Loading...
HomeMy WebLinkAboutCORRESPONDENCE - RFP - P1040 CULTURAL FACILITIES PLAN (2)$NWI'P�TA OIN Of THE QSSlGNMEN7, SCUP. FEES Lq long I A �tq ii p r� ww.e.row+.r.ypMn >. d ^`•r; a�'...,:pia "9s City of Fort Collins SCOPE OF SERVICES With its significant history in the arts; its depth in both performing and visual arts organizations; physical facilities that are in need of upgrade and/or expansion; and a resident population who has expressed strong support for arts and cultural activities in Fort Collins, the City is well poised to undertake a comprehensive cultural facilities master plan. This plan, supported by a needs assessment and a solid financial underpinning, will assist the City in evaluating and prioritizing what cultural facilities are needed in the future —both to establish Fort Collins as a cultural hub —as well as to foster ongoing economic development efforts. In general, our approach includes the following: • The case for new cultural facilities depends on the demand from audiences, programs and facility users exceeding the supply of available venues. The case can also be made for such facilities if the arts are seen as a way for the community to achieve broader goals. Thus, our challenge is to understand demand and supply issues, as well as the potential role of the arts in community development. • The success of arts facilities is best measured by how they respond to the needs and interests of the specific community. We must therefore, gain a keen understanding of the market in and around Fort Collins in order to guide the development of facilities, organizations and cultural infrastructure. Not only must the current climate be understood, but we must have a sense of what the community will look like five, ten and twenty years from today. (Given the participation of Bruce Hendee, principal of BHA Design in this effort, as well as the current experience of Duncan Webb of Webb Management Services working in Fort Collins, we begin this effort with a basic level of understanding of the community and its future.) • The process must be as inclusive and open as possible, to allow for all voices to be heard. • Physical, operating and fundraising perspectives are critical and inter- related. The study must bring these different perspectives to bear on the basic question of whether new facilities make sense and how they can succeed artistically and financially on an ongoing basis. • Most cultural facilities today involve some form of partnership in either their development and/or their ongoing operations. We therefore use the study process as a means to investigate potential partnership opportunities and, when appropriate, advance them to a written agreement. • The experience of other communities and organizations can help to build a compelling case regarding how to develop and operate new facilities, if understood against the particular qualities and character of the Fort Collins community. • Understanding competition for arts and cultural facilities is a critical issue. We must have a keen sense of who the other players are and the alternative choices available to ticket buyers, touring programs and funders in the region. Then our challenge is to develop a project (or projects) with a strong positioning strategy that makes it unique and compelling. • Developing a program that clearly outlines the types, sizes and configurations of spaces within proposed facilities is important to the process, not only in conveying how the facilities might be used, but also what they will cost to construct and operate. So too, is establishing the level of quality that is envisioned. womsnop rrocess • We begin our process day one with an understanding of the costs to construct these facilities, balancing these with realistic assumptions of what might be possible in a given community. Nothing is more disappointing to all involved then to develop concepts for various facilities that everyone fully embraces but then must be significantly pared down to meet budget parameters. We therefore, continue to tailor and refine our space programs so that they are aligned with potential financial resources. • Pro -forma operating budgets, developed years before a building opens, are inherently volatile, mostly as they relate to projections of activity. Given this volatility, our approach is to conservatively estimate activity levels and then provide for an extended period of time in which activity can build. • The only thing certain with these studies is change, and we must be flexible enough in our recommendations to encourage and allow for new opportunities as they arise. • Our studies are not intended to sit on a bookshelf, but rather to be a well -used guide and roadmap for those charged with turning our projects into reality. The following is a preliminary scope of work, further delineating the tasks that have been outlined in the RFP. Based on our experience with similar projects in similar communities, we suggest a three phased approach, allowing the City to make key decisions at the conclusion of each phase that will then inform subsequent phases. The Needs Assessment determines the fundamental feasibility of the project, and describes recommended facilities in terms of size, shape and possible costs. To accomplish this, we undertake the following tasks: COMPARABLE COMMUNITIES/COMPARABLE PROJECTS: Research similar projects in communities comparable to Fort Collins to inform the development and operation of proposed new facilities. Identify the "mix" of cultural programming and facilities that make these communities successful. Key areas of research include history of the arts and arts development (infrastructure, facilities, funding), capacity and market potential, development models, governance, formation of partnerships and the relative strength of the arts communities. MATERIALS REVIEW: Review any previous studies on the arts market, arts activity and the need for new facilities, including plans for indoor or outdoor facilities for performance, production, exhibition or education. This would include the study Arts & Economic Prosperity - The Economic Impact of Nonprofit Arts Organizations and Their Audiences in Fort Collins, the Cultural Arts Public Opinion Survey undertaken by the City and Arts Alive!, the program entitled 'Beet Street", plans by the Bohemian Foundation for a music venue along the river, and other relevant studies and plans. WHAT OTHERS ARE DOING: To insure that our efforts are neither duplicating nor conflicting with other ongoing cultural planning efforts in Fort Collins and to insure a comprehensive set of recommendations, we will seek out and meet with other consultants currently working on arts and/or redevelopment planning efforts throughout the City and the region to understand their efforts and to share both our initial findings as well as final recommendations and conclusions. EXISTING CULTURAL FACILITY ASSESSMENTS: Consider the use and evaluate the condition of other existing (or planned) arts facilities in Fort Collins and the immediate region to suggest the quality of those facilities, their use and availability, their rental costs, and any gaps in that inventory. Also consider the impact of possible new facilities on the market and operation of existing facilities. ARTS COMMUNITY ASSESSMENT. Meet with community cultural and arts organizations in Fort Collins to assess: • The history of attendance, funding and growth • Their need for new or expanded facilities • Their capacity to grow, expand and work together • Their capacity to afford new facilities • The leadership and funding of the arts OTHER FACILITY USES AND USERS: Meet individually or in a workshop setting with businesses, independent artists, regional presenters, entertainment providers, facility operators, educators, and community leaders to assess the demand for new facilities and the potential levels of use. AUDIENCE (MARKET) ANALYSI&. Using any and all existing local and regional data (including the Cultural Arts Public Opinion Survey), describe and understand the market for the arts —past, present and future —in terms of demo- graphics, geo-demographics and general characteristics including the following: • Market Area Definition and Demographic Analysis: Define the resident market for the arts and describe that population in terms of size, rate of growth and demographic factors such as education level, age, disposable income and race. • Geo•demographic Analysis: Using the PRIZM model developed by Claritas, which defines the population in terms of specific variables that play into potential arts attendance, investigate the presence of active arts participants in the market area and their capacity to support additional cultural facilities. • Non-resident Audiences: Consider the size and characteristics of the non-resident segment of the market. Test the attractiveness of this market segment in terms of the development plans of area arts organizations, potential presenters and community cultural and economic goals. COMMUNITY GOALS: Assess Fort Collin's goals based on the review of materials and interviews with community leaders. Understand the basic question of where the community hopes to be in five, ten and twenty years. BENEFITS AND IMPACTS: Based on the above, determine if and how the arts can play a role in those goals, including such issues as economic impact, educational opportunities and cultural tourism. Understand the relative importance of the arts and culture in broader community goals and how that relationship affects the demand for new facilities. FACILITY CONCEPTS: Based on the analysis described above, provide conclusions and recommendations regarding the types of facilities that should be planned for. This includes defining the nature of these facilities and the functions they might serve. As part of this, we also recommend how Lincoln Center fits into the overall plan for facilities and what options might be considered as part of its renovations that would enhance the City's cultural offerings. WORKSHOP ONE Presentthe findings and recommendations of the Needs Assessment and deliver a report/power point including all findings, conclusions and recommendations. Assist the client in the evaluation of possible directions and priorities for the project. Phi�t= Two Refinement of Pnonnw, The purpose of Phase Two is to further develop the top priorities as they have been identified by the City. This includes developing concepts for the proposed facilities, including refining the size and type of spaces being proposed, establishing criteria for site selection and/or identifying potential sites, developing an approach to how parking needs will be met and establishing an overall cost model for construction and implementation. To accomplish this, we: PREPARE SPACE PROGRAMS FOR NEW OR RENOVATED FACILITIES: Based on the artistic needs that have been identified, we will prepare space programs outlining the types, sizes, seat counts and general configuration of the rooms and spaces that will comprise new cultural facilities. The programs will illustrate the net square footage for each facility as well as the number of people to be accommodated. It will also provide estimated net to gross ratios that will determine the overall size of the facilities. As part of this, we will discuss with the City their expectations regarding the quality of these facilities, including their theatrical and acoustical components as this will have an effect on the anticipated construction costs. DETERMINE SITE. LOCATION AND LAND AREA CRITERIA. We will develop criteria that will assist the City in identifying potential sites for the location of the new cultural facilities. Criteria will include but not be limited to parcel size and configuration, opportunities for expansion, access via major roadways and transportation systems, existing parking and/or opportunities for new parking, visibility and adjacent land uses and activities. We will also discuss with the City the opportunity that new facilities can have in generating complimentary activities, serving as a catalyst for development. DEVELOP PRELIMINARY COST ESTIMATES: We will prepare a total project cost model for the implementation of proposed cultural facilities. The cost model will include estimated hard costs such as site work, new building construction (on a square footage basis for various components of the facilities), renovation (if appropriate) landscape, design contingencies, construction contingencies and escalation. It will also include soft costs, such as fixed furniture and equipment, acoustical, theatrical and audio visual equipment, fees, permits and anticipated owner costs. This will allow the City to understand the full magnitude of financial commitments to make these projects a reality. WORKSHOP TWO: Present the findings and recommendations of the Phase Two work effort and deliver a report/power point including all findings, conclusions and recommendations. Assist the client in the evaluation of possible directions for the project. Phase Three - Business Planning and Fundraising The third component of the work is the development of a preliminary business and funding plan that suggests how recommended facilities should be operated, estimates their initial and ongoing operational costs and projects their financial performance and economic impacts on the community. DEFINE GOALS AND PRACTICES: Define the vision and operating goals for proposed facilities, covering such areas as community access, cost -recovery objectives and maximizing community benefits. ACTIVITY PROFILE: GOVERNANCE AND OPERATIONS. Propose an operating model for recommended facilities, addressing ownership, governance, staffing requirements, and operating issues such as community access, scheduling and public events. If appropriate, consider the role of existing institutions in the development and operation of new facilities. PRO -FORMA OPERATING BUDGET: Construct a pro -forma operating budget for five years of operations, starting two years before new facilities open and extending through the third year of operation, identifying all sources of operating revenues and expenses, an appropriate capital reserve and the likely result of operations. FUNDING OPTIONS: Develop a preliminary strategy to pursue funds for the construction and continuing operation of recommended facilities from identified sources including local and regional government, federal government, corporations, foundations and individuals. Offer preliminary guidance on the creation of a funding plan, and how to use the study as a fundraising tool, ECONOMIC IMPACT: Prepare an activity profile for recommended facilities, listing types Forecast the economic impact of new facilities, including the and levels of use by artists, organizations, educators and other impacts of construction, operation and ancillary spending specific groups, then identifying other uses for recommended associated with attendance at facilities. Use the RIMS II model facilities. developed by the Bureau of Economic Analysis to estimate the direct and indirect impacts of the project on the market area, including outputs, increased earnings and employment. WORKSHOPTHREE Present the findings and recommendations of the study and deliver a final report/power point including all findings, conclusions and recommendations. DESCRIPTION OF CLIENT ASSISTANCE: Client participation is critical to the success of a study such as this. From a practical point of view, we typically seek assistance with setting up interviews, touring facilities, gaining access to key community leaders, and accessing existing information on the community. It is also our experience that greater participation by the Client leads to consensus building, a stronger identification with recommendations, and greater momentum to move the project forward. In this context, we will make every attempt to plan our meetings well ahead of time and to allow extensive time with each of the partnering organizations as well as other elements of community leadership. City of Fort Collins - Streetscape FEES FOR SERVICES ) We have identified the following fees for services based on our understand- ing of the scope of work and schedule that was outlined in the RFP. How- ) ever, we would anticipate refining both the scope and its associated fees in consultation with the City to insure that the end product, as well as the costs ) to provide services, is in line with your expectations —both professionally and ) financially. Services would be provided on a fixed sum basis as outlined below. (Please ) see attached manhour and fee matrix for a detailed delineation of hours and fees by task and by firm.) Pfeiffer Partners Architects, PC $40,000.00 Webb Management Services, Inc. $55,000.00 BHA Design $15,000.00 ) TOTAL FEES $110,000.00 Reimbursable Expenses In addition to the fees outlined above, we would estimate reimbursable ex- penses of approximately $7,850. These would be billed at costs and include airfare/Travel, lodging, ground transportation and miscellaneous expenses such as printing, photography, facsimiles, etc. (See also attached for an estimated breakdown of these costs.)