contract
4. City of Dublin's Responsibilities to Support the Operator of the Holiday Market
5. Yearly Calendar of Operations
6. Market Design and Decor
7. Vendor Selection
8. How To Create and Execute Sponsorship Opportunities at the Dublin Holiday Market
9. Marketing, Social Media and Signage
10. Exhibits
Part 3: Next Steps
1. Approval from City Council on the proposed timeline and initial budget
2. Complete a Request for Proposals (RFP) to identify and evaluate potential Holiday
Market operators
3. Execute a contract with the selected operator that details the expectations and
responsibilities of both parties
4. Initiation of Rolling Calendar for Market planning and execution
5
Part 1: Feasibility Report
on a Holiday Market
for Dublin, Ohio
6
What is a Holiday Market and Why Do Cities Have Them?
The Holiday Market is a thousand-year-old concept, dating back to at least 1296, when Duke
Albert I of Austria permitted a group of Viennese traders to create a “December Market.” A
hundred years later, King Wenceslas got into the act, granting the town of Bautzen rights to
create a Saturday meat market between September and December of each year.
The idea of a market itself goes back even further–another thousand years, in fact—to the Greek
“agora,” especially its most famous example in Athens. While it was a place for citizens to go to
hear announcements, sign up for military service, and discuss politics, it also swiftly became a
place for retail activity, especially as each trade had its own quarter in the agora.
By the 18th and 19th centuries, the most famous Christmas markets were centered in Europe,
particularly in Germany and Austria, where vendors sold Christmas-themed toys and other
items.
Today, there are holiday markets worldwide, from Australia to South America and many across
the United States, including three major markets in New York City alone. In Ohio, the Cincinnati
Christkindlmarkt at Moerlein Lager House is perhaps the closest traditional Holiday Market to
Dublin.
Markets remain incredibly popular. They’re a way for families, especially when the days are
short and the nights are cold in the Northern Hemisphere, to leave the house and have a shared
experience with their neighbors and community. It’s a way for local vendors and craftspeople to
connect with their customers, a way for cities to provide memorable experiences for the
community and foment additional economic activity. It’s also a way for humanity, in general, to
come together during the holiday season, which itself is based on ancient observances of the
winter solstice.
7
Market Types
Markets can be as different from each other as cultures and countries can be. In Germany,
Austria and France, traditional “Christmas” markets are the norm and have been running for
hundreds of years. In America, many markets are billed as “holiday” markets, though all of them
have plenty of Christmas-themed wares for sale, in addition to foods and crafts from across the
cultural spectrum.
Some markets in America, such as the Cincinnati market, are branded as “Christkindlmarkts” to
hearken back to the market’s German roots, with Alpine chalet-style booths and a focus on
German foods and products. Other markets provide a more modern take, choosing
contemporary, minimalistic or eclectic booth designs. The goal is the same in every case: to
provide locals, commuters and visitors with a memorable experience that they can look forward
to on an annual basis.
8
Market Location and Layout
Markets tend to be in intimate, surprisingly small geographic areas, allowing many stalls to be
placed cheek-by-jowl to each other. While this seemingly creates unwanted crowding, it tends to
provide additional warmth and intimacy for vendors and visitors alike, as well as cohesiveness
and help with visibility and security.
In early October 2024, Town Square visited Dublin to survey potential locations for the Holiday
Market, including Bridge Park, Riverside Crossing Park, Coffman Park, the Darby Lot, the
Columbus Metropolitan Library — Dublin Branch, Bri/Hi Square and other pocket spaces.
9
While each site has pros and cons, Riverside Crossing Park is the best location for an initial
Market. It has the following advantages:
● Its central location within Dublin, bridging both Historic Dublin on the west side of Scioto
River and the more modern developments on the east side of the river
● High visibility, foot traffic and iconic views
● The availability of existing public bathrooms, “back-end” storage space and shelter via
the Pavilion within the park
● The amount of “hardscape” that can easily provide a base for dozens of booths without
having to create a temporary substrate over open lawns
● The proximity to the seasonal skating rink that operates within Riverside Crossing Park
provides a built-in audience for the Market
● The ability to expand to additional areas, aligned with the updated Riverside Crossing
Master Plan
● The lawn north of the location of the skating rink could be used in future years to stage
additional booths and activities for the Market
● Can serve as a central hub for future nodal Markets throughout the downtown area
The initial Market should be centered around the Pavilion and Ice Rink within Riverside Crossing
Park. This will create an intimate feel while also (once folks are within the Market) making it
seem larger and more “maze-like”, providing an opportunity for patrons to meander through the
Market than if it is spread out over a larger geographic area.
Two Conceptual Site Plans (Exhibits 1 and 2) at the end of this report show both initial (40-60
vendors) and expanded (100+) vendor set-ups within Riverside Crossing Park.
10
Market Size and Duration
The initial Market should operate a minimum of 20 days between Thanksgiving and Christmas,
with Thursdays and Fridays operating between 3 p.m. and 8 p.m. (9 p.m. if business is strong),
and Saturday and Sunday operating between 11 a.m. and 9 p.m. This initial length will give the
Market time to be visible to all comers and give vendors a reasonable stretch of time to sell
their wares and create a “buzz.” Alternatively, given that children are off from school in Dublin
during the week following New Year’s, the Market can run for the first full week of January,
increasing the total number of days to 28. This will make the Market schedule consistent with
the Columbus Zoo Wildlights. The Operator should be involved in this decision given that vendor
availability may vary after Christmas.
If the Market is successful, in future years, the Market could operate seven days a week and
start earlier in the season or even stretch after Christmas itself for more total days and
additional total hours.
A minimum of 40 booths is recommended for the first year, with a target of 50 vendor booths to
be occupied between a variety of food and non-food vendors, of which at least 15-20 would be
sourced from the local Dublin/Columbus area. This should include a mix of jewelry, toys,
handcrafted goods, mass-produced products and simple food options where booths sell a
limited number of well-executed consumable items per booth. As with the duration of the
Market itself, in future years, the Market can expand to well over 100 booths, which would
necessitate additional restrooms and power but also give the Market a larger stage to increase
its installations, types of areas (for example, a kids’ play area could be introduced), a stage for
performances, and expansion beyond Riverside Crossing Park itself–specifically, by bridging the
gap between “old” and “new” Dublin by extending Market booths and activities to Historic
Dublin.
11
Market Design and Operations
The City of Dublin should work with its Operator to develop a traditional Market design, nodding
toward Dublin’s German roots and leaning toward cleaner and more refined, rather than
cluttered and heavily adorned, characteristic of Dublin’s aesthetics. To achieve this, there will be
a design process to develop the look and feel with the Operator. The booths could be wood
chalet-style with more neutral or sophisticated colors or contemporary, modular booths heavy
on traditional detailing and festive decor.
Warm lighting and a multisensory approach can be employed throughout the Market to keep
people engaged and bring life to the area. For visual guidelines, see “A Vision of Dublin’s Holiday
Market” in the Exhibits. Some additional creative considerations would be:
● ‘Retail facing retail’ whenever possible, to create corridors that allow two sets of
shoppers to experience the Market, increasing the “cozy” factor of the Market, providing
“pathways” for shoppers to follow and giving folks a sense of safety and security
● No, or very few, disconnected booths that sit out in space. Booths should at least be in
clusters so that the feeling is one of connectivity and engagement
● The five senses should be engaged— there should be music (both live and pre-recorded),
aromas from the food vendors, engaging sights, especially via effective merchandising
that engages and invites passersby and plenty of items you can touch and feel
● Different areas can be delineated. For example, the food vendors could all be together
● Clear signage, spatial organization and communication throughout the Market
● High quality: Booths should be kept in very good condition. For example, there should be
no panel gaps, unfinished surfaces, messy wires, visible or disorganized back-of-house
stuff, or unprofessional signage. The City should supply a list of guidelines to the
Operator, and the Operator should supply a list of guidelines to vendors.
● Clean and well organized: There should be enough well-maintained restroom facilities
and plenty of refuse, recycling and compost bins. All vendors should be trained to have
their booths open and staffed during Market hours, with appropriate penalties if they fail
to adhere to their vendor contracts.
12
Market Activities
Besides the activities of the Market itself (buying and selling items, preparing and consuming
food and drink), the City of Dublin has the option of drawing in the greater athletic, nonprofit,
and artistic communities to the Market by working with groups to provide any (or all) of the
below additional activities:
● Ice skating rink - potentially expand its size and operating hours in future years
● Sledding/snowman-making/snow sculpture activities if possible
● Races, mazes, and/or other activities for children to participate in
● Non-profit organization food and clothing drives and/or other community benefit
activities
● Pavilion for holiday arts and crafts for both children and adults sponsored by local arts
education groups
● Live music provided by local choir/chorus groups or other local acts
● Art and/or light installations provided by local artists
● “Photo op” areas for social media platforms
● Special events: Concerts, crafting, ice skating, tree lighting, and other events would be
timed to fit within Market operating hours to create additional buzz (and attendance) at
the Market
● Include a variety of activities and areas of respite so that the Market is exciting and
comfortable for a large cross-section of visitors of different interests and ages. The
wider the range of activities provided, the longer people will likely stay.
13
Market Administration Models
As discussed at the November 12, 2024 City Council Work Session, Dublin has options when it
comes to the Holiday Market:
1. 100% City-Run: City of Dublin fully operates the market
2. City hires a for-profit market manager: City contracts a private firm to operate for a
fixed fee, and pays all costs, including capital, keeps all revenues
3. City invests in capital + hires for-profit operator: City invests in capital (décor and
booths), Operator incurs all operational expenses and keeps all or a portion of revenues
(concession model)
4. 100% For-profit operator: City hires an Operator; Operator pays a fee to the City, incurs
all capital & operating expenses, and keeps all revenue (concession model)
While each of these models has its pluses and minuses, City Council determined Option 3 to be
the best fit. Under this model, the Operator could either pay the city a fee for operating the
Market and collecting revenues or, depending on the final form of agreement with the operator,
pay the city a percentage of Market revenues as a revenue share or operating fee.
In this option, the following benefits would exist for both the City and its eventual operator:
● Eliminates capital risk for the operator
● Allows lower initial rent for vendors
● The City retains control of overall investment in decor and aesthetics
● The City will recoup initial investment faster as money will flow back to it in the form of
revenue share/operating fees paid to it
● The Operator will be responsible for installation and take-down, POS (point-of-sale)
payment functionality, daily operations such as security and sanitation, marketing, snow
removal and customer service
14
Market Pro Forma
The following pages include an overall Market pro forma, including an initial investment in décor
and chalet-style booths, followed by a proposal for sharing revenues and expenses between the
City and its Operator. The pro forma assumes a market composed of 32 “small” and 8 “large”
booths at inception, expanding over time to 60 “small” and 16 “large” by year 5.
The proposed pattern of sharing revenues and expenses would be as follows:
The City pays for all upfront structures (booths) and décor costs. The décor costs listed in the
pro forma are in addition to the existing investment the City makes into decorations in Riverside
Crossing Park. The Operator will be responsible for annual décor specific to the market while
the City will continue to invest in the existing decorations at Riverside Crossing Park.
The City will receive a fee from the Operator and benefit from any indirect revenues linked to
increased visitation to its Downtown (such as an increase in hotel tax revenues based on a 4%
increase in room occupancy). The Operator will be responsible for generating the direct
revenues for the event, including sponsorship and rental revenues, which they will share a
percentage of with the City.
The increase in Hotel/Motel Tax revenue is based on the assumption that the City currently has
an inventory of 2,400 rooms and an occupancy rate of 48.4% during the time of the Market. The
Market’s impact is estimated to result in a 4% increase in the occupancy rate to 52.4% for 30
days or 2,880 total new nights booked. The estimated revenue in the pro forma is based on a
$115 average daily rate and a 6% excise tax on overnight stays. Occupancy will increase in
later years as more hotels come online and the Market generates additional traction.
To incentivize participation, the Operator should be exempt from paying the City’s revenue
share in year 1 and pay a gradually escalating percentage of revenues in the following years,
reaching 15% in year 5 (7.5% in year 2, 10% in year 3, and 12.5% in year 4).
The Operator will be responsible for costs associated with City staffing, currently estimated at
four police officers, a supervisor and a cruiser. These costs are allocated in the pro forma based
on data supplied by the City but weighed at 66% of the total in year 1, and stable in the following
years, based on Town Square’s experience with police staffing needs at other holiday markets.
The Operator will be responsible for all other costs and keep all rent, sponsorship and rental
revenues. The Operator will also be responsible for necessary services (security and/or
sanitation) which might be specified to guarantee the quality of the event at its inception.
Overall Market Pro-Forma
15
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Vendor Rent Small Booth 0 $144,000 $190,000 $253,000 $338,000 $420,000
Vendor Rent Large Booth 0 $44,000 $62,500 $84,000 $105,000 $132,000
Corporate Sponsor 0 $25,000 $25,000 $25,000 $35,000 $45,000
Event Rentals 0 $2,500 $5,000 $7,500 $10,000 $10,000
Hotel Tax Increase 0 $20,000 $28,800 $31,000 $33,500 $35,000
Total Earned Income $0 $235,500 $311,300 $400,500 $521,500 $642,000
Operating Expenses
Booth Install $10,000 $12,000 $14,500 $16,500 $19,000
City Services $49,948 $49,948 $49,948 $49,948 $49,948
Electrical $80,000 $84,000 $88,200 $92,610 $97,241
Security $25,000 $25,750 $26,523 $27,318 $28,138
Sanitation $35,000 $36,050 $37,132 $38,245 $39,393
Decor (Annual) $50,000 $15,000 $20,000 $25,000 $30,000 $35,000
Marketing $25,000 $25,750 $26,523 $27,318 $28,138
New Booths $481,800 0 $80,000 $80,000 $80,000 $100,000
Storage 5,000 $6,000 $6,500 $7,000 $7,500
Total Expenses $531,800 $244,948 $339,498 $354,326 $368,939 $404,358
Net -$531,800 -$9,448 -$28,198 $46,174 $152,561 $237,642
Supporting Data Year 1 Year 2 Year 3 Year 4 Year 5
# Small Booths 32 38 46 52 60
# Large Booths 8 10 12 14 16
Estimated Rent Small Booth 4,500 5,000 5,500 6,500 7,000
Estimated Rent Large Booth 5,500 6,250 7,000 7,500 8,250
City Market Income and Expenses
16
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Operator Fee to the City as % n/a n/a 7.50% 10.00% 12.50% 15.00%
Operator Fee to City 0 0 $21,188 $36,950 $61,000 $91,050
Hotel Tax Increase 0 $20,160 $28,800 $31,000 $33,500 $35,000
Total Earned Income $0 $20,160 $49,988 $67,950 $94,500 $126,050
Operating Expenses
New Booths $481,800 0 $80,000 $80,000 $80,000 $100,000
Decor $50,000 0 0 0 0 0
Total Expenses $531,800 $0 $80,000 $80,000 $80,000 $100,000
Annual Net -$531,800 $20,160 -$30,013 -$12,050 $14,500 $26,050
5 Year Gross Expenses -$531,800 -$531,800 -$611,800 -$691,800 -$771,800 -$871,800
5 Year Gross Income $0 $20,160 $70,148 $138,098 $232,598 $358,648
5 Year Net (Including Pre-
Opening) -$531,800 -$511,640 -$541,653 -$553,703 -$539,203 -$513,153
Assuming capital investment in new booths ends in year 5, the City’s net return will increase to
$230,000 in year 6. The City will break even and repay all capital costs in year 8. Year 8 will be
the year the city starts earning money on this project.
The City’s total 5-Year net is -$513,153. This is because of an initial investment of $531,800, a
total income of $358,648 and ongoing capital investment for additional new booths over the
five seasons of operation of $340,000. This scenario is a product of the City Council’s favorable
view of expanding the Market over time and reflects investment annually into the capital cost,
rather than two one-time investments in years 1 and 5.
17
Operator Pro Forma
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Vendor Rent Small Booth $144,000 $190,000 $253,000 $338,000 $420,000
Vendor Rent Large Booth $44,000 $62,500 $84,000 $105,000 $132,000
Corporate Sponsor $25,000 $25,000 $25,000 $35,000 $45,000
Event Rentals $2,500 $5,000 $7,500 $10,000 $10,000
Total Earned Income $215,500 $282,500 $369,500 $488,000 $607,000
Operating Expenses
Operator Fee to City 0 $21,188 $36,950 $61,000 $91,050
Booth Install $10,000 $12,000 $14,500 $16,500 $19,000
City Services $49,948 $49,948 $49,948 $49,948 $49,948
Electrical $80,000 $84,000 $88,200 $92,610 $97,241
Security $25,000 $25,750 $26,523 $27,318 $28,138
Sanitation $35,000 $36,050 $37,132 $38,245 $39,393
Decor (Annual) $15,000 $20,000 $25,000 $30,000 $35,000
Marketing $25,000 $25,750 $26,523 $27,318 $28,138
Storage $5,000 $6,000 $6,500 $7,000 $7,500
Total Expenses $244,948 $280,686 $311,275 $349,940 $395,407
Net -$29,448 $1,815 $58,226 $138,060 $211,593
18
Operator Selection
The City should leverage the existing committee formed to find a feasibility study consultant
and establish a search committee to source an Operator. This committee would:
● Identify at least five separate operators who have an interest in running the Market
● Issue a Request for Proposal (RFP) containing substantive information on market length,
size, location and design specifications, so that the Operator can produce a
comprehensive bid to the City
● Assess RFP responses and interview potential finalists, including asking for finalists to
present their final proposal in presentation form to the Committee
● Make a final recommendation to City Council as to which operator would be the best
candidate for operating the Market
The City would then:
● Negotiate a cost-sharing agreement with the Operator
● Provide a framework for and execute a contract with the Operator
Operator Scope of Services
The Operator should have the following capabilities and experience:
● Proven track record of operating at least two other markets of similar size and duration
● Ability to deal with all set-up and take-down challenges of the Market, including any
construction, plumbing, electrical and sanitation issues
● Ability to run all day-to-day operations of the Market, including security, sanitation, snow
removal, vendor relations, customer relations and social media
● Ability to source a wide range of vendors from both within the chosen pool of local
vendors (with an initial list provided by the City), plus regional, national and international
vendors as determined jointly by the operator and the City
● Experience with sourcing additional direct income through sponsorships or event rentals
is a plus
● Demonstrated expertise in developing a distinctive and engaging identity tailored
specifically to Dublin for the Market
19
Part 2:
The Market Management Manual
20
Overview
The following sections are meant to be a chronological, step-by-step guide to setting up the
Dublin Holiday Market based on the recommendations in the Feasibility Report. If the
management model changes, some of the content below will need to be revised, but many
sections will still be relevant in any model.
Establishment of a Search Committee for an Operator
The City of Dublin should pursue a “hybrid model” when searching for and ultimately contracting
with an Operator to run its Holiday Market. This hybrid approach would allow the City to be
involved in the creation of all aspects of the Market while delegating day-to-day responsibilities
of the Market to an Operator.
The City should leverage the existing committee formed to find a feasibility study consultant to
source, assess and ultimately recommend finalists to Dublin City Council.
The committee’s responsibilities will be to:
● Identify at least five separate operators who have an interest in running the Market
● Issue a Request for Proposal (RFP) containing substantive information on market length,
size, location, and design specifications, so that the Operator can produce a
comprehensive bid to the City
● Assess RFP responses and interview potential finalists, including asking for finalists to
present their final proposal in presentation form to the Committee
● Make a final recommendation to City Council as to which operator would be the best
candidate for operating the Market
21
Responsibilities of Operator: To Be Included In Both the RFP and Operator
Contract
The Operator will be responsible for the following aspects of the Holiday Market:
● Set-up of all holiday booths and associated infrastructure of the Market in Riverside
Crossing Park, including sanitation bins, storage areas, fire pits, holiday lighting and
decorations, signage and any other market-related infrastructure needs
● Day-to-day operations of opening, maintaining and closing the Market each day,
including sanitation, security, vendor support and customer service
● Booths should be kept in very good condition. For example, no panel gaps, unfinished
surfaces, messy wires, visible or disorganized back-of-house stuff, or unprofessional
signage. The City should supply a list of guidelines to the Operator and the Operator
should supply a list of guidelines to the vendors
● Market hours should be strictly enforced and all vendors trained to have their booths
open and staffed during market hours
● Social media postings on agreed-upon platforms
● Overnight security once the Market is closed for the evening
● Snow and ice removal as necessary
● Ongoing refurbishment/repair of any infrastructure as necessary for the duration of the
Market
● All point-of-sales operations using a common payment method given to all market
vendors
● Financial reporting and payments to all vendors, and to the City of Dublin, every week,
with a final market report due one week after the conclusion of the Market
● Breakdown of all market infrastructure when the Market concludes each year, and
possible storage of booths depending on the City of Dublin’s final decision regarding
ownership of the booths themselves
22
Dublin's Responsibilities to Support the Operator
The City of Dublin shall be responsible for the following aspects of the Holiday Market:
● Generation and execution of the contract between the City of Dublin and its Operator for
the running of the Market (a three-year term with optional yearly renewals is
recommended)
● Reviewing all necessary permits, including building and fire permits (paid for by the
Operator), plus all other inspections and approvals necessary from an infrastructure
(sanitation, bathrooms, electrical, signage) standpoint.
● Dublin Police Department to meet with the Operator and work out a full security and
safety plan to be implemented for the duration of the Market
● Approval of the final design of all market stalls/booths; possible purchase or fabrication
of said booths if the City chooses to own the booths themselves
● Providing at least two or three individuals to be part of the Vendor Selection Committee
(more information on later pages), granting the Committee full power to approve
vendors for the Market and providing Vendor Selection Committee with an initial list of
local vendors that may be appropriate for the Market
● Approval of all social media channels and sample messaging for the duration of the
Market
● Approval of all signage and advance marketing/advertising materials to be generated in
support of the Market
● Support by the Dublin Police Department and Dublin Department of Public Service, paid
for by the Operator
● Providing a contact from the City’s Finance Department to work with the Operator on the
format, submission, and audit of all financial reports and transactions
● The publication, maintenance and any adjustments to the Yearly Calendar of Operations
of the Holiday Market (more detail to be provided in the next section)
23
Yearly Calendar of Operations
2025: Pre-Production
Early Q2:
● Creation of a Search Committee for an Operator
● Solicit preliminary estimates from booth fabricators to incorporate into the five-
year Capital Improvements Program budget
● Create an RFP for potential operators
Q2:
● Issue the RFP
● Meet with finalists
Q3:
● Make a recommendation to City Council for an Operator
● Enter into contract negotiations
Q4:
● City Council to formally approve the budget for the Holiday Market
● Market Operator contract executed
2026: Market Year One
Q1:
● Operator to start work on design specs and layout for booth structures
● Vendor Selection Committee formed
● Outreach by the Operator and City to bring potential vendors to the Market
Q2:
● Final booth design and initial market layout approved
● Potential fabrication of booths for the Market begins
● Operator begins holding meetings with the relevant City of Dublin staff members
Q3:
● Select vendors; training manuals and videos are created for vendors by the
Operator
● Initial marketing push on social media
● Vendor training and Operator handbook provided to vendors
● Sample staging of market
Q4:
● Marketing efforts continue
● Vendor training complete
● Installation of booths and market opening
● Market dismantled and stored when complete
● Final financial reporting submitted to the City of Dublin
24
2027: Market Year Two
Q1:
• Assessment report on Market Year On
• Exit interviews with city staff, vendors and the Operator
Q2:
• Any additional booth fabrication begins
• Repairs or modifications to existing booths based on feedback from the Operator
• Year 2 Vendor Selection Committee search and selection (assume that 10-20% of
vendors will be replaced in year 2)
Q3:
• Final vendors chosen
• Update training manual and videos for vendors
• Continued marketing push for the Market on social media
• Sample staging of market
Q4:
• Marketing efforts continue
• Vendor training complete
• Installation of booths and market opening
• Market dismantled and stored when complete
• Final financial reporting submitted to the City of Dublin
25
Market Design and Decor
The City of Dublin and representatives from the Operator will be involved in all aspects of the
design and construction of the holiday market booths, with the balance of responsibilities to be
agreed upon following the selection process. The City of Dublin can hire a third-party design
consultant to submit both sample and detailed booth designs, or, if the Operator has these
capabilities, to hire from within one of these options. The City of Dublin should approve, along
Operator’s input, the following:
● Final booth design, including colors and materials
● Final “graphic package” for the Holiday Market–fonts, color palette, posters, banners,
online graphics, mailers and other promotional materials
● Final web pages (initially embedded within the City’s own pages) for the Market
● Final lighting design, both operational and decorative
● Final placement of all booths, trash receptacles, fire pits, seating and any other market
furniture or infrastructure
● Final specification manual for use by vendors concerning merchandise display, signage,
shelving, and other considerations regarding visual merchandising
The City should retain the ownership of all Marks, Names and the Brand of the Market.
Vendor Selection
Vendor selection is critical to the Market's success. Several important considerations include
the right mix of food vendors versus product vendors, the number of each kind of product
vendor, the number of local vendors who should be awarded space at the Market, and the
number set aside for national or international applicants.
The City should use its Operator to assist in forming a Vendor Selection Committee. This
committee would invite potential vendors to apply, assess, and vote on which vendors should
be offered contracts. The Committee should be composed of relevant stakeholders with a
vested interest in the Market’s success.
Once the selection process is complete, the Market Operator must execute contracts with each
vendor and provide the City with copies of the vendor contracts. The Vendor Selection
Committee should also approve a sample contract before any formal offers to potential
vendors.
26
How To Create and Execute Sponsorship Opportunities at the Dublin Holiday
Market
An exciting opportunity that is shared by all holiday markets is the ability to match creative
sponsorship ideas with logical sponsors, both from the local community and further afield. The
main benefit of such sponsorships is additional revenues in the coffers of the Operator, and
indirectly the City of Dublin, as part of the Market income percentage paid to the City.
In year 1 of the Market, it’s conceivable that the Operator could offer a potential sponsor a
discounted or “at-cost” rate for its sponsorship of the Market, to whet its appetite in future years
and/or to use the imagery created to market opportunities to different sponsors in future years.
On a side note, the Operator could hire a design consultant to create the graphical and design
elements on behalf of potential sponsors, as many companies lack the internal bandwidth to
generate their own materials.
Marketing, Social Media, and Signage
Dublin events already have a strong media presence between the Visit Dublin website and
dublinohiousa.gov website. In-house departments such as Communications and Marketing can
be enlisted to help promote the Market, along with the specific marketing responsibilities that
the Operator will be responsible for in its contract with the City of Dublin.
However, there should be a specific point person delineated as the final marketing manager for
the Market, even if a marketing committee is formed that would comprise individuals from each
department. This marketing manager would be responsible for generating a three-year
marketing plan with a detailed budget across multiple marketing platforms, including online and
mobile advertising, physical mailers, posters, banners, email blasts and social media
interactions.
The Operator can choose to run all of this with in-house staff or hire a third-party marketing
consultant to create and execute the final marketing plan for the Market or choose to have the
Operator take full control of marketing for the Market if it’s outlined in the Operator contract.
27
Part 3: Next Steps
Below is a basic outline of potential next steps in this journey:
● Detailed discussions with potential operators
● Signoff from City Council on proposed timeline and initial budget
● Execution of a contract with the proposed operator, detailing responsibilities of both
parties
● Fabrication/purchase of market booths
● Creation of vendor selection panel and selection of all vendors
● Installation of market infrastructure and vendor/worker training
● Dublin’s first holiday market
In Conclusion
We really enjoyed working with the City of Dublin to conceptualize a Holiday Market and we
wish the City the best of luck with making it a reality!
28
Exhibits
● Potential Market Operators
● Booth Options and Expenses
● A Vision of Dublin’s Holiday Market:
○ Booth/Market Design
○ Holiday Lighting and Decor
● Holiday Lighting and Decor Visual Ideas
● Riverside Crossing Conceptual Site Plan #1
● Riverside Crossing Conceptual Site Plan #2
Potential Market Operators
(in no particular order)
Company
Name Contact Name Email Phone Website
UrbanSpace Eldon Scott escott@urbanspacenyc.com 917-502-2855
https://www.urbanspaceny
c.com/
German
American Kate Bleecker
Bleeker@GermanAmericanEv
ents.com 312- 644-3785
https://www.christkindlmar
ket.com/
Upsilon Itai Shoffman
IShoffman@upsilonventures.c
om 917-620-2914 n/a
Brooklyn Flea Manuel Mujica manuel@smorgasburg.com 954-995-7459 https://brooklynflea.com/
The Makers
Show Julie Feltman julie@themakersshow.com 508-776-3168 www.themakersshow.com
Bensidoun USA Seb Bensidoun bensidoun@yahoo.com 312-502-5603 https://bensidounusa.com/
Robert Lavalva Robert Lavalva robertlavalva@gmail.com 646-275-2597 n/a
Carmel
Christkindlmarkt
Maria Adele
Rosenfeld n/a 317-559-6608
https://www.carmelchristki
ndlmarkt.com
29
Booth Options and Expenses
Booth Options and Expenses
Small Large Design/
Refurbish
Customiza
tion Total
Recurring
Setup
Cost/Year
Tents $2,250 $3,000 $40,000 $96,000 $10,000
Chalets $9,450 $12,425 $80,000 $481,800 $10,000
Existing Booth
Purchase (Custom) $5,000 $7,500 $80,000 $300,000 $25,000
Fully Custom Booth $13,000 $18,500 $80,000 $644,000 $20,000
Contemporary
Modular Booth
(Makers Show) $5,000 $7,000 $40,000 $216,000 $13,000
Number of units 32 8 40
Tents: Grainger Industrial Supply
Chalets: Laurent Arnaud, Synerglace, 1(581)777-6099, laurent.arnaud@synerglace.ca
Fully Custom Booths: J. Ember Design, 917-697-7275, jemberdesign.com,
julie@jemberdesign.com
Existing Booths (Bryant Park 1st generation booths, refurbished): Itai Shoffman, Upsilon
Ventures, 917-620-2914 Shoffman@upsilonventures.com
Contemporary Modular Booths: Julie Feltman julie@themakersshow.com, 508-776-3168
30
A Vision of Dublin’s Holiday Market
Credits clockwise from top left: The Ultimate Guide To Traditional Christmas Market Foods Across The USA: A Festive Tour -
Christmasmarketusa.com; You can skip the lines at Christkindlmarket this year, Photo by Jaclyn Rivas; Denver Christkindlmarket –
Downtown Denver, CO | 2024 Nov-Dec Event, philaholidays Instagram page.
31
Credits clockwise from top left: The Best Christmas Markets in Illinois; How to spend Christmas in New York City with kids - Skylar Aria’s
Adventures; The Ultimate Guide To Traditional Christmas Market Foods Across The USA: A Festive Tour - Christmasmarketusa.com,
Discovering The Charm Of Columbus Circle Holiday Market: A Friendly Visitor's Guide - Christmasmarketusa.com; philaholidays Instagram
page.
32
33
Note: This plan assumes current park infrastructure
To: Members of Dublin City Council
From: Megan D. O’Callaghan, P.E., City Manager
Date: February 25, 2025
Initiated By: Emily Goliver, Operations Administrator/Sustainability
Re: Holiday Market Feasibility Study Final Report
Background
At the July 1, 2024, City Council meeting, Council unanimously directed staff to enter into final
contract negotiations with Town Square for the Holiday Market Feasibility Study. The deliverables
for the project include:
• A discussion of potential ownership and management structures for the market, along with
a recommendation as to which structure would most suit the City of Dublin; a final
recommendation regarding the best location for the holiday market
• A five-year pro forma detailing all expenses that the market would have and a market map
• A “Market Manual” that would be used by the eventual operator of the market
As part of the project initiation, Town Square visited Dublin Oct. 1 and 2 to explore potential
locations for a market and interview key stakeholders, including partner organizations and Council
Members. The consultant team interviewed Scott Dring (Visit Dublin, Ohio), Jessica Rexer
(Downtown Dublin Strategic Alliance), David Guion (Dublin Arts Council), Sharon Adamek (Historic
Dublin Business Association), Jenny Amorose (Dublin Chamber of Commerce), City Manager
Megan O’Callaghan and all seven City Council members. The discussions at these meetings
centered around location, look and feel of a market, targeted population, goals of a market and
operational considerations.
The consultants also met with internal city staff, including the Directors of Communications &
Marketing, Public Service, Community Events and Parks & Recreation, Economic Development
Administrator and Deputy Chief of Police. The purpose of the internal staff meetings was to discuss
the economic impact and logistics of a market, including security, trash/recycling collection,
marketing and more.
In addition to the stakeholder interviews, public input was solicited through the Community Events
Roadmap survey and at the bi-annual Neighborhood Leadership Meeting.
The results of the survey responses, stakeholder interviews and the site visit were incorporated
into the presentation to City Council at the November 12, 2024, Work Session. At this meeting,
Town Square and City staff members presented the initial findings of the feasibility study and
requested feedback from Council on the following questions:
1. Is Council supportive of supplying a capital investment towards the market (décor and
kiosks) and selecting a firm to operate the market?
2. Should Riverside Crossing Park serve as the primary location for the market, with a
potential to expand to more locations once it is well-established?
3. Should the market be considered a Christkindlmarkt and focus on German culture or a
0BOffice of the City Manager
1B5555 Perimeter Drive • Dublin, OH 43017
2BPhone: 614.410.4400 Memo
Memo re. Holiday Market Feasibility Study Final Report
February 25, 2025
Page 2 of 3
Holiday Market that is inclusive of diverse cultures?
4. Does Council prefer traditional style huts or a more contemporary aesthetic for the market?
Council expressed support for supplying capital investment in the décor and kiosk market and
selecting a firm to operate it. Riverside Crossing Park was determined to be the appropriate
primary location for the market, with the potential to expand to more locations. It was determined
that the market should be traditional Christkindlmarkt, focused on German culture and traditional
style booths.
Summary
The full Holiday Market Feasibility Study final report is attached for reference. The report
recommends locating the Market at Riverside Crossing Park and starting with 40-50 booths
comprised of 15-20 local vendors. In furtherance of Council’s desire to grow the market to 100
vendors in year 5, the report suggests gradually growing the market in years 2 through 5 to
achieve 100 by the fifth year. The Market is recommended to run for 20 days between
Thanksgiving and Christmas. Given that students are off school through the week following New
Year’s Eve, the Operator could decide to extend the Market through that week, for a total of 28
days. This decision will be made based on vendor availability in the weeks following Christmas.
The Market should include activities, such as the ice rink, children’s activities, community benefit
activities, and areas for photo opportunities. Special events, such as crafting, concerts and a tree-
lighting ceremony, could also be included. These activities will keep the Market fresh and exciting
to visit multiple times.
While the details will need to be worked out with the eventual Market Operator during contract
negotiations, the proposed model would have the City pay for all capital expenses while the
Operator pays for the day-to-day operational expenses. The City would be the sole beneficiary of
all indirect revenues associated with the event, such as increased Hotel/Motel Tax revenue earned
by the estimated 4% increase in room occupancy.
The recommended revenue-sharing opportunity would make the Operator responsible for
generating direct revenue, including sponsorship and booth rental, and sharing a percentage of
their income with the City. In year 1, it is proposed that the Operator keep all revenue associated
with the event to help the Operator break even sooner, thus, incenting potential Operators to
participate. Beginning in year 2, it is suggested that the Operator begin paying a gradually
increasing percentage of revenue to the City, reaching 15% by year 5.
The detailed pro forma indicates that, assuming the capital investment in new booths ends in year
5, the City will break even on its capital investment by year 8, when it will start earning a profit on
the project. The Operator will begin earning a small revenue on the event in year 2.
Should Council support accepting the Holiday Market Feasibility Study at the March 17, 2025, City
Council meeting, staff will convene the same group that participated in selecting the feasibility
study consultant to begin the process of issuing a Request for Proposals (RFP), assessing RFP
responses and recommending an Operator to City Council. The committee will be comprised of
representatives from Community Events, Parks & Recreation, the Office of the City Manager,
Communications & Marketing, Visit Dublin Ohio and the Downtown Dublin Strategic Alliance. The
committee will make a recommendation to Council for a potential Operator by the end of Q2 2025.
Memo re. Holiday Market Feasibility Study Final Report
February 25, 2025
Page 3 of 3
Recommendation
Staff is seeking feedback from Council regarding the following questions:
• Does Council have feedback or questions regarding the pro forma?
• Is Council supportive of the conceptual timeline?
• Does Council have feedback or questions regarding the Holiday Market Feasibility Study
final report?
Holiday Market Feasibility Study
and Market Manual
For a Potential Holiday Market in Dublin, Ohio
Submitted by Town Square
February 13, 2025
2
In July of 2024, The City of Dublin hired Town Square to look at the feasibility of
creating a “European-style” Holiday Market in Dublin, Ohio. The City already plays
host to several high-quality short- and long-term events throughout the year,
including the Dublin Irish Festival, the Memorial Tournament, the Dublin Market,
and the St. Patrick’s Day Parade. The following report is Town Square’s
suggestions and next steps for creating a Holiday Market of similar quality–another
arrow in Dublin’s ever-expanding quiver of signature events.
3
Executive Summary
In furtherance of the City Council’s goal to Develop Dublin’s “Destination of Choice” Next
Generation Community Events Vision, the City issued a Request for Proposals for a consultant
to conduct a Holiday Market Feasibility Study. As part of the project initiation, Town Square
visited Dublin Oct. 1 and 2 to explore potential locations for a market and interview key
stakeholders, including partner organizations, City staff members, and Council Members. Public
input was also solicited to prioritize activities at a potential holiday market.
This report will outline recommendations for a Holiday Market for the City of Dublin, Ohio, with
the goals of fostering a community spirit, providing a quality destination for “something to do” in
the colder months of the year, celebrating the cultures of Dublin and sustaining the economic
activity of Downtown Dublin, particularly related to hotels and restaurants patronage. In
summary, the feasibility study found that:
● A holiday market in Dublin, Ohio would be another successful annual event that the city
and its residents would be proud of, and would benefit from, both civically and
financially
● A third-party operator should be hired to establish, administer, and expand the annual
Market. The city should have both input and oversight into such key areas as budgeting,
aesthetics, vendor selection, and promotional activities
● The City of Dublin should locate the Market at Riverside Crossing Park, with the award-
winning Dublin Link Pedestrian Bridge as a backdrop
● The City of Dublin should target a launch date of early December 2026 as its first market
season, with approximately 50 vendors (both local and national) participating
● The City of Dublin should allocate funds in its budget for Market-related expenses to be
covered by the City
4
Table of Contents
Part 1: Feasibility Report on a Holiday Market for Dublin, Ohio
1. Overview
2. Market Types
3. Market Location and Layout
4. Market Size and Duration
5. Market Design and Operations
6. Market Activities
7. Market Administration Models
8. Market Pro Forma
9. Operator Selection
10. Scope of Services for Operator
Part 2: The Market Management Manual
1. Overview
2. Establishment of an Executive Search Committee for an Appropriate Operator
3. Responsibilities for Operator: To Be Included in Both the RFP and Operator Contract
4. City of Dublin's Responsibilities to Support the Operator of the Holiday Market
5. Yearly Calendar of Operations
6. Market Design and Decor
7. Vendor Selection
8. How To Create and Execute Sponsorship Opportunities at the Dublin Holiday Market
9. Marketing, Social Media and Signage
10. Exhibits
Part 3: Next Steps
1. Signoff from City Council on proposed timeline and initial budget
2. RFP generated for potential Operators
3. Execution of contract with proposed Operator, detailing responsibilities of both parties
4. Initiation of Rolling Calendar for Market planning and execution
5
Part 1: Feasibility Report
on a Holiday Market
for Dublin, Ohio
6
What is a Holiday Market and Why Do Cities Have Them?
The Holiday Market is a thousand-year-old concept, dating back to at least 1296, when Duke
Albert I of Austria permitted a group of Viennese traders to create a “December Market.” A
hundred years later, King Wenceslas got into the act, granting the town of Bautzen rights to
create a Saturday meat market between September and December of each year.
The idea of a market itself goes back even further–another thousand years, in fact—to the Greek
“agora,” especially its most famous example in Athens. While it was a place for citizens to go to
hear announcements, sign up for military service, and discuss politics, it also swiftly became a
place for retail activity, especially as each trade had its own quarter in the agora.
By the 18th and 19th centuries, the most famous Christmas markets were centered in Europe,
particularly in Germany and Austria, where vendors sold Christmas-themed toys and other
items.
Today, there are holiday markets worldwide, from Australia to South America and many across
the United States, including three major markets in New York City alone. In Ohio, the Cincinnati
Christkindlmarkt at Moerlein Lager House is perhaps the closest traditional Holiday Market to
Dublin.
Markets remain incredibly popular. They’re a way for families, especially when the days are
short and the nights are cold in the Northern Hemisphere, to leave the house and have a shared
experience with their neighbors and community. It’s a way for local vendors and craftspeople to
connect with their customers, a way for cities to provide memorable experiences to the
community and foment additional economic activity. It’s also a way for humanity in general to
come together during the holiday season, which itself is based on ancient observances of the
winter solstice.
7
Market Types
Markets can be as different from each other as cultures and countries can be. In Germany,
Austria and France, traditional “Christmas” markets are the norm and have been running for
hundreds of years. In America, many markets are billed as “holiday” markets, though all of them
have plenty of Christmas-themed wares for sale, in addition to foods and crafts from across the
cultural spectrum.
Some markets in America, such as the Cincinnati market, are branded as “Christkindlmarkts” to
hearken back to the market’s German roots, with Alpine chalet-style booths and a focus on
German foods and products. Other markets provide a more modern take, choosing
contemporary, minimalistic or eclectic booth designs. The goal is the same in every case: to
provide locals, commuters and visitors with a memorable experience that they can look forward
to on an annual basis.
8
Market Location and Layout
Markets tend to be in intimate, surprisingly small geographic areas, allowing many stalls to be
placed cheek-by-jowl to each other. While this seemingly creates unwanted crowding, it tends to
provide additional warmth and intimacy for vendors and visitors alike, as well as cohesiveness
and help with visibility and security.
In early October 2024, Town Square visited Dublin to survey potential locations for the Holiday
Market, including Bridge Park, Riverside Crossing Park, Coffman Park, the Darby Lot, the
Columbus Metropolitan Library — Dublin Branch, Bri/Hi Square and other pocket spaces.
9
While each site has pros and cons, Riverside Crossing Park is the best location for an initial
Market. It has the following advantages:
● Its central location within Dublin, bridging both Historic Dublin on the west side of Scioto
River and the more modern developments on the east side of the river
● High visibility, foot traffic and iconic views
● The availability of existing public bathrooms, “back-end” storage space and shelter via
the Pavilion within the park
● The amount of “hardscape” that can easily provide a base for dozens of booths without
having to create a temporary substrate over open lawns
● The proximity to the seasonal skating rink that operates within Riverside Crossing Park
provides a built-in audience for the Market
● The ability to expand to additional areas, aligned with the updated Riverside Crossing
Master Plan
● The lawn north of the location of the skating rink could be used in future years to stage
additional booths and activities for the Market
● Can serve as a central hub for future nodal Markets throughout the downtown area
The initial Market should be centered around the Pavilion and Ice Rink within Riverside Crossing
Park. This will create an intimate feel while also (once folks are within the Market) making it
seem larger and more “maze-like”, providing an opportunity for patrons to meander through the
Market than if it is spread out over a larger geographic area.
Two Conceptual Site Plans (Exhibits 1 and 2) at the end of this report show both initial (40-60
vendors) and expanded (100+) vendor set-ups within Riverside Crossing Park.
10
Market Size and Duration
The initial Market should operate a minimum of 20 days between Thanksgiving and Christmas,
with Thursdays and Fridays operating between 3 p.m. and 8 p.m. (9 p.m. if business is strong),
and Saturday and Sunday operating between 11 a.m. and 9 p.m. This initial length will give the
Market time to be visible to all comers and give vendors a reasonable stretch of time to sell
their wares and create a “buzz.” Alternatively, given that children are off from school in Dublin
during the week following New Year’s, the Market can run for the first full week of January,
increasing the total number of days to 28. This will make the Market schedule consistent with
the Columbus Zoo Wildlights. The Operator should be involved in this decision given that vendor
availability may vary after Christmas.
If the Market is successful, in future years, the Market could operate seven days a week and
start earlier in the season or even stretch after Christmas itself for more total days and
additional total hours.
A minimum of 40 booths is recommended for the first year, with a target of 50 vendor booths to
be occupied between a variety of food and non-food vendors, of which at least 15-20 would be
sourced from the local Dublin/Columbus area. This should include a mix of jewelry, toys,
handcrafted goods, mass-produced products and simple food options where booths sell a
limited number of well-executed consumable items per booth. As with the duration of the
Market itself, in future years, the Market can expand to well over 100 booths, which would
necessitate additional restrooms and power but also give the Market a larger stage to increase
its installations, types of areas (for example, a kids’ play area could be introduced), a stage for
performances, and expansion beyond Riverside Crossing Park itself–specifically, by bridging the
gap between “old” and “new” Dublin by extending Market booths and activities to Historic
Dublin.
11
Market Design and Operations
The City of Dublin should work with its Operator to develop a traditional Market design, nodding
toward Dublin’s German roots and leaning toward cleaner and more refined, rather than
cluttered and heavily adorned, characteristic of Dublin’s aesthetics. To achieve this, there will be
a design process to develop the look and feel with the Operator. The booths could be wood
chalet-style with more neutral or sophisticated colors or contemporary, modular booths heavy
on traditional detailing and festive decor.
Warm lighting and a multisensory approach can be employed throughout the Market to keep
people engaged and bring life to the area. For visual guidelines, see “A Vision of Dublin’s Holiday
Market” in the Exhibits. Some additional creative considerations would be:
● ‘Retail facing retail’ whenever possible, to create corridors that allow two sets of
shoppers to experience the Market, increasing the “cozy” factor of the Market, providing
“pathways” for shoppers to follow and giving folks a sense of safety and security
● No, or very few, disconnected booths that sit out in space. Booths should at least be in
clusters so that the feeling is one of connectivity and engagement
● The five senses should be engaged— there should be music (both live and pre-recorded),
aromas from the food vendors, engaging sights, especially via effective merchandising
that engages and invites passersby and plenty of items you can touch and feel
● Different areas can be delineated. For example, the food vendors could all be together
● Clear signage, spatial organization and communication throughout the Market
● High quality: Booths should be kept in very good condition. For example, there should be
no panel gaps, unfinished surfaces, messy wires, visible or disorganized back-of-house
stuff, or unprofessional signage. The City should supply a list of guidelines to the
Operator, and the Operator should supply a list of guidelines to vendors.
● Clean and well organized: There should be enough well-maintained restroom facilities
and plenty of refuse, recycling and compost bins. All vendors should be trained to have
their booths open and staffed during Market hours, with appropriate penalties if they fail
to adhere to their vendor contracts.
12
Market Activities
Besides the activities of the Market itself (buying and selling items, preparing and consuming
food and drink), the City of Dublin has the option of drawing in the greater athletic, nonprofit,
and artistic communities to the Market by working with groups to provide any (or all) of the
below additional activities:
● Ice skating rink - potentially expand its size and operating hours in future years
● Sledding/snowman-making/snow sculpture activities if possible
● Races, mazes, and/or other activities for children to participate in
● Non-profit organization food and clothing drives and/or other community benefit
activities
● Pavilion for holiday arts and crafts for both children and adults sponsored by local arts
education groups
● Live music provided by local choir/chorus groups or other local acts
● Art and/or light installations provided by local artists
● “Photo op” areas for social media platforms
● Special events: Concerts, crafting, ice skating, tree lighting, and other events would be
timed to fit within Market operating hours to create additional buzz (and attendance) at
the Market
● Include a variety of activities and areas of respite so that the Market is exciting and
comfortable for a large cross-section of visitors of different interests and ages. The
wider the range of activities provided, the longer people will likely stay.
13
Market Administration Models
As discussed at the November 12, 2024 City Council Work Session, Dublin has options when it
comes to the Holiday Market:
1. 100% City-Run: City of Dublin fully operates the market
2. City hires a for-profit market manager: City contracts a private firm to operate for a
fixed fee, and pays all costs, including capital, keeps all revenues
3. City invests in capital + hires for-profit operator: City invests in capital (décor and
booths), Operator incurs all operational expenses and keeps all or a portion of revenues
(concession model)
4. 100% For-profit operator: City hires an Operator; Operator pays a fee to the City, incurs
all capital & operating expenses, and keeps all revenue (concession model)
While each of these models has its pluses and minuses, City Council determined Option 3 to be
the best fit. Under this model, the Operator could either pay the city a fee for operating the
Market and collecting revenues or, depending on the final form of agreement with the operator,
pay the city a percentage of Market revenues as a revenue share or operating fee.
In this option, the following benefits would exist for both the City and its eventual operator:
● Eliminates capital risk for the operator
● Allows lower initial rent for vendors
● The City retains control of overall investment in decor and aesthetics
● The City will recoup initial investment faster as money will flow back to it in the form of
revenue share/operating fees paid to it
● The operator will be responsible for installation and take-down, POS (point-of-sale)
payment functionality, daily operations such as security and sanitation, marketing, snow
removal and customer service
14
Market Pro Forma
The following pages include an overall Market pro forma, including an initial investment in décor
and chalet-style booths, followed by a proposal for sharing revenues and expenses between the
City and its Operator. The pro forma assumes a market composed of 32 “small” and 8 “large”
booths at inception, expanding over time to 60 “small” and 16 “large” by year 5.
The proposed pattern of sharing revenues and expenses would be as follows:
The City pays for all upfront structures (booths) and decor costs. The City will receive a fee from
the Operator and benefit from any indirect revenues linked to increased visitation to its
Downtown (such as an increase in hotel tax revenues based on a 4% increase in room
occupancy). The Operator will be responsible for generating the direct revenues for the event,
including sponsorship and rental revenues, which they will share a percentage of with the City.
The increase in Hotel/Motel Tax revenue is based on the assumption that the City currently has
an inventory of 2,400 rooms and an occupancy rate of 48.4% during the time of the Market. The
Market’s impact is estimated to result in a 4% increase in the occupancy rate to 52.4% for 30
days or 2,880 total new nights booked. The estimated revenue in the pro forma is based on a
$115 average daily rate and a 6% excise tax on overnight stays. Occupancy will increase in
later years as more hotels come online and the Market generates additional traction.
To incentivize participation, the Operator should be exempt from paying the City’s revenue
share in year 1 and pay a gradually escalating percentage of revenues in the following years,
reaching 15% in year 5 (7.5% in year 2, 10% in year 3, and 12.5% in year 4).
The Operator will be responsible for costs associated with City staffing, currently estimated at
four police officers, a supervisor and a cruiser. These costs are allocated in the pro forma based
on data supplied by the City but weighed at 66% of the total in year 1, and stable in the following
years, based on Town Square’s experience with police staffing needs at other holiday markets.
The Operator will be responsible for all other costs and keep all rent, sponsorship and rental
revenues. The Operator will also be responsible for necessary services (security and/or
sanitation) which might be specified to guarantee the quality of the event at its inception.
15
Overall Market Pro-Forma
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Vendor Rent Small Booth 0 $144,000 $190,000 $253,000 $338,000 $420,000
Vendor Rent Large Booth 0 $44,000 $62,500 $84,000 $105,000 $132,000
Corporate Sponsor 0 $25,000 $25,000 $25,000 $35,000 $45,000
Event Rentals 0 $2,500 $5,000 $7,500 $10,000 $10,000
Hotel Tax Increase 0 $20,000 $28,800 $31,000 $33,500 $35,000
Total Earned Income $0 $235,500 $311,300 $400,500 $521,500 $642,000
Operating Expenses
Booth Install $10,000 $12,000 $14,500 $16,500 $19,000
City Services $49,948 $49,948 $49,948 $49,948 $49,948
Electrical $80,000 $84,000 $88,200 $92,610 $97,241
Security $25,000 $25,750 $26,523 $27,318 $28,138
Sanitation $35,000 $36,050 $37,132 $38,245 $39,393
Decor (Annual) $50,000 $15,000 $20,000 $25,000 $30,000 $35,000
Marketing $25,000 $25,750 $26,523 $27,318 $28,138
New Booths $481,800 0 $80,000 $80,000 $80,000 $100,000
Storage 5,000 $6,000 $6,500 $7,000 $7,500
Total Expenses $531,800 $244,948 $339,498 $354,326 $368,939 $404,358
Net -$531,800 -$9,448 -$28,198 $46,174 $152,561 $237,642
Supporting Data Year 1 Year 2 Year 3 Year 4 Year 5
# Small Booths 32 38 46 52 60
# Large Booths 8 10 12 14 16
Estimated Rent Small Booth 4,500 5,000 5,500 6,500 7,000
Estimated Rent Large Booth 5,500 6,250 7,000 7,500 8,250
16
City Market Income and Expenses
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Operator Fee to the City as % n/a n/a 7.50% 10.00% 12.50% 15.00%
Operator Fee to City 0 0 $21,188 $36,950 $61,000 $91,050
Hotel Tax Increase 0 $20,160 $28,800 $31,000 $33,500 $35,000
Total Earned Income $0 $20,160 $49,988 $67,950 $94,500 $126,050
Operating Expenses
New Booths $481,800 0 $80,000 $80,000 $80,000 $100,000
Decor $50,000 0 0 0 0 0
Total Expenses $531,800 $0 $80,000 $80,000 $80,000 $100,000
Annual Net -$531,800 $20,160 -$30,013 -$12,050 $14,500 $26,050
5 Year Gross Expenses -$531,800 -$531,800 -$611,800 -$691,800 -$771,800 -$871,800
5 Year Gross Income $0 $20,160 $70,148 $138,098 $232,598 $358,648
5 Year Net (Including Pre-
Opening) -$531,800 -$511,640 -$541,653 -$553,703 -$539,203 -$513,153
Assuming capital investment in new booths ends in year 5, the City’s net return will increase to
$230,000 in year 6. The City will break even and repay all capital costs in year 8. Year 8 will be
the year the city starts earning money on this project.
The City’s total 5-Year net is -$513,153. This is because of an initial investment of $531,800, a
total income of $358,648 and ongoing capital investment for additional new booths over the
five seasons of operation of $340,000. This scenario is a product of the City Council’s favorable
view of expanding the Market over time and reflects investment annually into the capital cost,
rather than two one-time investments in years 1 and 5.
17
Operator Pro Forma
Budget Summary Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5
Earned Income
Vendor Rent Small Booth $144,000 $190,000 $253,000 $338,000 $420,000
Vendor Rent Large Booth $44,000 $62,500 $84,000 $105,000 $132,000
Corporate Sponsor $25,000 $25,000 $25,000 $35,000 $45,000
Event Rentals $2,500 $5,000 $7,500 $10,000 $10,000
Total Earned Income $215,500 $282,500 $369,500 $488,000 $607,000
Operating Expenses
Operator Fee to City 0 $21,188 $36,950 $61,000 $91,050
Booth Install $10,000 $12,000 $14,500 $16,500 $19,000
City Services $49,948 $49,948 $49,948 $49,948 $49,948
Electrical $80,000 $84,000 $88,200 $92,610 $97,241
Security $25,000 $25,750 $26,523 $27,318 $28,138
Sanitation $35,000 $36,050 $37,132 $38,245 $39,393
Decor (Annual) $15,000 $20,000 $25,000 $30,000 $35,000
Marketing $25,000 $25,750 $26,523 $27,318 $28,138
Storage $5,000 $6,000 $6,500 $7,000 $7,500
Total Expenses $244,948 $280,686 $311,275 $349,940 $395,407
Net -$29,448 $1,815 $58,226 $138,060 $211,593
18
Operator Selection
The City should leverage the existing committee formed to find a feasibility study consultant
and establish a search committee to source an Operator. This committee would:
● Identify at least five separate operators who have an interest in running the Market
● Issue a Request for Proposal (RFP) containing substantive information on market length,
size, location and design specifications, so that the Operator can produce a
comprehensive bid to the City
● Assess RFP responses and interview potential finalists, including asking for finalists to
present their final proposal in presentation form to the Committee
● Make a final recommendation to City Council as to which operator would be the best
candidate for operating the Market
The City would then:
● Negotiate a cost-sharing agreement with the Operator
● Provide a framework for and execute a contract with the Operator
Operator Scope of Services
The Operator should have the following capabilities and experience:
● Proven track record of operating at least two other markets of similar size and duration
● Ability to deal with all set-up and take-down challenges of the Market, including any
construction, plumbing, electrical and sanitation issues
● Ability to run all day-to-day operations of the Market, including security, sanitation, snow
removal, vendor relations, customer relations and social media
● Ability to source a wide range of vendors from both within the chosen pool of local
vendors (with an initial list provided by the City), plus regional, national and international
vendors as determined jointly by the operator and the City
● Experience with sourcing additional direct income through sponsorships or event rentals
is a plus
19
Part 2:
The Market Management Manual
Overview
20
The following sections are meant to be a chronological, step-by-step guide to setting up the
Dublin Holiday Market based on the recommendations in the Feasibility Report. If the
management model changes, some of the content below will need to be revised, but many
sections will still be relevant in any model.
Establishment of a Search Committee for an Operator
The City of Dublin should pursue a “hybrid model” when searching for and ultimately contracting
with an Operator to run its Holiday Market. This hybrid approach would allow the City to be
involved in the creation of all aspects of the Market while delegating day-to-day responsibilities
of the Market to an Operator.
The City should leverage the existing committee formed to find a feasibility study consultant to
source, assess and ultimately recommend finalists to Dublin City Council.
The committee’s responsibilities will be to:
● Identify at least five separate operators who have an interest in running the Market
● Issue a Request for Proposal (RFP) containing substantive information on market length,
size, location, and design specifications, so that the Operator can produce a
comprehensive bid to the City
● Assess RFP responses and interview potential finalists, including asking for finalists to
present their final proposal in presentation form to the Committee
● Make a final recommendation to City Council as to which operator would be the best
candidate for operating the Market
21
Responsibilities of Operator: To Be Included In Both the RFP and Operator
Contract
The Operator will be responsible for the following aspects of the Holiday Market:
● Set-up of all holiday booths and associated infrastructure of the Market in Riverside
Crossing Park, including sanitation bins, storage areas, fire pits, holiday lighting and
decorations, signage and any other market-related infrastructure needs
● Day-to-day operations of opening, maintaining and closing the Market each day,
including sanitation, security, vendor support and customer service
● Booths should be kept in very good condition. For example, no panel gaps, unfinished
surfaces, messy wires, visible or disorganized back-of-house stuff, or unprofessional
signage. The City should supply a list of guidelines to the Operator and the Operator
should supply a list of guidelines to the vendors
● Market hours should be strictly enforced and all vendors trained to have their booths
open and staffed during market hours
● Social media postings on agreed-upon platforms
● Overnight security once the Market is closed for the evening
● Snow and ice removal as necessary
● Ongoing refurbishment/repair of any infrastructure as necessary for the duration of the
Market
● All point-of-sales operations using a common payment method given to all market
vendors
● Financial reporting and payments to all vendors, and to the City of Dublin, every week,
with a final market report due one week after the conclusion of the Market
● Breakdown of all market infrastructure when the Market concludes each year, and
possible storage of booths depending on the City of Dublin’s final decision regarding
ownership of the booths themselves
22
Dublin's Responsibilities to Support the Operator
The City of Dublin shall be responsible for the following aspects of the Holiday Market:
● Generation and execution of the contract between the City of Dublin and its Operator for
the running of the Market (a three-year term with optional yearly renewals is
recommended)
● Reviewing all necessary permits, including building and fire permits (paid for by the
Operator), plus all other inspections and approvals necessary from an infrastructure
(sanitation, bathrooms, electrical, signage) standpoint.
● Dublin Police Department to meet with the Operator and work out a full security and
safety plan to be implemented for the duration of the Market
● Approval of the final design of all market stalls/booths; possible purchase or fabrication
of said booths if the City chooses to own the booths themselves
● Providing at least two or three individuals to be part of the Vendor Selection Committee
(more information on later pages), granting the Committee full power to approve
vendors for the Market and providing Vendor Selection Committee with an initial list of
local vendors that may be appropriate for the Market
● Approval of all social media channels and sample messaging for the duration of the
Market
● Approval of all signage and advance marketing/advertising materials to be generated in
support of the Market
● Support by the Dublin Police Department and Dublin Department of Public Service, paid
for by the Operator
● Providing a contact from the City’s Finance Department to work with the Operator on the
format, submission, and audit of all financial reports and transactions
● The publication, maintenance and any adjustments to the Yearly Calendar of Operations
of the Holiday Market (more detail to be provided in the next section)
23
Yearly Calendar of Operations
2025: Pre-Production
Early Q2:
● Creation of a Search Committee for an Operator
● Solicit preliminary estimates from booth fabricators to incorporate into the five-
year Capital Improvements Program budget
● Create an RFP for potential operators
Q2:
● Issue the RFP
● Meet with finalists
Q3:
● Make a recommendation to City Council for an Operator
● Enter into contract negotiations
Q4:
● City Council to formally approve the budget for the Holiday Market
● Market Operator contract executed
2026: Market Year One
Q1:
● Operator to start work on design specs and layout for booth structures
● Vendor Selection Committee formed
● Outreach by the Operator and City to bring potential vendors to the Market
Q2:
● Final booth design and initial market layout approved
● Potential fabrication of booths for the Market begins
● Operator begins holding meetings with the relevant City of Dublin staff members
Q3:
● Select vendors; training manuals and videos are created for vendors by the
Operator
● Initial marketing push on social media
● Vendor training and Operator handbook provided to vendors
● Sample staging of market
Q4:
● Marketing efforts continue
● Vendor training complete
● Installation of booths and market opening
● Market dismantled and stored when complete
● Final financial reporting submitted to the City of Dublin
24
2027: Market Year Two
Q1:
• Assessment report on Market Year On
• Exit interviews with city staff, vendors and the Operator
Q2:
• Any additional booth fabrication begins
• Repairs or modifications to existing booths based on feedback from the Operator
• Year 2 Vendor Selection Committee search and selection (assume that 10-20% of
vendors will be replaced in year 2)
Q3:
• Final vendors chosen
• Update training manual and videos for vendors
• Continued marketing push for the Market on social media
• Sample staging of market
Q4:
• Marketing efforts continue
• Vendor training complete
• Installation of booths and market opening
• Market dismantled and stored when complete
• Final financial reporting submitted to the City of Dublin
25
Market Design and Decor
The City of Dublin and representatives from the Operator will be involved in all aspects of the
design and construction of the holiday market booths, with the balance of responsibilities to be
agreed upon following the selection process. The City of Dublin can hire a third-party design
consultant to submit both sample and detailed booth designs, or, if the Operator has these
capabilities, to hire from within one of these options. The City of Dublin should approve, along
Operator’s input, the following:
● Final booth design, including colors and materials
● Final “graphic package” for the Holiday Market–fonts, color palette, posters, banners,
online graphics, mailers and other promotional materials
● Final web pages (initially embedded within the City’s own pages) for the Market
● Final lighting design, both operational and decorative
● Final placement of all booths, trash receptacles, fire pits, seating and any other market
furniture or infrastructure
● Final specification manual for use by vendors concerning merchandise display, signage,
shelving, and other considerations regarding visual merchandising
The City should retain the ownership of all Marks, Names and the Brand of the Market.
Vendor Selection
Vendor selection is critical to the Market's success. Several important considerations include
the right mix of food vendors versus product vendors, the number of each kind of product
vendor, the number of local vendors who should be awarded space at the Market, and the
number set aside for national or international applicants.
The City should use its Operator to assist in forming a Vendor Selection Committee. This
committee would invite potential vendors to apply, assess, and vote on which vendors should
be offered contracts. The Committee should be composed of relevant stakeholders with a
vested interest in the Market’s success.
Once the selection process is complete, the Market Operator must execute contracts with each
vendor and provide the City with copies of the vendor contracts. The Vendor Selection
Committee should also approve a sample contract before any formal offers to potential
vendors.
26
How To Create and Execute Sponsorship Opportunities at the Dublin Holiday
Market
An exciting opportunity that is shared by all holiday markets is the ability to match creative
sponsorship ideas with logical sponsors, both from the local community and further afield. The
main benefit of such sponsorships is additional revenues in the coffers of the Operator, and
indirectly the City of Dublin, as part of the Market income percentage paid to the City.
In year 1 of the Market, it’s conceivable that the Operator could offer a potential sponsor a
discounted or “at-cost” rate for its sponsorship of the Market, to whet its appetite in future years
and/or to use the imagery created to market opportunities to different sponsors in future years.
On a side note, the Operator could hire a design consultant to create the graphical and design
elements on behalf of potential sponsors, as many companies lack the internal bandwidth to
generate their own materials.
Marketing, Social Media, and Signage
Dublin events already have a strong media presence between the Visit Dublin website and
dublinohiousa.gov website. In-house departments such as Communications and Marketing can
be enlisted to help promote the Market, along with the specific marketing responsibilities that
the Operator will be responsible for in its contract with the City of Dublin.
However, there should be a specific point person delineated as the final marketing manager for
the Market, even if a marketing committee is formed that would comprise individuals from each
department. This marketing manager would be responsible for generating a three-year
marketing plan with a detailed budget across multiple marketing platforms, including online and
mobile advertising, physical mailers, posters, banners, email blasts and social media
interactions.
The Operator can choose to run all of this with in-house staff or hire a third-party marketing
consultant to create and execute the final marketing plan for the Market or choose to have the
Operator take full control of marketing for the Market if it’s outlined in the Operator contract.
27
Part 3: Next Steps
Below is a basic outline of potential next steps in this journey:
● Detailed discussions with potential operators
● Signoff from City Council on proposed timeline and initial budget
● Execution of a contract with the proposed operator, detailing responsibilities of both
parties
● Fabrication/purchase of market booths
● Creation of vendor selection panel and selection of all vendors
● Installation of market infrastructure and vendor/worker training
● Dublin’s first holiday market
In Conclusion
We really enjoyed working with the City of Dublin to conceptualize a Holiday Market and we
wish the City the best of luck with making it a reality!
28
Exhibits
● Potential Market Operators
● Booth Options and Expenses
● A Vision of Dublin’s Holiday Market:
○ Booth/Market Design
○ Holiday Lighting and Decor
● Holiday Lighting and Decor Visual Ideas
● Riverside Crossing Conceptual Site Plan #1
● Riverside Crossing Conceptual Site Plan #2
Potential Market Operators
(in no particular order)
Company
Name Contact Name Email Phone Website
UrbanSpace Eldon Scott escott@urbanspacenyc.com 917-502-2855
https://www.urbanspaceny
c.com/
German
American Kate Bleecker
Bleeker@GermanAmericanEv
ents.com 312- 644-3785
https://www.christkindlmar
ket.com/
Upsilon Itai Shoffman
IShoffman@upsilonventures.c
om 917-620-2914 n/a
Brooklyn Flea Manuel Mujica manuel@smorgasburg.com 954-995-7459 https://brooklynflea.com/
The Makers
Show Julie Feltman julie@themakersshow.com 508-776-3168 www.themakersshow.com
Bensidoun USA Seb Bensidoun bensidoun@yahoo.com 312-502-5603 https://bensidounusa.com/
Robert Lavalva Robert Lavalva robertlavalva@gmail.com 646-275-2597 n/a
Carmel
Christkindlmarkt
Maria Adele
Rosenfeld n/a 317-559-6608
https://www.carmelchristki
ndlmarkt.com
29
Booth Options and Expenses
Booth Options and Expenses
Small Large Design/
Refurbish
Customiza
tion Total
Recurring
Setup
Cost/Year
Tents $2,250 $3,000 $40,000 $96,000 $10,000
Chalets $9,450 $12,425 $80,000 $481,800 $10,000
Existing Booth
Purchase (Custom) $5,000 $7,500 $80,000 $300,000 $25,000
Fully Custom Booth $13,000 $18,500 $80,000 $644,000 $20,000
Contemporary
Modular Booth
(Makers Show) $5,000 $7,000 $40,000 $216,000 $13,000
Number of units 32 8 40
Tents: Grainger Industrial Supply
Chalets: Laurent Arnaud, Synerglace, 1(581)777-6099, laurent.arnaud@synerglace.ca
Fully Custom Booths: J. Ember Design, 917-697-7275, jemberdesign.com,
julie@jemberdesign.com
Existing Booths (Bryant Park 1st generation booths, refurbished): Itai Shoffman, Upsilon
Ventures, 917-620-2914 Shoffman@upsilonventures.com
Contemporary Modular Booths: Julie Feltman julie@themakersshow.com, 508-776-3168
30
A Vision of Dublin’s Holiday Market
Credits clockwise from top left: The Ultimate Guide To Traditional Christmas Market Foods Across The USA: A Festive Tour -
Christmasmarketusa.com; You can skip the lines at Christkindlmarket this year, Photo by Jaclyn Rivas; Denver Christkindlmarket –
Downtown Denver, CO | 2024 Nov-Dec Event, philaholidays Instagram page.
31
Credits clockwise from top left: The Best Christmas Markets in Illinois; How to spend Christmas in New York City with kids - Skylar Aria’s
Adventures; The Ultimate Guide To Traditional Christmas Market Foods Across The USA: A Festive Tour - Christmasmarketusa.com,
Discovering The Charm Of Columbus Circle Holiday Market: A Friendly Visitor's Guide - Christmasmarketusa.com; philaholidays Instagram
page.
32
33
Note: This plan assumes current park infrastructure
HOLIDAY MARKET
FEASIBILITY STUDY FINAL
REPORT
March 3, 2025
CITY COUNCIL GOAL
WHAT WE HEARD
•Over 120 points of input•Received City Council input at the Nov. 12 Work
Session1.Council was supportive of supplying a capital
investment towards the Market for décor and
booths and selecting a firm to operate the
Market2.Riverside Crossing Park was the unanimous
primary market location3.The Market should be considered a
Christkindlmarkt with a focus on German
culture4.The booths should be traditional
Town Square —Dublin, Ohio Holiday Market Feasibility Study
MARKET RECOMMENDATIONS
Location
Riverside Crossing Park is the best location for an initial Market. It should be centered
around the Pavilion and Ice Rink.
Size
40 -50 booths initially comprised of 15 –20 local vendors
Expand to 100 booths in future years
Dates / Duration
20 days between Thanksgiving and Christmas OR 28 days between Thanksgiving and
the first full week after New Year’s
Thursday/Friday between 3 –8 p.m. (9 p.m. if business is strong)
Saturday/Sunday between 11 a.m. –9 p.m.
A “Dublin” experience
Traditional market design, nodding towards Dublin’s German roots
Clean and refined
Wood chalet-style booths with warm lighting
Market Activities
Ice rink, children’s activities, community benefit activities (clothes drives)
Photo Op areas
Special events –concerts, crafting, tree lighting, etc.
Town Square —Dublin, Ohio Holiday Market Feasibility Study
MARKET ADMINISTRATION MODEL
1.City-Run -City of Dublin operates
2.City Contracts a Private Firm
-City issues an RFP and pays a third-party market
manager a fixed fee
-City incurs all capital and operating expenses; keeps
all revenues
3.City Invests in Capital and Selects a Third-Party
Operator
-City invests in capital (décor and booths), issues an
RFP and selects an operator
-Operator incurs all operational expenses and keeps
all or a portion of revenues
-City is involved in the creation of all aspects of the
market while delegating day-to-day responsibilities
4.Third-Party Operator
-City issues an RFP and selects an operator
-Operator pays a fee to the City, incurs all capital &
operating expenses and keeps all revenue
(concession model)
Town Square —Dublin, Ohio Holiday Market Feasibility Study
PRO FORMA –
MARKET
Town Square —Dublin, Ohio Holiday Market Feasibility Study
PRO FORMA –
OPERATOR
Operator pays a fee to the City
as a percentage of the overall
earned income
•Exempt from paying this in
year 1 to make the event
profitable to the Operator
faster, thus, incenting
participation from potential
Operators
•7.5% in year 2
•10% in year 3
•12.5% in year 4
•15% in year 5 and beyond
Town Square —Dublin, Ohio Holiday Market Feasibility Study
PRO FORMA –
CITY OF DUBLIN
Town Square —Dublin, Ohio Holiday Market Feasibility Study
OPERATOR SCOPE OF SERVICE
•Proven track record of operating at least two
other markets of similar size and duration
•Ability to deal with all set-up and take-down
challenges of the Market, including any
construction, plumbing, electrical and
sanitation issues
•Ability to run all day-to-day operations of the
Market, including security, sanitation, snow
removal, vendor relations, customer relations
and social media
•Ability to source a wide range of vendors
from both within the chosen pool of local
vendors (with an initial list provided by the
City of Dublin), plus regional, national and
international vendors as determined jointly by
the operator and the City
•Experience with sourcing additional direct
income through sponsorships or event
rentals a plus
Town Square —Dublin, Ohio Holiday Market Feasibility Study
CONCEPTUAL TIMELINE –2025
Pre-Production
Early Q2:
•Creation of a Search Committee for an Operator
•Solicit preliminary estimates from booth fabricators to
incorporate into the five-year Capital Improvements
Program budget
•Create the RFP for potential operators
Q2:
•Issue the RFP
•Meet with finalists
Q3:
•Make a recommendation to City Council for an
Operator
•Enter into contract negotiations
Q4:
•City Council to formally approve the budget for holiday
market
•Market Operator contract executed
Town Square —Dublin, Ohio Holiday Market Feasibility Study
CONCEPTUAL TIMELINE –2026
Market Year One
Q1:
•Operator to start work on design specs and layout for booth structures
•Vendor Selection Committee formed
•Outreach by the Operator and City to bring potential vendors to the
market
Q2:
•Final booth design and initial market layout approved
•Potential fabrication of booths for the market begins
•Operator begins holding meetings with the relevant City of Dublin staff
members
Q3:
•Final vendors chosen, training manuals and videos are created for
vendors by the Operator
•Initial marketing push on social media
•Vendor training and Operator handbook provided to vendors
•Sample staging of market
Q4:
•Marketing efforts continue
•Vendor training complete
•Installation of booths and market opening
•Market dismantled and stored when complete
•Final financial reporting submitted to the City of Dublin
Town Square —Dublin, Ohio Holiday Market Feasibility Study
CONCEPTUAL TIMELINE –2027
Market Year Two
Q1:
•Assessment report on Market Year One
Q2:
•Any additional booths fabricated begins
•Repairs or modifications to existing booths based on feedback
from the Operator
•Year 2 Vendor Selection Committee search and selection
(assume that 10-20% of vendors will be replaced in year 2)
Q3:
•Final vendors chosen
•Update training manual and videos for vendors
•Continued marketing push for the market on social media
•Sample staging of market
Q4:
•Marketing efforts continue
•Vendor training complete
•Installation of booths and market opening
•Market dismantled and stored when complete
•Final financial reporting submitted to the City of Dublin
Town Square —Dublin, Ohio Holiday Market Feasibility Study
IMMEDIATE NEXT STEPS
•Convene the search committee for an
Operator
•Issue a Request for Proposals to solicit
an Operator
•Interview and make a final
recommendation to City Council for the
Operator
•Negotiate a contract to include a cost-
sharing agreement with the Operator
Recommendation
Staff is seeking feedback from Council regarding the following questions:
•Does Council have feedback or questions regarding the pro forma?
•Is Council supportive of the conceptual timeline?
•Does Council have feedback or questions regarding the Holiday Market
Feasibility Study final report?
Questions/Discussion