Laserfiche WebLink
Webb Management Services Inc. 10 <br />work plan (continued) <br />pro-forma operating budget + funding plan: Develop a multi-year pro-forma that <br />reflects the implementation of the plan and all specific recommendations. Working with <br />Foundation leadership, specify funding strategies to support the plan’s implementation <br />over time. <br />critical path plan: Deliver a five-year timeline for the implementation of the plan, <br />detailing the steps, participants, and paths required for implementation. <br />workshop + draft plan: Develop a draft Cultural Master Plan for the City of Sunny Isles <br />Beach describing recommendations and suggesting their financial implications. Present <br />the draft Plan to City and Foundation leadership. <br />final plan + presentation: Revise the Draft Cultural Master Plan based on community <br />input and then submit hard copies and electronic versions of all of our work. Present the <br />findings to appropriate leadership and representatives. <br />community engagement + outreach <br />Community engagement is critical to the development and implementation of this planning <br />effort. Each community has unique needs and opportunities. As a result, we would <br />propose to finalize an engagement plan in consultation with the City if we are selected <br />to complete the planning process. We would imagine this process to include some <br />combination of the following elements: <br />kick-off meetings + communications strategy: We would begin the planning <br />process with a set of kick-off meetings with the Sunny Isles Beach Foundation and <br />a committee to guide the development of the plan. Together, we would finalize the <br />details of the plan’s schedule and logistics, including the community engagement <br />strategy. We would also offer to introduce the process to City Council members and <br />collect their direction and opinions up front. <br />information gathering: At the front-end of the process, we would work with the <br />City and Foundation to develop a master contact list and coordinate an extensive <br />set of one-on-one and group meetings with a broad cross-section of the local <br />and regional community, such as arts and cultural leadership, business, political, <br />tourism, downtown, and other sector leaders. These meetings would inform the <br />first part of the planning process, allowing us to analyze the current state and <br />needs of the cultural sector. We would also develop and deploy surveys to groups <br />such as artists, arts organizations, and the general community. <br />public workshops: We would facilitate up to three public presentations during <br />the course of the planning process, collecting opinions on the need for specific