HomeMy WebLinkAboutR05-Economic Development Agency
o
o
o
.
-
.ij1
L
-
-
.
o
o
ECOKOMIC DEVELOPMEIIr AGEIICY OF TIlE
CITY OF SAIl BERlWmIKO
REOUEST FOR COIKrSSIOB/COmrCIL ACTIOB
From: TIMOTHY C. STEINHAUS
Agency Administrator
Subject:
PERFORMIIIG ARTS CEllTER
FEASIBILITY STUDY
Date: September 10, 1991
-------------------------------------------------------------------------------
SvnoDsis of Previous Commission/Conncil/Committee Action(s):
The Community Development Commission previously appropriated $25,000
for a Performing Arts Center feasibility study.
-------------------------------------------------------------------------------
Recommended Motion(s):
(Co..unitv Deve]onMPnt Commission)
That the Community Development Commission review the attached proposal
for a performing arts center feasibility study and take appropriate
action based upon said review.
TI . STEIIIIWJS, Adainistrator
Economic Develo~ent Aaenc:y
-------------------------------------------------------------------------------
Contact person(s): Tim Steinhaus/John Wood
Phone:
5081
Project Area(s): CC: CCN
Ward(s) :
One (1)
Supporting Data Attached:
Staff ReDort: ProDosal
FUNDING REQUIREMENTS:
Amount: $ 13.500.00
Tax Increment
Source:
Budget Authority: Closed Session CDC Action
-------------------------------------------------------------------------------
Commission/Council Botes:
-------------------------------------------------------------------------------
TCS:JMW:kak:4220H
COIKrSSIOB AGEllDA
Meeting Date: 09/16/1991
Aaenda Item Bo:
-~
o
o
o
Jl
~ -
--
-
o
o
ECOBOMIC DBVELOPImIIr AGDCY OF THE
CITY OF SAIl BBRBARDIBO
STAFF IlBPORT
Performing Arts Center
Feasibi1itv Studv
Attached is a proposal from Richard Caplan & Associates to prepare a
feasibility study of a Performing Arts Center for the City of San
Bernardino. The proposed study would consist of two (2) phases: the
first is a market analysis, including a survey of existing local and
regional facilities, projections of support and programming and
analysis of area demographics and sites; the second is an
implementation strategy, including recommendations on management and
operational programs, a preliminary time-line and an analysis of
funding sources and strategies.
Staff has investigated the qualifications of Richard Caplan &
Associates and is sstisfied that they possess the background and
experience to perform a study of this kind. Recently, they completed a
feasibility study for the City of Redlands Redevelopment Agency and are
currently assisting the City of Palm Desert Redevelopment Agency in the
preparation of another such study.
The consultant proposes to complete both phases of the study within
sixty (60) days of authorization to proceed, at a cost of $13,500.
They are requesting that an up-front retainer fee of $3,375 be remitted
with the authorization to proceed. The Community Development
Commission previously appropriated $25,000 for a Performing Arts Center
feasibility study, so ample funding is available for this research.
Sta~~ends adoption of the form motion.
~--~
TIMOTHY C. STBIlUIAUS, Adllinistrator
Economic Deve101Blent Agency
-------------------------------------------------------------------------------
TCS:JMW:kak:4220H
COMMISSIOW AGDDA
Meeting Date: 09/16/1991
Agenda Itea Ro:
s
-
- -
71'"1
QdlroZ<[J,
, "
"
J
"
RICH(j-D CAPLAN B ASSO<()\TES
......~>
,
c:> City of San Bernardino
Redevelopment Agency
Attn: Councilmember Esther Estrada,
Chair Ways and Means Committee
300 North D Street
San Bernardino, CA 92418
July 5, 1991
'...~
/~
/'
'/
Re: Performing Arts Center
Feasibility Study
Dear Council Members:
We appreciated the opportunity to meet with Councilmembers Estrada,
Miller, as well as Susan Feller and Tim Steinhaus on July 1, 1991
to discuss the city's need to obtain an independent feasibility study
for the proposed Performing Arts Center in San Bernardino.
This letter will summarize our presentation and outline the proposed
services, our firm's qualifications to perform this study, the timing
and fees associated with this exciting project. The purpose of this
study is to provide the City, the Inland Empire Symphony Association
and other appropriate groups with the objective data and professional
assistance necessary to objectively evaluate the needs, use and
benefits of this important potential project.
o
SCOPE
OP
WORK
In order to perform this study, we will undertake this project in
two phases performing the following tasks:
PHASE I. MARKET ANALYSIS
TASK 1. DEMOGRAPHIC ANALYSIS - A comprehensive analysis of the
regional and local demographic setting will be performed including
population trends, age, income, employment and related conditions
impacting local and regional growth trends.
TASK 2. INTERVIEWS OF LOCAL ARTS GROUPS - Confidential interviews with
no less than 25 key individuals, as well as all existing performing
arts groups which may be use of the facility will be conducted.
TASK 3. SURVEY OF EXISTING FACILITIES - We will visit other comparably
sized and potentially competitive facilities and collect relevant
data on their attendance, funding, programming, operations and related
information as it may impact a new facility in San Bernardino.
o
CALIFORNIA OFFICE
MIDWEST OFFICE
3320 Clinton Parkway Ct. Suite 220 C""
Lawrence, KS 66047 .::;
."'~." O.A~ .7'4 &:1: .. t...... 01'1/ ~A1.n1?7
3147 Blythe Street
Highland. CA 92346
~.. 4 , tt",A ~o....,,'
o
o
o
Proposal for "perfoQng Arts
FeasibQty
2
study"
Page
Center
TASK 4. SURVEY OF OTHER REGIONAL FACILITIES - Similar data collected
in task 3 will be gathered for regional facilities in order to be
ascertain how a new facility will potentially "fit" into the
performing arts marketplace in Southern California, in general,
and the Inland Empire, in particular.
TASK 5. SITE LOCATION ANALYSIS - An objective evaluation of the three
alternative sites will be performed considering access, parking,
acquisition cost, etc. leading to a summary of the pros and cons
of each site and a formal recommendation.
TASK 6. PROJECTED SUPPORT AND PROGRAMMING - Based on the interviews,
assessment of potential needs and the place for such a facility in
the regional arts market, we will project the expected support, in
terms of a performance forecast and audience attendance, and recommend
the most appropriate program area(s) most able to contribute to the
success of a new facility.
TASK 7. INTERIM REPORT - At the end of Task 6, we will summarize
our data, analysis and interviews into a written Phase I Report.
We will meet with you to discuss our findings to date and assist
and determining the potential overall timing for the facility.
PHASE II. IMPLEMENTATION STRATEGY
----------------------------------
TASK 1. FUNDING SOURCES AND STRATEGIES - Based on preliminary cost
estimates which the City will assist in providing, we will describe
the public, private and not-for-profit funding alternatives which are
most suitable for the facility and recommend financing strategies to
pursue these objectives.
TASK 2. RECOMMENDED MANAGEMENT / OPERATIONAL PROGRAM - As a result
of the information collected and analyzed from Phase I and the
expected funding for the proposed facility, a recommended management
and operational plan will be developed. This plan will consider the
role of professional service contracts, local public agencies and
other successful strategies currently in use by comparably sized
facilities in Southern California.
TASK 3. PRELIMINARY TIME-LINE - Based on the overall need, potential
funding, the site selected and other factors, we will prepare a
time-line for the next steps and appropriate schedule for the planning
and development of the facility.
TASK 4. FINAL REPORT - The final results, findings, conclusions and
recommendations from both phases will be presented and bound into a
Final Report for the City, the Inland Empire Symphony Association and
other appropriate community interests.
After presentation of the report, we are also be available, as needed,
to provide additional services related to the actual implementation
of this project.
5
o
o
o
-
proposal for "perfO~ng
Feasibi9ty
3
Study"
Page
Arts
Center
QUALIFICATIONS
Our firm is uniquely well qualified to assist San Bernardino with
this important project as a result of our experience is performing
similar feasibility studies in the past, our expertise in working
as professional administrators in the performing arts and our recent
work performing needs analysis in the area for other communities in
the Inland Empire.
* * * Richard Caplan - has been performing feasibility studies
for government and business since 1984, including similar performing
arts projects in Napa and Concord, California, and Colorado. Recently,
a feasibility study was completed for the Redlands Redevelopment
Agency and the firm is currently assisting the City of Palm Desert
Redevelopment Agency with a feasibility study. We have also served
on the Board of Directors of several arts organizations over the past
15 years.
* * * Sonia Baker - has more than 10 years experience as a
professional arts administrator for regional groups including planning
for the development and programming of a $12 million performing arts
center in Lawrence, Kansas, and a cultutal needs assessment for La
Crosse, Wisconsin Her educational background includes a Master
degree in Urban Planning.
Resumes and a firm description are attached to this proposal. Also
enclosed in this packet are copies of two other studies, a feasibility
study for the city of Redlands Redevelopment Agency and a draft copy
of a market analysis on behalf of the proposed Napa valley Opera House
project.
TIllING
AND
FEES
We are prepared to begin our services immediately upon authorization
to proceed. The total time to complete the entire study WILL NOT
EXCEED 60 DAYS. A written Interim Report summarizing our findings
and analysis to date will be provided to you at the end of Phase I,
to be completed as follows:
PHASE 1. MARKET ANALYSIS
5 - 6 Weeks
PHASE II. IMPLEMENTATION STRATEGY
2 - 3 Weeks
-------
TOTAL: Not to exceed
60 DAYS
The TOTAL fees associated with this study, including all expenses and
12 bound copies of the "Pinal Report", will be $13,.500. A 25 percent
retainer, or $3,375., is required upon authorization to proceed.
Thereafter, you will be invoiced as the work proceeds.
5
o
o
o
ill) _
Proposal for "perfoQ,nq
Feasibfrlty
4
Study"
paqe
Center
Arts
To indicate you approval of these services, please authorize the exe-
cution of a copy of this aqreement which will serve as a contract for
these professional services.
We appreciate the opportunity to work with you on behalf of the citi-
zens of San Bernardino and look forward to assistinq you with this
excitinq project.
"7(;::';;'
Richard Caplan
RICHARD CAPLAN & ASSOCIATES
ACCEPTED :
for the city of San Bernardino
date
5'
I J 1
~ J.
-
o
o
RICHARD CAPLAN 8 ASSOCIATES
o
.B.1~J:IAB.D CAPLA~ & ASSOCIA TES is a consulting firm offering a wide
range of professional services including market studies. economic and
strategic development assistance. The firm is committed to the highest
quality and timely assistance leading to informed decision-making for
public officals. development companies. small businesses and lenders.
Our advisory services include
o
-site selection
-timing and sequence of development
-public/private partnersh ips
-project approval/permit assistance
-highest and best use determination
-selection and liaison with other consultants;
Feasi.b.\.Wv Analyses
-definition, identification and evaluation of potential market
support
-analysis of supply and demand factors
-estimates of sales based upon project characteristics
-economic and fiscal impact analyses
-project sizing and timing;
Econom\sLDevel.$lpment Servm
-economic-based studies
-economic development strategies
-alternative revenue sources
-sources of public funding
-socioeconomic analyses
-renewal site evaluation and planning.
o
5
o
()
o
11
-
-
-
.'
R1C'ORD CAPLAN 8 ASS<O:IATES
Richard Caplan, Principal, has 16 years of business and public sector
experience with a variety of private and public projects throughout the
midwest and western United States. His firm has successfully assisted
cities, not-for-profit corporations, small businesses, lenders and
development companies with services ranging from market studies,
economic impact analyses, business development strategies and land
development. Clients have ranged from small municipalities to a national
company developing a 3,300 acre new community.
Prior to establishing his own firm, Mr. Caplan was a manager for Laventhol
& Horwath, a national management consulting and public accounting firm.
His role included client responsibilities with national firms including
Chevron Land & Development Company, The Rouse Company and major hotel
chains, as well as small cities and independent business persons. The
diversity of projects he managed included renovation of small retail
centers to financing alternatives for a $15 million civic center.
Mr. Caplan served as city manager of Vail, Colorado for five years. As city
manager, the community successfully initiated and completed several
major public and private projects leading to expansion and diversification
of the city's economy. In addition to routine m~nagement responsibilities,
several innovative public/private partnerships were established leading
to successful results for both the city and the private sector. Prior to
Vail, he was assistant city manager/director of economic development of
a rapidly growing suburban city in California. During that time, his role
included budget administration and leading the city's efforts to expand and
diversify its commercial and employment base.
Mr. Caplan received his B.A. degree and Masters of Public Administration
from the University of California, Berkeley. He has been an instructor and
guest lecturer at the University of Southern California and U.C. Santa
Barbara. He has served on the Board of Directors of several statewide
professional associations, as well as the Board of Directors of two
Development Corporations.
CALIFORNIA OFFICE
MIDWEST OFFICE
3320 Clinton Parkway Ct. Suite 220 r
Lawrence, KS 66047::;
3147 Blythe Street
Highland, CA 92346
.
o
o
o
-
-
w
o
o
Sonia E, Baker
PROFILE
Effective combination of interpersona~ analytical and organizational skills. Strengths include
(1) program design, development, and direction, (2) management of marketing and promotions.
(3) coordination with existing loca~ area and regional arts and cultural organizations, (4) design
of policies and procedures. (5) budget preparation and administration, (6) grant-writing,
fundraising and development, (7) public speaking and community outreach, (8) leadership of
volunteer and support organizations.
Experienced motivator, coordinator and catalyst. Can focus the efforts of diverse groups onto
common goals. Able to access key decision-makers and benefactors. build effective networks.
and create synergistic relationship.;. Systematic in approach, ..Teating information nows, alliances.
and operating procedures that endure. Highly energetic.
EDUCATION
School of Business Administration, University of Arizona, Tucson, Arizona
M.S., Urban Planning, 1979
University of Oregon, Eugene, Oregon
BA, General Arts & Letters, 1957
Renton High Schoo~ Renton, Washington
Diploma, Valedictorian
EXPERIENCE
University of Kansas. School of Fine Arts, Lawrence. Kansas, 9/87-9/90
Education/Membership Coordinator, Office of Concert, Chamber Music, New Directions Series
Developed programs to promote and enhance audience appreciation. Targeted community "market
segments" and develOped promotioaal and educational activitiesl events to reach them. Initiated and
built relationships with area arts organizations. MaJrim;7ed "reach" through effective use of
resources. Promoted and managed volunteer supporters. Located and developed corporate
sponsorship. Promoted and facilitated the Swarthout Society (auxiliary member organization).
Special projects: V.I.P. host to Resident Artists; created the Young People's Performance events;
developed the F'"1ve- Year EducatioaaI Long-Range Plan to expand programs and coordinate with
opening of the Ued Center for Performing Arts in 1992; produced annual Swarthout Society
Membership Brochures, as weD as the regular publication of the Swarthout Society Newsletter.
Concurrent with this full-time position, maintained community service efforts: Chamber of
Commerce, Cultural Affairs Committee (Arts Calendar of Events, Business and the Arts Awards);
Downtown Lawrence Business Association ("Main Street' Program of Events); and City of Lawrence
(Arts in Public Places Program).
Western Wisconsin Regional Arts, La Crosse, Wisconsin, 11/80-6/87
Arts Adminidrator
Provided leadership, direction and daily management of a seven-county, tri-state Regioaal Arts
Council Reported to the Board of Directors; coordinated all working committees; interpreted and
implemented Board policies; established daily operating procedures; supervised all staff and
volunteers; managed the organization's central facility, a federally designated Historical Landmark
building housing arts organization offices, visual and performing arts events, classes and community
events. Developed and controDed $100,000 operating budget, including monics Crom grants,
fundraising activities, corporate donors and private beneCactors. 5
o
o
o
-~
- JIjI
.'
Initiated and mQ:' ed close relationships with member orgaf"'\tions; ensured positive press and
public relations the larger community; served as liaison lw(:ity Hall. Executive Coordinator
of all services to member organizations, scbools, and regional communities.
HigbIigbts: Won 17 foundation and government grant awards; founded and served on Executive
Committee for United Fund for the Arts & Humanities; organized the Coordinating Committee of
Arts Organizations Representalives; initiated and found funding for a successful building restoration
project for organization beadquarters, including historic preservation funds; increased visibility for
tbe arts through marketing techniques, including extensive use of free media exposure and public
speaking.
University of Wisconsin. La Crosse, Wisconsin, 1980
LTB Research Associate, Center for Regional Studies
Conducted a pilot research project on the impact to and requirements of older adults living in a
rural regioa. Made key contributions to project desiga. Made contacts, conducted interviews,
provided evaluation for potential of P.O.E. (Post Occupancy Evaluation) for a behavior assessment
tool. Developed the written summation.
U.S. Department of Housing & Urban Development, Tucson, Arizona, 1978-1979
HUD Intern, City Planning Department, City of Tucson
Designed and establisbed a Plan Monitoring System to give planning staff more precise information
and access to resources for use in neigbborbood-by-neighborhood planning. Organized the project,
conducted original research; wrote, tested and emplaced the system. Wrote guidelines for
maintenance and evolution of tbe system. Also provided related grant research for programs
oriented toward families.
CONSULTANCY
Wyoming Volunteer Assistance Corporation, 1989
Seminar Leader, Tune Management/Avoiding Burnout
Lied Center for Performing Arts, Lawrence, Kansas, 1987-1989
Space/Design Consultant
Downtown La Cross Business Association, 1984-1985
Year 2000 Plan
Eastbank Artists, 1984
Retreat Leader, Organization/Board Development
La Cross Tribune Readers' PaneL 1983-1984
Panelist and Advisor
Wisconsin Arts Board, 1983-1987
Peer Panelist (also: budget testimony to House/Senate Budget Committee)
General Public Speaking, 1975-Present
Arts Administration, Oty Planning, Organizational Development (also: media relatioas and
representation/tcstimony/lobbying to government agencies at city/stale/regionallcvels)
5'