11-23-1999 CC Meeting AgendaCity Commission
Arthur I. Snyder, Mayor
Arthur Berger
Jay R. Beskin
Ken Cohen
Harry Holzberg
Jeffrey M. Perlow
Patricia Rogers-Libert
City Manager
Eric M. Sor0ka
City Clerk
Teresa M. Soroka, CMC/AAE
City Attorney
Weiss Serota Helfman
Pastoriza & Guedes
AGENDA
November 23,1999- 9 AM
Aventura Govennnant Center
2999 NE 191~ Street SuRe 500
Avoatura, Florida 331 g0
CALL TO ORDER~OLL CALL
2. RESOLUTIONS:
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
AVENTURA, FLORIDA, SELECTING THE FIRM OF R. J.
HEISENBOTTLE ARCHITECTS, P.A. TO PROVIDE
CONSULTING SERVICES ASSOCIATED WITH I.S.Q. NO. 99-9-
24-10, CULTURAL ARTS CENTER FACILITY FEASIBILITY
STUDY; AUTHORIZING THE CITY MANAGER TO EXECUTE
THE ATTACHED AGREEMENT; AUTHORIZING CITY
MANAGER TO DO ALL THINGS NECESSARY TO CARRY OUT
THE AIMS OF THIS RESOLUTIONS; AND PROVIDING AN
EFFECTIVE DATE.
3. ADJOURNMENT
This meeting is open to the publ/c. In accordance wi~ the Americans wilh Disabilities Act of 1990, all persons who are disabled and
CITY OF AVENTURA
OFFICE OF THE CITY MANAGER
MEMORANDUM
TO:
FROM:
DATE:
SUBJECT:
City Commission
Eric M. Soroka, Ci/t~_ a~ le~
November 18, 1/ ~L99
Cultural Arts Center Feasi~
ity Study
November 23, 1999 City Commission Meeting Agenda Item __
BACKGROUND
It is recommended that the City Commission select the firm of R.J. Heisenbottle
Architects, P.A. to perform the subject study and authorize the execution of the
attached Agreement. The work will be divided into two phases. The first phase will
determine market support and need of a Cultural Arts Center facility, if it is determined
appropriate, the second phase of the study, which would outline concept development,
would take place.
BACKGROUND
As per the City Commission's direction, the City Administration issued an invitation to
submit qualifications to conduct a Cultural Arts Center Feasibility Study.
The ISQ was distributed to twenty-nine (29) firms. Due to the specialized nature of the
scope of services, only the following three (3) firms responded:
- Arquitectonica
- AMS Planning & Reseamh
- R.J. Heisenbottle Amhitects, P.A.
The latter two firms were interviewed by a panel that consisted of the Assistant to the
City Manager, the Community Services Director and the City Manager. Based on the
presentations and a review of qualifications regarding similar studies, the panel
recommended the firm of R.J. Heisenbottle Architects.
Memo to City Commission
Page 2
Attached is the proposed agreement to perform the work. The fee and study schedule
is as follows:
Fee
Phase I $27,380
Phase II $49,620
If you have any questions, please feel free to contact me.
EMS/aca
Attachment
CC0821-99
Schedule
6 - 8 weeks
12 - 14 weeks
RESOLUTION NO. 99-__
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
AVENTURA, FLORIDA, SELECTING THE FIRM OF R. J.
HEISENBOTTLE ARCHITECTS, P.A. TO PROVIDE CONSULTING
SERVICES ASSOCIATED WITH I.S.Q. NO. 99-9-24-10, CULTURAL
ARTS CENTER FACILITY FEASIBILITY STUDY; AUTHORIZING THE
CITY MANAGER TO EXECUTE THE ATTACHED AGREEMENT;
AUTHORIZING CITY MANAGER TO DO ALL THINGS NECESSARY TO
CARRY OUT THE AIMS OF THIS RESOLUTIONS; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, the City of Aventura, in accordance with applicable State law, has
requested proposals from firms for services relative to Professional Consulting Services
for a Cultural Arts Center Feasibility Study; and
WHEREAS, said proposals were evaluated by a Review Team consisting of the
Director of Community Services, Assistant to the City Manager and the City Manager;
and
WHEREAS, said Review Team recommends the selection of the firm of R. J.
Heisenbottle Architects P.A., based on said firm's experience and qualifications; and
WHEREAS, the City Commission desires to authorize the City Manager to enter
into the attached agreement outlining the scope of services and fees with the
recommended firm.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF AVENTURA, FLORIDA, THAT:
Section 1. The firm of R. J. Heisenbottle Architects, P.A. is hereby selected to
perform Professional Consulting Services for the City associated with I.S.Q. No. 99-9-
24-10, Cultural Arts Center Feasibility Study.
Section 2. The City Manager is hereby authorized to enter into the attached
Agreement for services associated with the study.
Section 3. The City Manager is hereby authorized to do all things necessary to
carry out the aims of this Resolution.
Section4. This Resolution shall become effective immediately upon its
adoption.
Resolution No.
Page 2
WhO
The foregoing Resolution was offered by Commissioner
moved its adoption. The motion was seconded by Commissioner
, and upon being put to a vote, the vote was as follows:
Commissioner Jay R. Beskin
Commissioner Ken Cohen
Commissioner Harry Holzberg
Commissioner Jeffrey M. Perlow
Commissioner Patricia Rogers-Libert
Vice Mayor Arthur Berger
Mayor Arthur I. Snyder
PASSED AND ADOPTED this 23rd day of November, 1999.
ARTHURI. SNYDER, MAYOR
ATTEST:
TERESA M. SOROKA, CMC/AAE
CITY CLERK
APPROVED AS TO LEGAL SUFFICIENCY:
CITY ATTORNEY
~ov ~8 99 03:50p 305-~-9275
November 18, 1999
Mr. Eric M. Soroka
City Manager
City of Aventura
2999 NE 191st Street
Suite 500
Aventura, FL 33180
HEISENBOTTtE
A R C H I T E C T S
RE: CITY OF AVENTURA FLORIDA
CULTURAL CENTER FEASIBILITY STUDY
CONSULTING AGREEMENT - REVISED
Dear Mr. Soroka:
R. J. Heisenbottle Architects, PA is pleased to submit the following revised
proposal on the feasibility of creating a performing arts complex for
Aventura, Florida. The City of Aventura is interested to learn the feasibility
of developing a cultural center for the community. As part of the discovery,
the City will retain experts in the fields of architecture, theatre consulting and
arts management to explore the viability of such a project for the community.
The following document is an agreement to conduct the study on behalf of
the City of Aventura.
We are pleased to submit this agrcemem in conjunction with our consultants,
Theater Projects Consultants, Inc. and Webb Management Services, a
performing arts management consulting practice, for the needs assessment
and feasibility study for new cultural facilities. Material describing the skill,
capabilities and relevant experience of R. J. Heisenbottle Architects, Theatre
Projects Consultants and Webb Management Services has previously been
given to the City of Aventura in response to their Invitation to Submit
Qualifications #99-9-24-10.
Very truly yours,
ijISENBOTTLE ARCHITECTS, PA
· Heiaenbottle, AIA
t
Enclosure
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CITY OF AVENTURA CULTURAL ARTS
CENTER FEASIBILITY STUDY
A Proposal to:
THE CITY OF AVENTURA, FLORIDA
Submitted by:
R. J. Heisenbottle Architects, P.A.
340 Minorca Avenue, Suite 10
Coral Gables, FL 33134
November 18, 1999
1. PROJECT MANAGEMENT AND ORGANIZATION
Personnel assigned to the Aventura Study are specialists in the planning and design of arts and
entertainment spaces as well as thc needs assessment and market analysis. Each of these
individuals has skills and credentials most relevant to this project. Complete biographies of all
assigned personnel were included with our earlier proposal. Highlights are as follows:
Richard J. Heisenbottle, President of R. $. Heisenbottle Arehltects, PA, will be Principal-in-
Charge of the Project. Mr. Heisenbottle has more than 26 years of experience in all aspects of
the profession of architecture and interior design as well as theater design and consulting. Most
recently, Mr. Heisenbotfle's firm has been responsible for such projects as the Overtown Lyric
Theater Ancillary Building, the Kings Point Theater for the Performing Arts in Tamarae, Florida,
Gusman Center for the Performing Arts, Athens Theater in Deland, Florida and the Wynmoor
Community Theater in Coconut Creek, FL. In addition he assisted the City of Homestead,
Florida with a Feasibility Study for the renovation and reuse of the historic Seminole Theater,
and helped them develop a master plan to make the best use of the structure and the adjacent site.
R. J. Heisenbottle Architects, PA was established in 1987 and has been a leader in its field since
its inception.
Victor Gotesman, President of Theatre Projects Consultants, Inc. will be Director - in - Charge
and Project Manager for the Study. Mr. Gotesman joined TPC following a 25-year career
managing and directing the activities of various performing arts centers. Most recently, Mr.
Gotesman opened and ran the Cerritos Center for the Performing Arts in Los Angeles County,
the nation's most innovative and flexible performing arts center. Continually ranked in the top 5
theatres under 3,000 seats, Cerritos is a multi-form theatre with varying seating capacities of 900-
1,820. He has also directed the Fine Arts Center Series at the University of
Massachusetts/Amherst as well as programs at the University of Montaua, and the University of
Nebraska/Lincoln. Mr. Ootesman is past President of New England Presentors Consortium and
has served on the Boards of the National Association of Performing Arts Managers and Agents,
Association of Performing Arts Presenters and the Western Alliance of Arts Administrators.
Padraie Fisher, Consultant with Theatre Projects Consultants comes to TPC al~er two years as
the Managing Director of Michael Man Dance, NYC, NY. For the past 12 years Padraie has
worked extensively in production and administration with a number of performing arts and
cultural organizations executing a wide range of programs both international and domestic.
Managing or developing programs in performance, special events, fund raising, outreach and
arts-in-education. Some of the organizations Padraie has worked with include: Youth Build
USA, New York Renaissance Festival, First Night New Hampshire. Statue of Liberty Festival
and Harlem School for the Arts. Padraic is also the President and a member of the Board of
Directors of the NYC based Indonesian Cultural Foundation. He is a member of the International
Society of Performing Arts Presenters, the New York State Alliance of Arts Organizations, the
National Society of Fund Raising Executives, the Indonesian Amefienn Chamber of Commerce
and the Circle Club of the Asia Society.
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Duncan M. Webb, principal of Webb Management Services, Inc., is a management consultant
for the development and operation of performing arts facilities, and the advancement of
pert~)rming arts organizations. Webb has completed more than 65 consulting assignments over
the last ten years, including terms with Theatre Projects Consultants and AMS Planning and
Research. Mr, Webb has a degree in Economics from the University of Western Ontario and an
MBA bom the University of Toronto. He is currently on thc faculty of New York University's
Graduate Program in Arts Administration and has earned the Certified Management Consultant
designation of the Institute of Management Consulting.
Recent performing arts facility feasibility studies include a Performing Arts Center Feasibility
Study for Christopher Newport University in Newport News, VA, the Kansas City Performing
Arts Center Feasibility Study and the Salt Lake City Performing Arts Center Feasibility Study.
For the Richmond Art Council study, Mr. Webb would be principally focused un the market
potential for new or renovated facilities, and the financial implications of these options.
Leslie Graham, Consultant for Webb Management Services, would also work on the study.
Graham is a graduate of Boston University's Graduate School of Management (with a certificate
in non-profit management), and holds a Bachelor of Arts degree from Washington University in
St. Louis. Her extensive work experience with non-profit arts organizations ranges from theater
production at the Huntington Theatre Company and administration at the Jamaica Plain Arts
Council, both in Boston, to public programming at the National Gallery of Art in Washington,
D.C. Recent and relevant projects at Webb Management Services include a new facility
feasibility study in Lowell, MA; a business plan for new outdoor facilities on the campus of
Purchase College outside New York City, and a business plan/site selection exercise for a new
performing arts center in Piano, TX.
~ou 18 99 03:51p 305-~46-9275 p.8
2. WORK PLAN FOR THE PROJECT
For this study, our Work Plan would be structured as follows and would consider five principal
issues:
· Review Project with City Staff
· Facility Needs based on the Facility Inventory of Aventura/Miami region
· Market Analysis
· Facility Uses and Users
· Facility Assessment and Master Plan
At the end of this analysis, we will present conclusions and recommendations.
Following is a detailed description of the services we would provide to the City of Aventura.
This program of services is developed and based upon discussions with the City of Aventura and
our experience in similar communities.
PHASE 1 - NEEDS ASSESSMENT
· Review Project with City Staff
Review the community's vision for cultural facilities. Learn from the City impetus for cultural
facilities and explore the political environment for any project's development.
· Cultural Arts Program & Facility Assessment
Conduct research into cultural arts programming that currently exists in and around Aventura.
Assess the venues used for programming and determine the organizations served by existing
performance spaces in the area. Conduct an architectural, acoustical and functional assessment
of any existing spaces such as schools, churches, activity centers, ballrooms, etc. and consider
their appropriateness in supporting cultural programs for the community. This assessment will
lead to preliminary conclusions and recommendations for the potential for new cultural facilities.
· Market Analysis
Consideration of the potential market for new cultural facilities in Aventura, involving several
components:
Market Area Definition and Demographic Analysis: Define the appropriate market for
the performing arts in Aventura and describe that population in terms of size, rate of
growth and demographic factors as age, income, education level and occupation.
~ou t8 99 03:51p 305-~6-9275
Patron Analysis and Market Penetration: Geo-coda patron lists of major performing
arts organizations in Aventura using the PRIZM system in order to describe existing and
potential audiences in geo-demographic terms. This exercise will allow us to suggest the
penetration of porforming arts groups into key market segments and determine the
potential to build additional audianees.
Comparable Markets Analysis: Research attendance and participation rotes in
comparable markets, considering market penetration and the impact of improved or
additional facilities on participation rates for each of the major disciplines.
Organizational Profiles: Review the development and activity of major performing arts
groups in Aventura to assess their current position and potential to develop additional
audiences.
· Facility Uses and Users
Arrange to meet with local arts groups, regional presenters, entertainment providers, educators,
and community leaders to assess the demand for new or improved facilities and the likely level of
activity if new/additional facilities are developed. This will include the need for new
performance spaces, as well as the need for rehearsal, support, educational and other
complimentary facilities.
· Regional Facility Assessment and Master Plan
Consider the use and evaluate the condition of other performing arts facilities in the region.
Suggest the optimal role for each within the regional inventory of facilities, and what types of
improvements or changes might be appropriate to optimize their contribution to the cultural life
of the region.
· Phase I Conclusions
Based on thc above, suggest whether new facilities would be appropriate in Aventura, describing
these facilities in terms of their physical components, capacities and relationship to other
facilities. Present these findings and preliminary recommendations in Aventura. If no new
facilities were appropriate in terms of market support and potential need, the study would end at
this point. Further, even if a new facility were appropriate, study would not proceed to Phase 2
unless agreed by the City, at thc City's sole descression. PHASE 2 - PERFORMING ARTS
FACILITY - CONCEPT DEVELOPMENT
· Based upon Phase I conclusions, make recommendation on:
-Construction of a new cultural arts center to serve as a primary facility for all major performing
arts organizations and presenters.
· Review various site options and make recommendations on options and implications.
· Prepare cost estimates for the development of new cultural facilities.
· Prepare a preliminary pro forma of programs and events for a new performing arts facility.
4
· Prepare a preliminary space program for the performing arts facility based on the needs of
potential users, audiences and owners.
· Develop a Pm-forma operating model that includes governance and operations.
· Generate proposals and a budget for specialist performance equipment, including where
appropriate, stage rigging and machinery, shage lighting, sound, film and video, audio-visual,
performance communications, seating and stage furnishings.
· Develop an order-of-magnitude constraction budget for the facility, based on the program
outlined above. This estimate would address the following areas:
° site preparation and development
o infrastructure
o new construction
° performance-related equipment
o furnishings, fittings and equipment
o landscaping
o roads and parking
o design and post-construction contingencies
o design team fees
· Recommend a management structure and staffing requirements for the performing ms facility.
Suggest models for governance between the community and the facility users. Include salaries
and wages for full-time and pm-time personnel. Recommend joint-use policies, maintenance
agreements and direct rental arrangements consistent with the recommended operating model
and staff resourcas.
· Prepare an operating pro forma for thc first three years of operation of the new theatre.
Estimate anticipated revenues and expenses from all sources, including:
o ticket sales and rentals
o box office charges
o food and beverages and other concessions
° salaries and benefits
o utilities, maintenance and capital replacement
o presentation costs
o insurances and administration
o advertising
· Provide guidance on the implementation of the project, including a specific work plan and a cash flow
forecast for the disbursement of the capital funds through the development.
· Investigate the potential sources of funding available to support the construction and operation of new
performing arts facilities. This will include a review of all public funding sources at local, State and
Federal lcvcls and private funding from corporations, foundations and individuals.
· Deliver u Final Report at the end of this phase outlining all of the analysis, conclusions and
recommendations. Present these findings to the Client.
3. COST OF PROJECT
Fees for Consulting Services: We would propose lump sum fees for each of the study
components outlined above. These fees are subject t~ negotiation based on any changes to the
scope of services required by the City of Aventura, the schedule and fees for the study
components including the number of trips to Aventura are:
Phase
Fee Length
6-8 weeks
Phase 1-Needs Assessment $27,380
Phase 2-Concept Development $49,620
Total Fee - $77,000
12-14 weeks
Expenses of ground and air transportation, accommodations, communications including FedEx,
postage, and phone calls for the team are included above. Also included are]Ycopies oftbe fmai
report. Additional copies will be made available to the City at cost.
Fees for Additional Services: Charges for additional services would be based on prevailing
hourly rates. Rates would be increased each year based on Consumer Price Index inflation in the
prior year. 1999 rates are as follows:
Architectural Project Manager
President
Principal Consultants
Senior Consultants
Consultants
$90.00
$175.00
$158.00
$137.00
$116.00
4. ADDITIONAL TERMS
R. J. Heisenbottle Architects, PA reserves the right to re-negotiate fees if there are meaningful
increases to the scope of work as requested by the City of Aventura. Such alterations would be
made at the time that an additional scope of work is requested. In phases where De-Scoping
exercises are undertaken, reductions in scope will not reduce the contracted fee, unless agreed.
5. SCHEDULE
If the project extends more than three months beyond the established schedule in any phase,
RJHA will have the right to request additional service fees for that phase. If the project is put on
hold for more than three months during any phase, RJHA will have the right to request additional
service fees for an agreed upon re-start period.
6. BILLING
RJHA will issue monthly invoices at the end of each month for each phase of the project, such
amounts to be based on the percent complete the work for that phase.
6
7. PAYMENT
The Client shall approve these invoices or advise in writing within fil~een days of receipt of
invoice as to reason for non-approval. Thc Client shall pay the invoices in full within a period of
thirty days by check sent by mail to R. J. Heisenbotde Architects, PA, 340 Minorca Avenue,
Suite 10, Coral Gables, FL 33134, or any other address as may be advised in writing from time
to time. Invoices are fully due and payable when received. Interest shall be charged at a rate of
1 ~% per month on amount outstanding for more than 30 days. In the event that full payment of
invoices is not received within 60 days, RJHA reserves the right to cease providing services.
8. COPYRIGHT AND CREDIT
RJHA and its consultants shall retain copyright on theatre designs that we create. RJHA and its
consultants shall also be credited as theatre design consultant on any promotional material
associated with the Project and on any signage at the construction site, should the project go
forward beyond Phase 2, in accordance with the Phase 2 design.
9. PERIOD OF VALIDITY
The terms described in this proposal must be accepted within 90 days from the date of issue.
If this agreement is acceptable, please acknowledge your acceptance of the terms and conditions
by signing below. Please return a signed copy to R. J. Heisenbottle Architects, PA.
10.
WORK PRODUCT.
All original sketches, tracings, drawings, computations, details, design calculations, work
papers and other documents and plans that result from RJHA providing services hereunder shall
be the property of PJHA, subject to CITY's right of use under this Agreement. Upon request,
CITY shall receive a copy of said documents. Upon termination of this Agreement, or upon
request of the CITY during the term of this Agreement the originals of any and all such
docmnents shall be delivered to the CITY by RJHA, upon payment for the pertinent portion of
services under this Agreement. RJHA shall have no liability for any use by the CITY of said
documents, without the continued involvement of RJHA.
11. INSURANCE.
a. PJHA shall indemnify, defend and save harmless CITY from any claim, demand
or damage arising out of RJHA's performance or out of RJHA's activities under this Agreement.
b. RJHA shall at all times carry professional liability insurance, workers'
compensation insurance, comprehensive general liability insurance, and automotive liability
insurance with minimum policy limits for each coverage in the amount of Three Hundred
Thousand Dollars ($300,000.00) per occurrence, single limit, for property damage and bodily
injury, including death, except that the dollar amount of workers compensation coverage shall be
as provided by Chapter 440, Fla. Stat. The CITY shall be named as an additional insured on all
of the above insurance policies, to the extent permitted by law. Each insurance policy shall state
that it is not subject to cancellation or reduction in coverage without written notice to the CITY 30
days prior to the effective date of cancellation or reduction of coverage.
12. ASSIGNMENT.
This Agreement shall not be assignable by either party.
13. PROHIBITION AGAINST CONTINGENT FEES.
RJHA warrants that it has not employed or retained any company or person, other than a
bona fide employee working solely for RJHA, to solicit or secure this Agreement, and that it has
not paid or agreed to pay any person(s), company, corporation, individual or firm, other than a
bona fide employee working solely for RJHA, any fee, commission, percentage, gift, or any other
consideration, contingent upon or resulting from the award or making of this Agreement.
Hov 18 99 03:53p 305-~S-9275 p.11
PREPARED AND OFFERED BY:
R. J. }/EISENBOTTLE ARCHITECTS, PA
RICHARD J. HEISENBOTTLE, AIA
President
Date
AGREED AND ACCEPTED BY:
Signature
Eric M. Soroka
City Manager
City of Aventura, Florida
Date
CITY OF AVENTURA
INVITATION TO SUBMIT QUALIFICATIONS
99-9-24-10
c'z?~, orE,cCC
CULTURAL ARTS CENTER FEASIBILITY STUDY
SUBMITTAL DATE: September 24, 1999 10:00 A.M.
INVITATION TO SUBMIT QUALIFICATIONS
ISQ #99-9-24-10
CITY OF AVENTURA
CULTURAL ARTS CENTER FACILITY FEASIBILITY STUDY
In accordance with the Consultants' Competitive Negotiation Act, Chapter 287.055,
F.S., the City of Aventura invites qualified firms to submit qualifications to provide
services to prepare a feasibility study for a Cultural Arts Center facility.
Interested firms should pick-up the Invitation to Submit Qualifications package at the
following location:
Office of the City Manager
City of Aventura
2999 N. E. 191 Street
Suite 500
Aventura, FL 33180
Submittals must be received no later than 10:00 a.m. on September 24, 1999 and
clearly marked on the outside "CULTURAL ARTS CENTER FACILITY FEASIBILITY
STUDY" Late submittals will not be accepted.
INVITATION TO SUBMIT QUALIFICATIONS
SUBJECT:
Cultural Arts Center Facility Feasibility Study
OPENING DATE & TIME:
September 24,1999 @ 10:00 A.M.
SUBMIT TO:
Office of the City Manager
City of Aventura
2999 N.E. 191 Street, Suite 500
Aventura, Florida 33180
ISQ NUMBER:
99-9-24-10
INTENT
The City of Aventura, Florida is inviting the submission of qualifications from qualified
firms to provide a study to determine the feasibility of the City of Aventura constructing
and operating a Cultural Arts Center facility.
BACKGROUND
The City of Aventura is located in Northeast Miami-Dade County. It is an affluent
community with a tax base of $3.4 billion. The newly incorporated City of Aventura is in
the initial phases of determining the feasibility of constructing a Cultural Arts Center to
serve the needs of the community. The City of Aventura is approximately 3.2 square
miles with an estimated current population of 23,000. The build out population is
estimated to be 30,000.
Prior to the City proceeding with obtaining funding and support for such a facility, the
City Commission deems it to be prudent to conduct a feasibility study to determine if
community need exists and whether the community can sustain the construction and
operation of the facility on an ongoing basis.
Based on preliminary research, a facility for 900 seating capacity and a maximum of
25,000 square feet was recommended. An estimated budget of $6,000,000 for design
and construction was also recommended. Two locations have been identified for siting
the facility: one on the Intracoastal at the end of N. E. 188th Street, and the other
combined with the proposed redevelopment of the City's Town Center area.
Funding for the construction of the facility most likely would be obtained from General
Obligation Bonds and City reserves. This would result in a tax increase to support the
debt service.
2
SERVICES SOUGHT
The services will consist of the following:
1. Review the proposed project with City staff.
2. Conduct a cultural arts programs needs and facility assessment survey of the
community.
3. Review proposed sites make and recommendations.
4. Determine whether the community can support the ongoing operations of the
facility and if sufficient participation would be made by the community to
attend events.
5. Determine the construction and operating costs of the facility.
6. Recommend types of cultural arts programs.
7. Recommend size of facility, number of seats and proposed footprint.
8. Inventory existing and available public and private cultural arts facilities.
9. Review funding alternatives.
10. Provide final recommendation on feasibility of project.
CONTENT OF PROPOSAL
Please submit the following information, with responses numbered accordingly, on
8.5" x 11" sheets:
1. Name, address and telephone number of firm.
2. Type of organization (i.e., individual, partnership, corporation, joint venture,
etc.), year established, and address of home office if different than above.
3. Principals of the firm.
4. Person in charge of the proposed project.
5. Name, function, and qualifications of personnel in the organization who will be
involved in this project. Please note, to receive further consideration, at least
one person assigned to this project must, within the past five years, have
conducted or assisted in the design and construction of comparable facilities.
3
6. Proposed time schedule for completion of the project.
Provide examples of at least three other similar studies that the firm has
worked on in the last five years. Identify those agencies and provide contact
name and information of the individual at the respective agency who was
responsible for project coordination. Proposer shall identify the members of
this team who were involved with these buildings, the capacity and extent of
their involvement, the firm with which they worked if other than the proposer's
firm, and the scope of services provided for each of those facilities, and shall
provide documentation of same.
8. Provide initial estimated cost projections for the study. Include hourly rates
and multipliers.
9. General and professional liability insurance company name and extent of
coverage.
10. Present projects being processed by the organization or individual firms
(include name, type, location, owner, estimated construction cost and percent
completed).
11. Future projects under contract by the organization or individual firms (include
name, type, location, owner, estimated construction cost and proposed date l
of completion of project).
12. Standard forms 254 and 255.
13. Any other information you feel is appropriate to assist in consultant selection.
14. Respondents must submit 5 copies of the proposals, one of which shall be
unbound.
15. Submittals shall be received no later than 10:00 A.M. on September 24, 1999
and clearly marked on the outside" Cultural Arts Center Facility Feasibility
Study ISQ"
EVALUATION OF PROPOSALS
1. Written proposals will be evaluated by a Review Committee consisting of the City
Manager, Community Services Director and Assistant to the City Manager.
Evaluation will include the following criteria:
Qualification and experience of personnel who will be directly involved in all
elements of the work.
Firm size, age, and organizational structure.
Firm's experience with projects that are similar to the requests of this ISQ.
4
Completion schedule.
Costs.
2. The top three proposals will be requested to make a formal presentation before the
Review Committee. The Committee will recommend the ranking to the City
Commission. The City Commission shall, by resolution, rank the firms and authorize
negotiations pursuant to CCNA.
QUESTIONS
Questions concerning this Invitation to Submit Qualifications should be directed in
writing to:
Eric M. Soroka, City Manager
City of Aventura
2999 NE 191 Street, Suite 500
Aventura, FL 33180
Fax (305) 466-8919
Issues of substance that are brought to the attention of the City will be responded to in
writing, and copies provided to all firms who have received copies of the ISQ.
CITY'S RIGHTS
The City of Aventura reserves the right to accept or reject any and/or all proposals or
parts of proposals, to workshop or negotiate any and all proposals, to waive
irregularities, and to request re-proposals on the required materials or services. Final
determination and award of proposal shall be made by the City Commission.
All materials submitted in response to the Invitation to Submit Qualifications become the
property of the City of Aventura and will be returned only at the option of the City. The
City has the right to use any or all ideas presented in any response to the ISQ whether
amended or not and selection or rejection of the Submittal does not affect this right,
2rovided however, that any submittal that has been provided to the City Manager's
Office may be withdrawn prior to submittal opening time stated herein, upon proper
identification and signature releasing submittal documents back to consultant.
5
CULTURAL ARTS CENTER, FEASIBILITY STUDY
CITY OF AVENTURA, FLORIDA
Firm Profile
Webb Management Services, Inc. was founded in March 1997 as a management consulting practice for the
development and operation of cultural facilities, and for the advancement of cultural organizations.
The mission of Webb Management Services is to support the creative process with sound and imaginative
planning for cultural facilities and organizations. It is our goal to provide high value to clients and create a body
of work which has long term value to the arts and entertainment industries. Services include:
Facility development studies: Comprehensive studies which provide clients with the information
needed to make intelligent decisions about the construction, renovation, restoration or adaptive re-
use of cultural facilities. These studies generally include analysis of the market area, consideration
of possible uses and users of potential facilities, an inventory of other regional facilities, and
assessment of the possible impacts and benefits associated with the project.
Facility and organization business plans: Studies which guide Clients towards the successful
operation of cultural organizations/facilities, addressing governance, staffing, facility operation,
community access, pro-forma operating budgets, economic impact, and ongoing funding.
Project management for cukural facility development: Ongoing services and support for
organizations and communities engaged in the construction or renovation of cultural facilities,
including design team selection, contract negotiation, integration with fundraising efforts, and
planning for operations.
Presenting and programming services for cultural facilities: The development and execution of
programming and presenting plans, including the solicitation of facility operators, contract
negotiation with local producers/presenters, and the booking of particular programs and events on
behalf of facility owners.
Organizational advancement plans: Studies which provide strategic planning support for cultural
organizations and facilities, addressing such areas as strategies for audience development, the
pursuit of additional earned revenues, organizational reviews/audits, staff re-organization and
board development.
Webb Management Services operates with the following goals in mind:
Deliver effective and efficient services which are competent, comprehensive and collaborative
Add value with creative solutions and ways to achieve them
Develop long term client relationships to provide ongoing, high-value service
Bring the right combination of skills and specialists to bear on the particular needs of each Client
Duncan M. Webb, CMC
Duncan M. Webb founded Webb Management Services, Inc. in March 1997 to provide management
consulting services to the arts and entertainment industries. This step followed eight years as a
management consultant for two related practices, and the successful completion of more than three dozen
consulting assignments.
Recent consuking assignments for Webb Management Services include a feasibility study for new
performing arts facilkies at the Sundance resort in Utah, a business plan for a new metropolitan arts
council in Kansas City, a renovation study for a 1,500-seat theater in Waukegan, Illinois and a market
study for the City of Chicago to determine the potential for additional Broadway theaters in their
downtown.
From 1995 until the founding of his own firm, Webb was a director in the East Coast office of AMS
Planning & Research, responsible for the preparation of a wide range of feasibility studies on the
development and operation of cultural facilities for both the visual and performing arts. Examples include
an operating plan for the Center for Arts and Sciences in Charleston, West Virginia; a feasibility study for
a new performing arts center in Rochester, New York; and funded research for the National Association
of Local Arts Agencies on the use of hotel and sales taxes as funding sources for the development and
operation of cultural facilities.
From 1989 to 1995, Webb was employed by Theatre Projects Consultants, Inc., the last three years as the
managing director of their North American operations. Theatre Projects, now celebrating its 40'h
anniversary, is one of the leading theatre consulting practices in the world, providing planning,
auditorium design and equipment design services for a broad range of facility forms and sizes. At Theatre
Projects, Webb completed more than one dozen consulting assignments, for projects ranging from
community arts center feasibility studies to operating plans for theatre restorations. Examples include the
New Amsterdam Theatre Restoration Study for Disney Development Corporation, a business plan for
the Chan Shun Performing Arts Centre at the University of British Columbia and a feasibility study for a
new community arts center in Jackson Hole, Wyoming.
Previously, Mr. Webb was an active producer of commercial, industrial and experimental theatre in
Canada, after starting his career in international banking. Producing highlights include the Canadian
premieres of Children ora Lesser God, Blood Brothers and O~7~hans. He also developed marketing and
sponsorship programs for the Canadian premiere of Les Miserables.
A Certified Management Consultant (CMC), Webb has been an active speaker on arts marketing,
management, financing and funding. From 1990 to 1993 he taught the Marketing the Performing Arts
course at New York University's Graduate Program in Arts Administration.
Webb has a BA in Economics from the University of Western Ontario and a Masters Degree in Business
Administration from the University of Toronto. lie is also licensed as a private pilot.
Webb Management Services Project List (1997-99)
Community Arts Center Studies
Anne Morton Theatre Feasibility Study, Riverside Theatre, Vero Beach, FL
Friends of the Western Communities Arts Center Feasibility Study, Wellington, FL
Kennett Symphony of Chester County Facility Feasibility Study, Kennett Square, PA
Oldsmar Community Center Study, Oldsmar, FL
Fond du Lac Facilities Feasibility Study, Fond du Lac, WI
Colonial Park Arts Facilities Feasibility Study, Lebanon, OH
Community Development Studies
Downtown Chicago Theater Development Plan, Chicago, IL
Cooper Square Urban Renewal Area Study, New York, NY
Latino Cultural Center Needs Assessment, Chicago, 1L
St. Louis 2004 Arts Facilities Master Plan, St. Louis, MO
New Haven Cultural Facilities Master Plan, New Haven, CT
Operations and Business Planning
Greater Kansas City Arts Council Business Plan, Kansas City, MO
Woodlands Theatre Business Plan, The Woodlands, Houston, TX
Doolittle Theater Business Plan, Los Angeles, CA
Sundance Theater Program Evaluation and Facility Feasibility Study, Sundance, UT
Omaha Center for the Performing Arts Business Plan, Omaha, NE
Harborview Center Evaluation and Business Plan, Clearwater, FL
Utah Cultural Campus Business Plan, Salt Lake City, UT
Raices Latino Music Archive Business Plan, New York, NY
Piano Performing Arts Center Business Plan, Plano, TX
Performing Arts Center Feasibility Studies
Dallas Performing Arts Center Feasibility Study, Dallas, TX
Greater Lansing Entertainment and Science Center Feasibility Study, Lansing, MI
Ontaha Symphony Performing Arts Facility Study, Omaha, NE
Sandy City Arts Center Feasibility Study, Sandy, UT
Salt Lake City Theater Feasibility Study, Salt Lake City, UT
Williamsburg Facilities Feasibility Study, Williamsburg, VA
Restorations, Renovations and Adaptive Re-use
Fitchburg Theater Restoration Study, Fitchburg, MA
Genesee Theater Renovation Study, Waukegan, IL
MacFadden Auditorium Renovation Study and Business Plan, Lebanon, TN
Nosotros / Doolittle Theater Business Plan, Los Angeles, CA
Vision Theater / Village Foundation Business Plan, Los Angeles, CA
Carolina Theater Needs Assessment, Charlotte, NC
College and University Projects
University of Notre Dame Performing Arts Center Business Plan, South Bend, IN
Cal State Monterey Bay Performing Arts Center Business Plan, Monterey Bay, CA
Christopher Newport University Performing Arts Center Feasibility Study, Newport News, VA
Cabrillo College Performing Arts Center Feasibility Study, Aptos, CA
Purchase College Amphitheater Business Plan, Purchase, NY
Largo Cultural Center Feoslblllly Stuo~, Largo, FL
In 1992, Theatre Projects Consultants was hired by the City of Largo In association with Harvard JoiN,
Clees, Toppe to write a feasibility study for a new community arts center. La~go is a community of
60,000 In the Tampo St. Petersburg region, well served by large pedo~nlng a~ facilities but, in
1992, lacking adequate foci#ties lo, local arts communffyofganlzatlons.
The Theui,,~ ~oJects study, lecl by Duncan Webb, Identffiecl ~ need for new community focll~es
on the I:x:~ts of o large and growing local market, the restrained grow~ of local an's programs, and
thepotentlalposltlvelmpoctsofsuchfactlltiesonthecommunity. Onthe basls~thlsstudy, lt~eCity
of Largo proceeded to develop new facilities, which opened In the Fall of 1996. The Cultural
Center Includes a 333-seat audfforlum fcx musk~, theatre, dance and meeflng~ and a 3,800
square foot mu~ti-purpo~e room for barlquet~ ~ngs, classe~ and communttyevent~
The building is untvemolly considered a great succe~. There were over 300 days of use In the mulfl-
i:upose room last year, and over 250 ot~ys of use in the theater. Last yea~s operating budget of
$650,000 wa~ 75% ,suppod'ed by ean'~d r~, wtlh that level of operating efficiency
expected to tncrease to over 80% this year.
Cathy Santa, Dlrectm
Park~ ond Recreation Depadment, C'lty of Largo
Telept-K)ne: 813-587-6720
Oldsmar CommuniO~ Center Feasibility Study, Oldsmar, FL
Harvard Jolly Clees Toppe was hired by the City of OIdsmar in 1994 to investigate the feasibility of
developing a community arts center in this community of 10,000 on the north shore of Tampa Bay.
Duncan Webb initially provided support for the study as a part of Theatre Projects Consultants, advising on
the form and content ora community survey testing the concept and participating in a community planning
session. Later, at AMS Planning & Research, Webb conducted a Needs Assessment, which considered the
market size and characteristics for new facilities, the needs of local arts and community organizations, and
the inventory of other regional facilities. This Needs Assessment concluded that the City should develop a
community center to include a 400-500 seat multipurpose auditorium, rehearsal spaces, classrooms, catering
facilities and offices for community organizations.
In July 1997, Harvard Jolly Clees Toppe and Webb Management Services proceeded with the development
ora facility concept for OIdsmar, including a conceptual design, space program, capital budget, operating
model, pro-forma operating budget, economic impact analysis, and funding plan. The City has approved the
plan and is now preparing to fund the initial planning and design of the Center.
Nancy Mellican, Cultural Affairs Director
City of Oldsmar
Telephone: 813-855-5940
Riverside Theatre Feasibility Study, Vero Beach FL
In April 1997, Webb Management Services was hired by the Riverside Theatre to write a feasibility study
for a new studio theater at Riverside, which already includes the 600-seat Mamstage facility and the Agne
Wahlstrom Youth Playhouse. The genes~s if this~ project was an approach by a local patron who offered
to ftmd the development of a new space to hondr his wife. Recognizing the need for additional funds to
satisfy the various facility requirements of the company and commtmity, Riverside decided to apply for a
State funds to supplement the private pledge, thus mandating a comprehensive feasibility study.
To complete the assignment, Webb undertook a needs assessment for the studio theater, considering
potential market support of an additional venue, investigation of potential uses and users for the space,
how it would affect other performing arts and community-oriented facilities around Vero Beach, and
what impact it would have on the Riverside company in terms of people, programs and financial position.
The study concluded that the new theater would be supported by the local market, well used by Riverside
and other regional organizations, and unique relative to other local facilities. Riverside is currently
awaiting the State's response and is preparing to begin Schematic Design of new theatre.
Reference:
Lynn Potter, Executive Director
Riverside Theatre, Vero Beach
Telephone: 561-231-5860
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Richard J. Heisenbottle, AIA President
R.J. Heisenbottle Architects PA
Duncan Webb, President
Webb Management Services
Victor Gotesman, President
Theatre Projects Consultants
Cultural Arts Center Feasibility Study
City of Aventura, Florida
R.J. HEISENBOTTLE ARCHITECTS.
340 MINORCA AVENUE
SUITE 10
CORAL GABLES, FL
ARCHITECTS
PLANNERS
INTERIOR DESIGNERS
Cultural Arts Center Feasibility Study
City of Aventura, Florida
R.J. HEISENBOTTLE
340 MINORCA AVENUE
SUITE 10
CORAL GABLES, FL
ARCHITECTS
PLANNERS
INTERIOR DESIGNERS
Cultural Arts Center Feasibility Study
City of Aventura, Florida
R.J. HEISENBOTTLE ARCHITECTS, P.
340 MINORCA AVENUE
SUITE 10
CORAL GABLES, FL
ARCHITECTS
PLANNERS
INTERIOR DESIGNERS
Cultural Arts Center Feasibility Study
City of Aventura, Florida
City of Aventura
R.J. Heisenbottle Architects, P.A.
Richard J. Heisenbottle, AIA
Principal In Charge
Theater Projects Consultants
Victor Gotesman
Principal-in-Charge
Theater Consultants
Webb Management Services
Duncan Webb
Principal-in-Charge
Management Consultants
I
J.A. Condon & Associates
John Yanoviak
Principal-in-Charge
Cost Consultants
Cultural Arts Center Feasibility Study
City of Aventura, Florida
R.J. Heisenbottle Architects
Services:
· Administration/Coordination
. Facility Size, Capacity & Footprint
. Site Analysis
. Budget Cost Estimate
. Publish Final Feasibility Study
Cultural Arts Center Feasibility Study
City ef Aventura, Florida
R.J. Heisenbottle Architects
Relevant Experience:
· Seminole Theater Feasibility Study
. Athens Theater
· Kings Point Theater
. Overtown Lyric Theater
. Gusman Center for the Performing Arts
. Florida Memorial College Auditorium
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Webb Management Services
Management consultants for the
development and operation of
performing arts facilities
Market research, financial analysis
and strategic planning
Business planning approach
11 years of experience
Cu~tura~ Arts Center Feasibility Study
City ef Aventura, Florida
Theatre Projects Consultants
Over 40 years of theatre consulting
experience
Diverse team of experts
Comprehensive approach to study
process
Integration of physical and
operational planning
Cultural Arts Center Feasibility Study
City ef Aventura, Florida
Relevant Experience
· Omaha Center for the Performing
Arts Study
· St. Louis Cultural Assessment
. Dallas Center for the Performing Arts
. Genesee Theatre Operating Plan
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Florida Experience
Martin County
Oldsmar
Wellington
Vero Beach
Coral Springs
Jacksonville
· Largo
· Sunrise
· W Palm Beach
· Clearwater
· Miami
· Orlando
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Situation Analysis
· Mission development
· Study review
· Cultural Arts Survey
· Site(s) Analysis
· Market analysis
· Facility inventory
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Cultural Arts Programming
· Interview local arts organizations
· Review regional arts programming
· Explore educational opportunities
· Discover community needs
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Facility Recommendation
· Conduct Facility Inventory
· Review Community vision
· Review cultural facility needs
· Determine future usage of facility
Cultural Arts Center Feasibifity Study
City of Aventura, Florida
Operating Plan
Operating goals
Activity profile
Comparable projects
· Operating model
Cultural Arts Center Feasibility Study
City ef Aventura, Flerida
Operating Plan
Scheduling charrette
· Pro-forma operating budget
Funding strategies
Critical path
Cultural Arts Center Feasibility Study
City of Aventura, Florida
£rff OOOL OO Y
On-going Counsel & Support
· Design team selection
Project management
· Economic impact analysis
Hiring plan
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Key Issues
Integration of physical and operating
requirements
Operational impact of new facilities
Governance plan for new arts
facilities
Cultural Arts Center Feasibility Study
City ef Aventura, Flerida
Key Issues
· Relate cultural development to
community development
· Matching facilities to programs
· Exploring Aventura's local dynamics
· Institutional preparation
Cultural Arts Center Feasibility Study
City of Aventura, Florida
J.A. Condon & Associates, Inc.
· Good Design and Limited Budgets are Not
Exclusionary Parameters
· Success Comes From Attention to Cost
Parameters
During the Programming & Design Process
Cultural Arts Center Feasibility Study
City of Aventura, Florida
J.A. Condon & Associates, Inc.
· We Believe Our Success is in Our Approach to:
v'Programming/Feasibility ... and the establishment of
realistic expectations at the outset of the project
v'Design ... and the inclusion of cost planning
v'Design Development ... and the constant use of cost
monitoring
v'Construction Drawings ... And quality cost estimating
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Size, Capacit
~nmen;
Pi
~ Foo'
?ultura
Budg~
Site
'ogram ~ Facili
~rint
Progr~' ms
Cost l ;stimat~
}alysis Recomr
~ Oper:
Final Reeomrf
Asses
endati¢
ting Ex
~ndatio
Stt
;ment, l
ns
)enses, i
IS
dy Con
acility I
review
plete J~
nventor
Funding
ne 1, lg
Altern$
)9
gwa !
:ives
&
Owner
Cultural Arts Center Feasibility Study
City of Aventura, Florida
A Final Thought...
We work in the arts, but it's all
about politics and economics
Cultural Arts Center Feasibility Study
City of Aventura, Florida
Richard J. Heisenbottle, AIA President
R.J. Heisenbottle Architects PA
Duncan Webb, President
Webb Management Services
Victor Gotesman, President
Theatre Projects Consultants