HomeMy WebLinkAboutWebb Managementbuilding creativity
Webb Management Services Inc. B
October 1, 2015
Proposal: Cultural Master Plan
City of Sunny Isles Beach, FL
contact:
Duncan Webb
Webb Management Services, Inc.
350 5th Avenue, Suite 4005
New York, NY 10118
t. (212) 929-5040
duncan@webbmgmt.org
building creativity
Empire State Building I 350 Fifth Avenue, Suite 4005 I NY, NY 10118 I t: 212.929.5040 I f: 212.929.5954 I webbmgmt.org
October 1, 2015
Sunny Isles Beach Government Center
City Clerk’s Office
18070 Collins Avenue, 4th Floor
Sunny Isles Beach, FL 33160
To Whom It May Concern:
Further to your Request for Proposals for a Cultural Master Plan, and our subsequent participation
in the pre-proposal conference, we are pleased to enclose a response. Our submission describes
our qualifications and potential approach to helping the City of Sunny Isles Beach and the Sunny
Isles Beach Foundation develop a plan to guide the development of arts and culture in the City for
the next 5 to 10 years.
Our approach is designed to foster a grass roots planning effort that gathers information from the
community and engages the arts and cultural sector, sharing ideas and results along the way. As our
materials show, we have experience working with similar planning processes and have particular
knowledge and experience in Florida. Over the last 5+ years, we have developed community cultural
plans for Virginia Beach (VA), Gladstone (MO), Oakville (Ontario, Canada), and Round Rock (TX).
For this project, we have teamed with Surale Phillips, a specialist in cultural research and
engagement. Surale lives in Palm Beach Gardens and is entrenched in the regional cultural
community, having most recently facilitated the engagement process for the West Palm Beach Art in
Public Places Master Plan. Her expertise would provide great value to your planning process.
We have closely followed the requirements outlined in your RFP—including information that
describes our firm, experience, staffing, methodology, and budget—to, first, assess the state of
arts and culture in Sunny Isles Beach, and then, develop a comprehensive 5 to 10 year plan to guide
cultural development that enhances quality of life for Sunny Isles Beach residents.
We certainly hope to have the opportunity to work with the City and Foundation on this project.
We’ll look forward to speaking further with you about our potential to help develop this exciting
plan. In the meantime, please do not hesitate to call with any questions or requests for additional
information.
Yours sincerely,
Duncan M. Webb
President
Webb Management Services Inc.
table of contents
1. introduction .........................1
a. project understanding
b. firm profile
c. service philosophy + communications approach
2. work plan.. ...........................5
a. scope of services
b. community engagement + outreach
c. working with the city
3. personnel + experience ..............12
a. list of selected projects
b. relevant experience + references
c. organizational chart + staffing process
d. team value proposition
e. company bios
4. cost proposal ......................26
a. chart of fees by task
b. professional fees
c. expenses
d. term of proposal
5. project schedule ....................28
Webb Management Services Inc. 1
introduction
project understanding
Historically, the City of Sunny Isles Beach has provided important cultural programming
to its community through its Cultural and Community Services Department. Community
leadership sees great potential to build on those successful programs to help facilitate
expanded cultural development in Sunny Isles Beach, which is in close proximity to Miami’s
world class cultural community. As a first step, the community established the Sunny Isles
Beach Foundation. As a next step, community leadership wishes to develop a plan that will
shape the future of arts and cultural development in Sunny Isles beach for the next 5 to
10 years, identifying strategies through which arts and culture can play a role in reaching
community goals. The goals of the plan are as follows:
Present a comprehensive analysis of the current state of the arts community in
Sunny Isles Beach, articulating its strengths and unique character, and reviewing the
organizational structure, programs, services, and funding mechanisms.
Develop a strong vision for the role and place of arts and culture in Sunny Isles Beach,
one that will garner support from public and business leaders, community stakeholders,
and residents in favor of arts and cultural development.
Develop programs, policies, and strategies that support the development and delivery
of the arts in Sunny Isles Beach, increase cultural participation for all segments of the
community, facilitate the development of strategic partnerships to advance cultural
development, and establish funding mechanisms for cultural programming, artists, and
arts organizations.
Define the roles of public and private sector partners (including the City and Sunny Isles
Beach Foundation) in arts and culture.
Provide strategies to leverage the arts and cultural sector to enhance the quality of life
in Sunny Isles Beach, strengthen economic growth—including cultural tourism—and to
promote Sunny Isles Beach as a vibrant city for permanent and transient populations of
all ages and backgrounds.
The plan must suggest ways to grow the arts and increase cultural participation in Sunny
Isles Beach while defining appropriate roles for the City, Foundation, and partners. The
recommended programs and strategies should support the growth of the arts sector for the
next five to 10 years for the benefit of all residents and visitors, and suggest opportunities
to leverage the arts to enhance the regional economy and the quality of life in Sunny Isles
Beach.
introduction
Webb Management Services Inc. 2
introductionintroduction (continued)
Webb Management Services is a management consulting practice dedicated to providing
arts and cultural planning services, preparing master plans, strategic plans, needs
assessments, feasibility studies, and business plans for communities, buildings, and
groups of all shapes and sizes. We are pleased to submit a proposal that details our skills,
relevant experience, value proposition, approach to developing the Cultural Master Plan,
and the specific services we would offer to the City of Sunny Isles Beach to guide the City
and Foundation towards informed decision-making about the future of the arts and culture.
The planning process described in this proposal is based on an approach that we have
developed and employed successfully within many communities around the country.
Workshops and input sessions are thread throughout the study process, though the final
community input plan would be developed in consultation with the City and Foundation in
order to ensure that the approach is appropriate and relevant.
Initial conclusions and recommendations will be shared with the City, Foundation, and
other constituents (ideally organized into a Steering Committee) via workshops, draft
reports, and presentations. Input will be incorporated before the study is finalized and
presented.
firm profile
Webb Management Services’ mission is to support preservation, development, and delivery
within the arts and cultural sector with sound planning and services that lead to cultural
and community development. We believe arts and culture play a vital role in shaping
our world. Through consulting, training, and research, our firm works to strengthen the
management and planning skills of the decision-makers who create and sustain diverse
arts and entertainment entities and cultural communities.
Clients include local governments, private firms, colleges and universities, nonprofit
arts organizations, foundations, arts agencies, development agencies, and other entities
exploring cultural development. Assignments include consulting, training, and research
projects as follows.
consulting
cultural + organizational planning: Planning for communities and cultural
entities addressing cultural and community development, leadership development,
program development, funding strategies, audience or membership development, earned
revenue growth, capitalization, organizational evolution, infrastructure re-organization
and the development of volunteer leadership. Tasks include community cultural plans,
Webb Management Services Inc. 3
introductionintroduction (continued)
organizational audits, strategic planning, financial planning, and market research for
communities, visual arts, media arts, performing arts, and service organizations, as well as
other affiliates within the creative sector.
strategic collaborations: Studies and ongoing consulting to foster strategic
alliances among nonprofit arts and cultural organizations, from cooperative projects and
initiatives, to the coordination or consolidation of programs and services, and, finally, to the
consideration of mergers and their ultimate implementation.
facility development + operations: Comprehensive planning studies to provide
clients with the information needed to make intelligent decisions about the construction,
renovation, restoration, or adaptive re-use of arts, cultural, and entertainment facilities.
These studies generally include analysis of the market area, evaluation of possible
uses and users of potential facilities, inventory of other regional facilities, and impact
assessment. Operating plans guide clients towards the successful operation of arts, event,
and entertainment facilities, addressing governance, staffing, operating policy, facility
maintenance, community access, pro-forma operating budgets, economic impact, and
funding.
training
One of the great challenges in the arts and cultural sector today is building staff and board
member skills to effectively manage the challenges of operating a creative enterprise
in a competitive and changing environment. For that reason, we offer training programs
in a number of areas, including facility operation, finance, strategic planning, and board
development.
research, publications + partnerships
The world of arts and culture and is changing rapidly. Staying attuned and responding to
current issues and trends can mean the difference between organizational survival and
failure. We undertake research initiatives for communities, foundations, and governments
on a commissioned basis. We also undertake independent research projects in order to
ensure that we remain connected to trends and issues in cultural facility management,
visitor and audience behavior, physical planning, and funding strategies for arts and
culture.
culturelab
Duncan Webb is a founding member of CultureLab, an informal consortium of arts
consultants and the Cultural Policy Center at the University of Chicago. CultureLab was
formed to break down the silos of research, policy, and practice, and create
a new capacity and approach to tackling challenging issues. CultureLab’s goal is to spur
Webb Management Services Inc. 4
introduction
relevant research, innovative thinking, and in-the-trenches experimentation that will allow
the cultural sector to respond more rapidly to changing conditions. In joining together with
the Cultural Policy Center at the University of Chicago, the group hopes to create a new
capacity in the cultural sector for coordinating research agendas, generating new ideas,
injecting knowledge and new practices into our system, and tackling important issues that
others are reluctant to approach.
Duncan Webb and CultureLab served as advisors on the recently released University of
Chicago study, Set in Stone: Building America’s Next Generation of Arts Facilities (1994-
2008).
service philosophy + communications approach
Duncan Webb would serve as project manager and prime point of contact for the project,
participating in all meetings and presentations. It is important for us to be accessible
and in close communication with our clients. As such, we are extremely responsive and
available regardless of location.
Our internal process includes a system of checks and balances in order to control the
quality and timing of our work. In addition, the backgrounds of all of our employees
(current and any future), with an important combination of arts experience and training,
ensure that we are delivering quality research and effective planning to our clients. This is
our most important service philosophy. We encourage the City to contact our references,
who can best speak to our level of accessibility and ability to deliver high quality, effective,
and timely services and deliverables.
Contact:
Duncan Webb
Webb Management Services
350 Fifth Avenue, Suite 4005
New York, NY 10118
introduction (continued)
Webb Management Services Inc. 5
work plan
scope of services
Following the timeline and scope requirements presented in the RFP, we have organized
our work plan into three parts that encompass the work of collecting information and
conducting research, developing a vision for the future of the arts and culture in Sunny
Isles Beach, and then using that information to develop specific policies, strategies, and
implementation plans. Specific community engagement is scheduled to take place in all
three phases, and in particularly at the end of each phase.
part one: needs analysis
In our first part of work, the consultant team would work with the City and Sunny Isles
Beach Foundation to gather information on the general state of the arts in Sunny Isles,
existing programs, services and facilities, and Sunny Isles Beach itself. The purpose of this
exercise would be to understand past and present arts offerings and the opportunities for
policies and programs in the future based on the City’s vision, the needs of the community,
and the larger forces and trends affecting cultural and community development.
materials review: Review materials on the arts and Sunny Isles Beach, including but not
limited to:
Policy, planning, and strategic context documents, including any data or results
from the ongoing Comprehensive and Transportation Master Planning Processes;
Existing Office of Cultural + Community Services policy and governance documents,
and data on recent activities and participation;
Planning and policy documents and annual reports from the recently established
Sunny Isles Beach Foundation and the Art in Public Places Program; and
Existing research on the market for cultural participation and philanthropy in Sunny
Isles Beach and the region.
market assessment: Examine the market for the arts in Sunny Isles Beach past,
present, and future, studying population trends in terms of size and relevant demographic
characteristics. Also identify and explore broader issues that may have a bearing on
the future of cultural participation in Sunny Isles Beach, including research on arts
attendance, technology, and trends in consumer behavior. This effort includes the following
components:
resident market: Analyze the demographic indicators of arts and culture
consumption, including population growth, educational attainment (the single
best predictor of cultural attendance), income level, language spoken at home,
households with children, and more. Specifically consider the presence of
ethnically-specific and immigrant populations, particularly given the makeup
Webb Management Services Inc. 6
work plan (continued)
of Sunny Isles Beach and national data on the tendencies and needs of these
populations to access arts and culture in unique ways.
seasonal, ourist + non-resident market: Consider the size and characteristics of
the second-home owner, visiting, and non-resident market, particularly in light of
Sunny Isles Beach’s large seasonal market and its growing year-round population.
Test the attractiveness of this market segment in terms of cultural participation
and cultural tourism.
existing cultural participants: Map and analyze any audience and cultural
consumer data from existing City programs to understand more about the location
and characteristics of participants relative to the general population.
forces + trends: Identify and explore broader issues that may have a bearing on
the future of arts and culture in the City, such as changing views on the role of live
performance, technology and the world of virtual entertainment, trends in cultural
consumer behavior, the rise of the maker movement, the growing concentration of
creative entrepreneurs and working nomads, and related trends in education, such
as the transition from “STEM to STEAM.”
participatory + informal arts program demand: Discuss the potential for expanded
participatory arts programs for children and adults (i.e., visual arts classes,
community dance, community theater, etc.), in light of a trend towards more active,
participatory engagement. Also review potential to support informal arts practice
(usually occurring in churches, homes, and parks) in order to minimize barriers
to all kinds of participation, particularly for ethnically-specific and immigrant
populations
summary: Synthesize the data and discuss the quality of the market for arts,
culture and the creative economy. Identify target market segments, suggesting
new, existing, or expanded programs and services with potential to serve those key
segments.
inventory of cultural programs + facilities: Develop an inventory of cultural
assets, including public art, programming, and spaces, to suggest:
How participation and community involvement can contribute to community
pride and sense of place across Sunny Isles Beach.
How gaps in the inventories are (or are not) limiting opportunities for cultural
participation and growth in the cultural sector.
Webb Management Services Inc. 7
work plan (continued)
The potential impact that expanded or new activity or cultural assets might
have on the market and operation of existing programs and assets both inside and
outside of the City structure.
The proximity and relationships between existing cultural resources and their
accessibility to transportation, key populations, and growth opportunities.
assessment of city support + programs: Review and analyze the City’s role
within the cultural sector, considering methods by which it provides public programs and
activities to support artists, arts organizations, and creative entrepreneurs.
governance review: Review the organizational structure and make-up of
the Cultural and Community Services Department, as well as the Sunny Isles
Beach Foundation, Art in Public Places Program, and any other committee and
commissions engaged in cultural policy.
activity + financial review: Review up to five years of activity and financial
performance of municipal programs and facilities, comparing budget to actuals.
Address the level and types of programs, attendance, and financial performance.
Study levels of income and expenses devoted to facility operations and programs.
cultural + creative community assessment: Identify and meet with
representatives of cultural program providers as well as creative businesses operating in
and around Sunny Isles Beach, such as the Cultural and Community Services Department,
Sunny Isles Beach Foundation, Jazz Fest volunteers, Sofia Art Academy, gallery owners, and
others. Also meet with regional cultural producing, presenting, and service organizations
such as the Miami-Dade County Department of Cultural Affairs, The Cultural Affairs
Council, and any regional organizations wishing to have a presence in Sunny Isles Beach.
Specifically consider demand for funding, programs and facilities, as well as opportunities
to partner with existing entities to supplement programs or act as new program providers.
community partnerships: Meet with stakeholders such as the leadership from Miami
Dade County Public Schools and/or other social service providers to understand how they
intersect (or have potential to intersect) with cultural policies, programs, and services in
Sunny Isles Beach.
comparable communities + best practices: Using available data sources,
including sources from the National Endowment for the Arts, Americans for the Arts, and
Nielsen Claritas, benchmark Sunny Isles Beach’s level and mix of cultural organizations,
resources, and businesses, projected participation, level of spending per capita on arts
and entertainment, and other key metrics relative to communities of comparable size and
position.
Webb Management Services Inc. 8
work plan (continued)
key issues: Synthesize all of this research and analysis in order to identify key issues
facing the arts and culture in Sunny Isles Beach. Discuss gaps and needs on the part of
residents, visitors, artists, creative entrepreneurs, cultural organizations, City programs
and support mechanisms, and other members of the cultural sector.
part one report: Develop and deliver a ‘situation analysis’ that describes the state of
arts and culture in Sunny Isles Beach, including all of the work described above. Share this
work with the community and collect input.
part two: visioning
SWOT workshop: Come together with City representatives, Sunny Isles Beach
Foundation leadership, and cultural community leadership to review the internal and
external analyses. Lead the team through an exercise that develops a SWOT (strengths,
weaknesses, opportunities, and threats) analysis to ultimately identify a series of themes
and guiding principles to drive cultural development in Sunny Isles Beach.
preliminary vision + goals: Define goals and objectives to guide cultural development
in Sunny Isles Beach for the next five years, addressing such issues as community access
to the arts, the support of artists and cultural organizations, economic development
through the arts, impacts on arts education, and otherwise.
programming opportunities: Based on the Needs Analysis and SWOT workshop,
identify a long list of program opportunities, including strategies to foster strength in the
arts sector, increase public support for and participation in arts programming, inspire
collaboration among arts and private partners, and other ways to actively engage residents
and promote economic development.
facility + placemaking priorities: Based on the analysis described above, provide
conclusions and recommendations around facility and capital improvements and the
development of spaces necessary to advance cultural development in the short, medium,
and long term. If appropriate, describe potential facility and placemaking projects,
including detail on key components, and levels of flexibility and activity to be supported.
Then, prioritize recommendatons in terms of demand and supply issues and the broader
goals of the community.
policy + funding needs: Finally, make recommendations on the development of policy
and strategies for the further development of the arts in Sunny Isles Beach, including the
development and operation of programs and facilities, the use of City and outside staff,
economic development strategies, and the search for funding to develop and sustain
cultural activities and creative spaces.
Webb Management Services Inc. 9
work plan (continued)
comparable strategies + cultural communities: Identify communities similar in
size and character to Sunny Isles Beach that have successfully implemented initiatives
and strategies like those proposed, leading to sustainable and incremental improvements
to the cultural landscape. Specifically discuss partnership strategies, funding and policy
models, and unique programs that have expanded cultural participation and supported the
growth and vitality of these cities’ cultural communities.
part two report + workshop: Summarize all of the work completed in Part Two into a
deliverable. Discuss in workshop settings and incorporate feedback.
part three: master plan development + implementation
final vision + goals: Finalize goals for the City of Sunny Isles Beach Culture Master
Plan, and use those objectives to guide the development of implementation plans.
programming plan: Narrow the previously developed long list of programming
opportunities to describe programs and policies that should be encouraged, initiated,
or refined to support the vision and broader goals. Include programs for passive and
participatory arts participation, facility access, arts education, youth programming,
presented events, community building, festival activity, public art, and more. Prepare a
multi-year activity profile and project related financial performance.
support strategies: Recommend a series of strategies addressing programs, facilities,
and partnerships, specifically including the following:
Propose modified or new means of direct and indirect support of artists and
cultural organizations;
Provide development and management recommendations to guide the future
development and operation of cultural spaces and places; and
Explore opportunities for public and private sector engagement to support the
improvement or expansion of City and community programming.
governance structure + leadership development: Recommend organizational
structure to support cultural development in Sunny Isles Beach, considering the roles and
responsibilities of the City and Foundation, as well as specific staffing, leadership, and
volunteer needs.
strategic partnerships: Identify and assess potential partners who might help to
achieve the new vision, goals, and plans for arts and culture in Sunny Isles Beach. Work
with the City to establish dialogue with appropriate educational institutions, non-profit
organizations, and other local governments and advance these conversations to the point
of a Memorandum of Understanding as, and if, appropriate.
Webb Management Services Inc. 10
work plan (continued)
pro-forma operating budget + funding plan: Develop a multi-year pro-forma that
reflects the implementation of the plan and all specific recommendations. Working with
Foundation leadership, specify funding strategies to support the plan’s implementation
over time.
critical path plan: Deliver a five-year timeline for the implementation of the plan,
detailing the steps, participants, and paths required for implementation.
workshop + draft plan: Develop a draft Cultural Master Plan for the City of Sunny Isles
Beach describing recommendations and suggesting their financial implications. Present
the draft Plan to City and Foundation leadership.
final plan + presentation: Revise the Draft Cultural Master Plan based on community
input and then submit hard copies and electronic versions of all of our work. Present the
findings to appropriate leadership and representatives.
community engagement + outreach
Community engagement is critical to the development and implementation of this planning
effort. Each community has unique needs and opportunities. As a result, we would
propose to finalize an engagement plan in consultation with the City if we are selected
to complete the planning process. We would imagine this process to include some
combination of the following elements:
kick-off meetings + communications strategy: We would begin the planning
process with a set of kick-off meetings with the Sunny Isles Beach Foundation and
a committee to guide the development of the plan. Together, we would finalize the
details of the plan’s schedule and logistics, including the community engagement
strategy. We would also offer to introduce the process to City Council members and
collect their direction and opinions up front.
information gathering: At the front-end of the process, we would work with the
City and Foundation to develop a master contact list and coordinate an extensive
set of one-on-one and group meetings with a broad cross-section of the local
and regional community, such as arts and cultural leadership, business, political,
tourism, downtown, and other sector leaders. These meetings would inform the
first part of the planning process, allowing us to analyze the current state and
needs of the cultural sector. We would also develop and deploy surveys to groups
such as artists, arts organizations, and the general community.
public workshops: We would facilitate up to three public presentations during
the course of the planning process, collecting opinions on the need for specific
Webb Management Services Inc. 11
work plan (continued)
programs and policies, testing programming ideas, and gathering feedback on
potential goals and strategies. We would propose that public meetings occur at the
end of each phase of the planning process and take place in a variety of settings,
including schools, coffee houses, and/or parks, in order to engage all segments of
the community. We would also work to facilitate discussions in English, Spanish,
and Russian if desired.
ongoing digital engagement: We would work with the City to develop content and
utilize digital tools such as surveys, platforms (like mysidewalk.com), and social
media (such as Facebook and Twitter) to collect information on local cultural
participation and opinions on potential expanded cultural programming and
development.
working with the city
Our proposed work plan describes information and data collection and analysis. We would
look to the City and Foundation to provide us with existing data and resources, including
relevant planning documents for review, relevant information and contacts for artists, arts
groups, facilities and other constituents that should be involved in the study. We would
also ask City and Foundation leadership, constituents and Steering Committee members
for a reasonable amount of time and input to inform our work. That would include
reviewing and commenting on any adjustments to existing data sources as well as related
analyses.
We would look to City staff to help us identify and organize input from appropriate
constituents, as noted in the work plan. However, we do have resources and systems in
place to aid in data collection, scheduling of interviews and meetings and more. We are
relatively self-sufficient aside from the need to reach the proper constituents and organize
meetings with Steering Committee, study constituents and the community.
Webb Management Services Inc. 12
Webb Management Services is well-positioned to complete this planning process for the
City of Sunny Isles Beach on the basis of our skills, resources, relevant experience, and the
personnel we would assign to the project. Our firm is one of the nation’s leading providers
of cultural and project planning services, having completed nearly 350 assignments, all
of which involve analysis and planning related to arts and culture. Relevant experience
includes cultural plans and community needs assessments for the Cities of Virginia Beach
(VA), Gladstone (MO), Oakville (Ontario, Canada), Round Rock (TX), and others. We have
experience helping communities develop arts and cultural strategies to augment quality of
life and position their communities as regional destinations.
list of selected projects
Following is a list of projects that are representative of Webb Management Services’ unique
skills and experience. Longer descriptions of the most relevant projects follow. A full list
of our nearly 350 completed projects is available upon request.
selected community development + cultural planning
Arts 2030 Plan, City of Virginia Beach, VA
City of Gladstone Arts + Entertainment Plan, Gladstone, MO
Arts + Culture in Public Spaces Strategic Plan + Implementation Guide, Round Rock, TX
Planning + Implementation Services, Arlington County Cultural Affairs, Arlington, VA
City of Dallas Community Cultural Master Plan, Dallas, TX
Dallas Arts District Management Plan, Dallas, TX
City of Decatur Cultural Master Plan, Decatur, GA
Town of Marana Parks + Recreation Master Plan, Town of Marana, AZ
Fairfax County Master Plan, Fairfax County, VA
Riverwalk Public Realm Plan, City of Fort Lauderdale, FL
Feasibility Plan for Arts + Culture in North Lake Tahoe, Truckee, CA
Greater Kansas City Arts Council Business Plan, Kansas City, MO
Strategic Planning for the Metropolitan Opera Guild, New York, NY
Strategic Business Planning for Three Downtown Arts Organizations, San Jose, CA
Florida Grand Opera Business Plan + Strategic Plan, Miami, FL
Strategic Plan for the Mattoon Area Arts Council, Mattoon, IL
regional experience
Riverwalk Arts + Entertainment District and Public Realm Plan, Fort Lauderdale, FL
Seminole Theatre Business Plan, Homestead, FL
Planning for Arts + Culture in Pompano Beach, Pompano Beach, FL
Planning for Pembroke Pines Civic Center, Pembroke Pines, FL
Data Analysis for Broward Center for the Performing Arts, Fort Lauderdale, FL
personnel + experience
Webb Management Services Inc. 13
personnel + experience (continued)
Webb Management Services
has provided extensive
planning services to the
City of Virginia Beach, first
conducting a feasibility study
for new cultural facilities, then
advising the City in the process
of selecting an operator for
the facility, and, more recently,
helping the City evaluate
operators for a subsequent
five-year term.
Arts 2030 Plan | Virginia Beach, VA (2014-2015)
In 2014, we were hired by the City of Virginia Beach to develop a 15 year
cultural plan. Now in its final stages, the plan aims to:
Present a comprehensive description of the current state of the arts
community in Virginia Beach, articulating its strengths and unique
character, and reviewing the organizational structure, programs,
services, and funding mechanisms.
Develop a strong vision for the role and place of arts and culture in
Virginia Beach, one that will garner support from public and business
leaders, community stakeholders, and residents.
Develop policies and strategies for the support and development of the
arts in Virginia Beach that aim to increase funding for individual artists
and arts organizations, increase participation in all neighborhoods,
identify and supports arts and cultural districts, and strengthen public
art and placemaking opportunities.
Provide strategies to leverage the arts and cultural sector to enhance
the quality of life in Virginia Beach, to strengthen economic growth—
including cultural tourism—and to promote Virginia Beach as a vibrant
and livable city.
Critical issues addressed in the plan include regional cooperation,
animating the waterfront, defining an appropriate and efficient role for
the Office of Cultural Affairs and its partners, supporting a large but quiet
community of visual artists, promoting the development of several cultural
districts, and the development of a dedicated funding stream for the arts.
Community engagement efforts included one-on-one interviews, focus
groups with individual artists, in-depth meetings with potential partners, a
community survey, and a virtual town hall forum on the City’s website.
Reference:
Emily Spruill Labows
Director, Office of Cultural Affairs
City of Virginia Beach
t. ((757) 385-0226
e. ELabows@vbgov.com
Webb Management Services Inc. 14
personnel + experience (continued)
Cultural Arts + Entertainment Strategic Plan |
Gladstone, MO (2014)
The planning process for this project was organized into three parts:
1. Collecting information and conducting research on the current
situation of, and future prospects for, the arts and entertainment in
Gladstone;
2. Working with the plan’s Steering Committee to develop a vision for
arts and entertainment in Gladstone; and
3. Using that information to develop specific policies, program
strategies, and implementation plans.
The ultimate goals of the project were to analyze the needs of
the arts and entertainment community (including existing and potential
audiences and participants) in order to articulate a vision for arts and
entertainment in Gladstone and identify and evaluate programming
opportunities, also suggesting the appropriate partners, facilities, costs,
target market, and impact for each opportunity. The plan also suggested the
role of the public and private sectors and the infrastructure and
partnerships required to support and strengthen the local arts and
entertainment sector, allowing it to effectively attract, engage, and serve
Gladstone and regional residents.
Additionally, the plan addressed two key issues. First, Gladstone is
principally a bedroom community, with the majority of its residents leaving
the city for work on a daily basis. Given that, the plan needed to promote a
sense of community and attachment to place. Second, the planning process
was occurring at the same time as Kansas City’s first regional cultural
planning process, thus the two needed to address and inform one another.
Reference:
Carol Suter
Council Member, Gladstone City Council
Cultural Arts + Entertainment Strategic Plan Committee
t. (816) 769-9530
e. csuter@gladstone.mo.us
Webb Management Services
was hired by the City of
Gladstone to develop a plan
to guide the development,
delivery, and support of cultural
arts and entertainment in
Gladstone, a community
outside of Kansas City.
Webb Management Services Inc. 15
personnel + experience (continued)
Webb Management Services
has been hired twice by the
Town of Oakville. First, to
assess the opportunity for new
arts facilities in a downtown
redevelopment project; and,
second, to update the Town’s
2009 Cultural Plan.
Planning Services for the Downtown Cultural Hub + Cultural Plan
Update | Oakville, Ontario (2014 + current)
The Town of Oakville believes that cultural activity is a critical component of liveability
and quality of life. The Town also understands the important role of artists and
cultural organizations in supporting economic prosperity, downtown development,
sustainability, community pride, and sense of place. To that end, the goal of developing
a downtown Culture Hub was one that had been discussed in many aspects of
Oakville’s visioning and planning processes.
Having already engaged a project manager and real estate advisors to direct planning,
Webb Management Services was added to the core project team in 2014. We were first
and principally charged with conducting a needs and market assessment for facilities
to potentially be developed in the Downtown Culture Hub, and then, to develop a
business case for their ramp up and ongoing operation.
In March of 2015, we were hired to update the Town’s 2009 Cultural Plan, entitled:
Enabling Culture to Thrive In Oakville. Key elements of the update include:
Policy recommendations for the public art program;
An assessment of the Town’s role as an event producer and sponsor;
Strategic planning for Oakville Galleries, a critically important cultural anchor;
The search for programming and educational partnerships with Sheridan
College;
The development of strategies to engage the private sector in the support and
advancement of the cultural sector;
Policy and program recommendations for the Oakville Arts Council; and
Consideration of how a “cultural lens” approach might be brought to a range of
economic and community development initiatives in and for Oakville .
The assessment and development of strategies to update the plan was completed in
August 2015, with community engagement and consensus-building to continue through
October.
Reference:
Nina de Vaal
Director, Recreation + Culture
Corporation of the Town of Oakville
t. (905) 845-6601
e. Nina.deVaal@oakville.ca
Webb Management Services Inc. 16
Strategic Plan for Art in Public Places, Round Rock, TX
(2011)
Located outside of the City of Austin, Round Rock is home to Dell
Headquarters and is known as a destination for tournament sporting
events and competition. The City, however, is working to diversify that
identity. In recent years, the Round Rock Area Arts Council has established
itself with support from the City, and has begun to organize community arts
events and festivals. Building on that effort, the City wished to create a
plan for the future of arts and culture in its community.
The 10-year plan provided strategies to support the development of arts
and cultural activity in the short, medium, and long term. It was based
on research into audience demand, existing programs and facilities, and
the needs of local and regional artists and arts organizations. It also
aligned with the City’s goals and priorities around economic development,
downtown development, branding, and more. Strategies focused on
developing cultural infrastructure, funding sources, partnerships, and
program development.
At the center of the plan was the future of the Round Rock Area Arts
Council. We worked to clarify the organization’s role and develop a plan for
it to be incubated by the City while establishing resources to support its
own staff and program structure.
The planning process engaged the Round Rock community through
community coffee gatherings, surveys, social networking, and
presentations to both a steering committee and community groups
such as the Rotary, the Chamber of Commerce, the Mayor’s Council, and
neighborhood associations.
Reference:
Nancy Yawn
Director
Round Rock Convention + Visitors Bureau
t. (512) 218-7023
e. nyawn@roundrocktexas.gov
Webb Management Services
partnered with H3 Hardy
Collaboration Architecture to
develop a plan for the City of
Round Rock that suggested
how public arts policy and
programming should develop
over the next 10 years.
personnel + experience (continued)
Webb Management Services Inc. 17
personnel + experience (continued)
The City of Fort Lauderdale
hired Webb Management
Services as a part of a team led
by Beyer Blinder Belle, to test
the fundamental feasibility
of rejuvenating the Riverwalk
District with cultural activity
based on: potential audiences
and participants, existing
facilities, potential uses and
users, opportunities, benefits
and impacts, and existing
District precedents.
Riverwalk Arts + Entertainment District and Public Realm
Plan, Fort Lauderdale, FL (2009-2010)
Fort Lauderdale’s Riverwalk has the elements of a successful cultural
and entertainment destination: a publicly accessible waterfront, retail
corridors and cultural institutions, a critical population mass from recent
downtown housing and commercial developments, and potential for future
development. However, while individually successful, these assets are
not interconnected in a way that causes the area as a whole to match the
vibrancy of other urban centers. As a result, the City wished to investigate
how to make the Riverwalk District a more active and compelling
destination for residents and visitors.
Our initial work addressed the market conditions and potential to activate
public space with diverse programs and activities, including destination
events that would draw non-resident populations—specifically cruise
ship passengers. We specifically considered how to best animate existing
indoor facilities and improve and utilize outdoor space for performances,
participatory programs and special events in the short, medium and long
term. We also investigated the potential for other revenue-generating
activities, including rental possibilities.
We then offered programming recommendations, as well as facility
development options to target non-traditional attenders, students, and
cultural tourists, to establish the Riverwalk as a true destination.
Finally, we developed a preliminary business plan for the operation of the
renewed Riverwalk Public Realm, suggesting roles and responsibilities for
programming and operating partners and developing a pro-forma operating
budget.
Reference:
Jenni Morejon
Director of Planning + Zoning
City of Fort Lauderdale
t. (954) 828-5849
Webb Management Services Inc. 18
personnel + experience (continued)
In 2014, Webb Management
Services was hired by the City
of Homestead to develop a
business plan for the city’s
historic Seminole Theatre.
Seminole Theatre Business Plan, Homestead, FL (2014,
2015)
The City of Homestead, owner of the historic Seminole Theatre, had
been pursuing the renovation and expanded operations of the venue for
many years. Following a memorandum in 2013, the City and Community
Redevelopment Agency were positioned to make significant investment in
the building, with additional commitments in place for management fees
and operating support stretching out over the next 19 years. Given these
commitments, and the limited progress made in getting the theater up and
running in the past, City leadership hired Webb Management Services to
complete a plan that considered various opportunities and alternatives
to animate the facility and generate value for the City based on market
conditions and industry trends. In creating this plan, our work assessed
the local market—including the City’s growing Latino population, demand
and need for space, the supply of cultural facilities in and around the area,
and the potential benefits and impacts of the project on the community.
Following a report that concluded that the Seminole Theatre should be
renovated into a community-oriented cultural center, the City allocated
funds to renovate the facility. We were then asked to update our work in
preparation of an October 2015 re-opening. As such, we provided the City
with specific direction as to how the theater should be operated, how an
operator should be put in place, and what other efforts should be made to
prepare the facility for its re-opening.
Reference:
Rick Ammirato
Executive Director
City of Homestead CRA
t. (305) 224-4480
e. rammirato@cityofhomestead.com
Webb Management Services Inc. 19
personnel + experience (continued)
Planning for Arts + Culture in Pompano Beach, Pompano
Beach, FL (2010-2013)
The Pompano Beach Community Redevelopment Agency is a relatively new
entity, formed to address community and economic development and urban
planning in key areas within this North Broward County community.
The Needs Assessment was inspired by an opportunity to include cultural
facilities in a civic campus currently proposed to include a new Broward
County Library, City Hall and mixed use restaurant and retail components.
There was also potential to develop cultural facilities within 30,000 square
feet on the second floor of the library, if there was adequate need for
programs and facilities.
Our work assessed demand for cultural programs and space, identifying
facility development opportunities and suggesting how new spaces might
be configured to accommodate demand. The effort began with a series of
one-on-one interviews to inform our work around market analysis, facility
inventories, user demand, programming opportunities, and potential benefits
and impacts. We surveyed Broward County artists and arts groups to
understand demand for space in the northern end of the county. A report
including findings, conclusions, and recommendations was issued to the CRA
and City Council.
We were then hired to develop business plans for three facility development
opportunities, including a new Cultural Center, artist studios to be developed
in a former hotel, and a cultural and community center celebrating Pompano’s
rich African-American history. Working with TCC, we developed and assessed
a number of space programs to understand the physical implications and
capital costs of recommendations.
Under a separate contract, we planned for the improved operations of the
City’s amphitheater and developed a business model for the combined
operation of all of these facilities.
Reference:
Terrell N. Fritz
Former Project Manager to Pompano Beach Redevleopment Agency
t. (786) 200-9200
e. fritz@fritzgeitner.com
The Pompano Beach
Community Redevelopment
Agency hired Webb
Management Services
and Theatre Consultant
Collaborative to assess
demand for cultural activity
and related facilities.
Webb Management Services Inc. 20
organizational chart + staffing process
Webb Management Services is a small and collaborative firm with a project manager
(Duncan Webb, President) and at least two other team members who are completely
involved in each project component. In this case, the team would include Surale Phillips,
who would serve as a local liaison and facilitate community engagement, and Christina
Kruise, who would support the team in all aspects of the project.
team value proposition
Our team offers a strong value proposition to the City of Sunny Isles Beach on the basis of
the following:
1. We are trained as artists and arts managers.
Each member of the Webb Management team has worked professionally in the
arts industry, as cultural policymakers, facility managers, producers, presenters,
performers, marketers, educators, and/or fundraisers for arts and cultural entities. In
addition, we are trained in business and finance. This combination of skills means that:
We understand the benefits and impacts that arts policy and programs can have on
a cultural community;
We can effectively communicate and collaborate with artists and arts organizations
understanding their challenges, creative drive, and aspirations; and
Our work is credible with business and government leaders, funders, and trustees
given our focus on fiscal conservancy, impacts, and sustainability.
personnel + experience (continued)
Duncan Webb
Project Manager
Surale Phillips
Community
Engagement + Local
Liaison
Carrie Blake
Senior Consultant
Christina Kruise
Research + Analysis
Webb Management Services Inc. 21
2. We have a broad array of experience and knowledge.
Our international practice and many years of experience have made us big thinkers,
able to search for creative solutions from a huge body of knowledge and a diverse
network of institutions and industry leaders.
3. We are true collaborators and effective facilitators.
Each one of our projects involves community engagement, facilitation, and
collaboration. We are fundamentally team players, able and willing to work closely
with client groups, developers, project leadership, community residents, and other
constituents to establish direction and build consensus through planning projects.
4. We are experts in cultural, organizational and arts program
planning.
Our work exclusively focuses on planning projects related to arts and culture. Our
network and experience working on hundreds of projects all over the U.S. and Canada
means that we are apprised of trends and issues in cultural participation, programming
and policy.
5. We have regional and relevant experience.
Surale Phillips lives in the region and would bring important local and regional
knowledge to the project. In addition, the Webb Management team recently finished
a project in Miami-Dade County (City of Homestead) and have worked extensively in
Broward County (Pompano Beach, Fort Lauderdale, and Pembroke Pines). Our work
there, and in seasonal communities similar to Sunny Isles Beach around the United
States, provides us with important perspective on the impact that seasonal markets
can have on arts and culture, the potential to advance cultural tourism, and other key
market factors. And, our work on hundreds of other arts planning projects sharpens
our ability to develop a sound and implementable plan for the City of Sunny Isles
Beach.
personnel + experience (continued)
Webb Management Services Inc. 22
personnel + experience (continued)
Duncan M. Webb founded
Webb Management Services,
Inc. to provide management
consulting services to the arts
and cultural industries.
Duncan’s Role:
Duncan will serve as Project
Manager and would lead the
planning effort by:
Coordinating all aspects of
the effort, setting timelines and
deadlines and managing the
team and planning process;
Facilitating meetings,
public presentations, and
community input sessions;
Gathering information on
Sunny Isle Beach’s arts and
cultural community; and
Overseeing the
development of the Cultural
Master Plan and its
implementation details, guiding
visioning and identifying and
prioritizing strategies.
Duncan M. Webb, President, Project Manager
Since 1997, Duncan has led more than 300 cultural studies and planning
projects at Webb Management Services that include services similar to
those requested in the RFP. He also completed similar work in two previous
positions between 1989 and 1997. His work has particularly focused on
community cultural planning and facilitation, cultural facility development
and operation, cultural district planning and community development
through cultural activity and facilities.
Duncan’s career in the arts began onstage as a lovesick maiden in a 1969
production of Gilbert and Sullivan’s Patience. After college, he became
a banker, spending seven years in commercial lending and international
finance. In 1986, after many years of volunteer work in the arts, he came into
the field as a producer of experimental, industrial, and commercial theatre,
with such credits as the Canadian premieres of Changing Bodies, Children of
a Lesser God, Blood Brothers, Orphans, Marshall Bravestarr, and Barbie and
the Rockers. He also developed marketing and sponsorship programs for the
Canadian premiere of Les Miserables.
In 1989, Duncan joined Theatre Projects Consultants as a management
consultant, writing feasibility studies for a range of performing arts facilities
and ultimately becoming the general manager of the North American
practice of this theatre consulting firm. He then spent two additional years
at AMS Planning and Research, doing similar work before starting Webb
Management Services in March 1997.
A Certified Management Consultant (CMC), Duncan has been an active
speaker and published writer on arts management and the development,
operation and financing of arts facilities. Webb’s book “Running Theaters:
Best Practices for Managers and Leaders” was the first book ever written on
the management of performing arts facilities. He is also a professor in New
York University’s Graduate Program in Performing Arts Administration, where
he teaches Finance and Planning for the Performing Arts and Principles &
Practices of Performing Arts Administration, and is a regular contributor to
The Clyde Fitch Report.
Duncan has a bachelor’s degree in economics from the University of Western
Ontario and a master’s degree in business administration from the University
of Toronto. He lives in New York City with his wife and two children.
Webb Management Services Inc. 23
personnel + experience (continued)
Surale started DSP, Inc. in 2002
after 13 years of working in arts
research and consulting for a
national firm.
Surale’s Role:
With regional experience
in arts and community
outreach, Surale will facilitate
community engagement and
outreach by:
Developing facilitation
and engagement protocols
to ensure community
participation;
Participating in an
extensive set of one-on-one
interviews and group meetings;
Co-facilitating a series of
three public meetings; and
Supporting digital
engagement.
Surale Phillips, Decision Support Partners, Inc., Local
Affiliate Consultant (Palm Beach Gardens, FL)
For 22 years, Surale Phillips has provided research and consulting services
to the nonprofit sector with a focus on arts and culture. Her work supports
projects in building nonprofit organizational capacity, audience and
community engagement, community cultural planning research, marketing,
and program evaluation. In 2014-15 she worked on community engagement
for the Art in Public Places Master Plan for West Palm Beach, the Creative
Life Plan for the Office of Arts in Raleigh (NC), rebranding of the Fort
Lauderdale CRA, and the Community Cultural Plan for Hilton Head.
Her services have been the foundation for projects supported by the
National Endowment for the Arts, Wallace Foundation, James Irvine
Foundation, Paul G. Allen Family Foundation, and several community
foundations.
Clients have included foundations, arts service organizations, united arts
funds, regional and local arts councils, performing arts presenters, festivals,
museums, theater, opera, and dance companies, symphony orchestras, and
institutions of higher education.
Surale’s presenting engagements have included the Americans for the
Arts National Convention, the National Arts Marketing Project Conference,
Kentucky Arts Presenters, Pennsylvania Governor’s Arts Awards,
Southeastern Conference on Foundations, Midwest Council on Philanthropy,
San Diego Commission on Cultural Affairs, and the American Folklore
Society.
Currently, she serves on the Montana State Arts Council Cultural Aesthetic
Grants Committee (fourth term) and as a Major Institutional Grants
Adjudicator for the Tennessee Arts Commission (second term). She is also
a Research Technical Advisor for Dance USA’s Engaging Dance Audiences
program and a Faculty Member for Training and Workshops with the
National Arts Marketing Project of Americans for the Arts.
From 2005 to 2007, in addition to her consulting practice, she served as
Executive Director for Classics for Kids Foundation. Prior to founding
Decision Support Partners, Inc. in 2002, Surale was Vice President of
Research and Administration for ArtsMarket.
Webb Management Services Inc. 24
personnel + experience (continued)
Carrie Blake is a Senior
Consultant and Project
Manager for a variety of public
and private cultural sector
clients.
Carrie’s Role:
Carrie would lead research
and analysis for the planning
process. She would also
coordinate community
engagement activities.
Carrie E. Blake, Senior Consultant
Since joining the firm in 2006, Carrie has completed and participated in
more than 150 studies involving community cultural master planning,
organizational planning, facility development, and operations.
Carrie has gained extensive knowledge on the operation and function of
arts organizations through her work with various independent, government-
based, and university arts organizations.
Before joining the firm, Carrie was the Associate Producer for the Office of
Arts + Cultural Programming at Montclair State University (NJ) where she
played a pivotal role in the establishment of an ambitious new presenting
and producing program. Collaborating with innovative experimental artists
from across the nation and around the world, Carrie coordinated regional,
national, and world premieres while working to establish identity, presence,
structure, and policy for MSU’s new venture.
Prior to working at MSU, Carrie developed and managed fundraising events
and campaigns for both The Drama League, a New York City-based nonprofit
committed to developing artists and audiences for the American theatre, and
the Madison Museum of Contemporary Art (Madison, WI). While in Madison
she also supported the marketing function of the Madison Civic Center as it
prepared for expansion to what is now the Overture Center.
Through her master’s degree in business at the Bolz Center for Arts
Administration, University of Wisconsin-Madison, Carrie completed a venture
development business plan for the Wisconsin School Music Association
and a marketing research study for the Madison Symphony Orchestra. Her
independent graduate research focused on university arts presenters’
multifarious existence within campus and community contexts.
Carrie earned dual bachelor’s in music and arts administration from the
University of Kentucky. A native of Cleveland (OH), Carrie’s commitment to
the arts first began at the age of nine when, after becoming fed up with the
antics of her creatively destructive brothers, she picked up her first clarinet.
Webb Management Services Inc. 25
personnel + experience (continued)
Christina Kruise joined Webb
Management Services in 2013.
Christina’s Role:
Christina would participate
in data collection, research,
and analysis for the plan in
Part One, along with financial
modeling and implementation
planning in Part Three. She
would also support community
engagement activities in
collaboration with the City.
Christina M. Kruise, Researcher + Analyst, Webb
Management Services
Christina’s career as a researcher and producer focuses on the use of site
and space in live performance. Since joining Webb Management, Christina
has participated in dozens of studies with particular focus on research and
analysis to support responsible and sustainable cultural delivery models and
community growth, financial modeling for organizational growth, and facility
development.
Growing up in rural Pennsylvania, Christina’s only access to a stage was
a casket bier in her parents’ funeral home. This experience of working
‘site-responsively’ as a child has continued to impact her career, first as a
performer, and now as a practitioner and arts researcher.
An avid traveller, Christina’s loves for the unknown and for investigative
performance frequently intersect. Working with a Bosnian architect and
Croatian theatre producer, she created Unlisted in 2011. A site-based,
performance as research project, Unlisted uses performance to engage
curators, local and international artists, and community members in
conversations about space, its use, and its function within a neighborhood.
To date, the project has been produced in Belgrade (Serbia) and Pittsburgh
(PA), with future iterations planned for Montreal (Canada), and Salvador
(Brazil). In addition to Unlisted, Christina has worked extensively in
Germany researching mixed-language performance and the intersections
between language and perceptions of space. Her capstone project, funded
by the Network of Ensemble Theatres, was a seven-month, long-distance
collaborative project with a Berlin-based theatre ensemble. The project
culminated in a week-long think-tank critically examining collaboration and
the fundamental differences that distinguish the German and American
theatre models. Essays about Christina’s work have been published in
multiple academic and arts journals, on the Art in Odd Places blog, and
presented at the 2011 Theatre Communications Group National Conference.
Prior to joining Webb Management Services, Christina was a Communications
Consultant for the New York City Department of Education, where she
played a key role in assisting 90 elementary and middle schools with
the implementation of a new curriculum. She holds masters degrees in
Performance Studies and Performance Research from the University of the
Arts of Belgrade (Serbia) and the University of Warwick (UK), and bachelor’s
degrees in Theatre Arts and Urban Studies from the University of Pittsburgh.
Webb Management Services Inc. 26
4. cost proposal
Cost Proposal
Services D. Webb S. Phillips C. Blake C. Kruise
Hourly Rate $150 $125 $125 $100
Materials Review 4 4 $1,000
Market Assessment 2 2 16 $2,150
Inventory of Cultural Programs + Facilities 2 2 16 $2,150
Assessment of City Support + Programs 4 8 $1,400
Cultural + Creative Community Assessment 4 4 2 8 $2,150
Community Partnerships 4 4 8 $1,900
Comparable Communities + Best Practices 2 16 $1,900
Key Issues 4 4 $1,000
Part One Report 8 8 16 $3,800
SWOT Workshop 8 2 4 $1,850
Preliminary Vision + Goals 2 $300
Programming Opportunities 2 8 $1,100
Facility + Placemaking Priorities 2 8 $1,100
Policy + Funding Needs 2 8 $1,100
Comparable Strategies + Cultural Communities 2 16 $1,900
Part Two Report + Workshop 8 24 $3,600
Final Vision + Goals 2 $300
Programming Plan 4 2 8 $1,650
Support Strategies 4 2 8 $1,650
Governance Structure + Leadership
Development 4 2 $800
Strategic Partnerships 8 $1,200
Pro-Forma Operating Budget + Funding Plan 16 2 $2,600
Critical Path Plan 8 2 2 $1,650
Draft Plan + Workshop 16 4 24 $5,300
Final Plan + Presentations 8 16 $2,800
Kick-off + Communications Strategy 4 4 $1,100
Information Gathering included above
Public Workshops 16 16 $4,400
Digital Engagement 2 2 16 16 $4,150
Total Services
Expenses D. Webb S. Phillips C. Kruise
Total Expenses per trip $1,200 $150 $1,200
Number of Trips 6 4 1
Other Expenses (Data/Translation)$250 $2,000
Expenses by Team Member $7,450 $2,600 $1,200
Total Expenses
TOTAL NOT TO EXCEED FEE
TOTAL
$56,000
$11,250
$67,250
Webb Management Services Inc. 27
cost proposal (continued)
professional fees
We propose a professional fee of $56,000, plus expenses, to complete the work described
in this proposal. The list on the previous page suggests fees itemized by phase; however,
the process is designed in a way that tasks inform and feed into one another.
expenses
Expenses are billed (at cost) in addition to fees for travel to Sunny Isles Beach and the
purchase of data and translation services for community engagement. We would do
everything possible to minimize expenses and would look to the client for assistance in
seeking accommodation rates and booking trips in advance to minimize air fares.
term of proposal
This proposal is valid for a period of 60 days starting October 1, 2015.
Webb Management Services Inc. 28
5. project schedule
Task/Month 1 2 3 4 5 6
Needs Analysis
Materials Review
Market Assessment
Inventory of Cultural Programs + Facilities
Assessment of City Support + Programs
Cultural + Creative Community Assessment
Community Partnerships
Comparable Communities + Best Practices
Key Issues
Part One Report
Visioning
SWOT Workshop
Preliminary Vision + Goals
Programming Opportunities
Facility + Placemaking Priorities
Policy + Funding Needs
Comparable Strategies + Cultural Communities
Part Two Report + Workshop
Master Plan Development + Implementation
Final Vision + Goals
Programming Plan
Support Strategies
Governance Structure + Leadership Development
Strategic Partnerships
Pro-Forma Operating Budget + Funding Plan
Critical Path Plan
Draft Plan + Workshop
Final Plan + Presentations
Community Engagement + Outreach
Kick-off + Communications Strategy
Information Gathering
Public Workshops
Digital Engagement
Site Visits/Month 1 2 3 4 5 6
Ki
c
k
-
o
f
f
,
I
n
t
e
r
v
i
e
w
s
+
G
r
o
u
p
M
e
e
t
i
n
g
s
SW
O
T
W
o
r
k
s
h
o
p
+
P
u
b
l
i
c
M
e
e
t
i
n
g
s
Dr
a
f
t
P
l
a
n
+
W
o
r
k
s
h
o
p
s
Fi
n
a
l
P
r
e
s
e
n
t
a
t
i
o
n
s
Proposed TimelineWe are ready and willing to
complete the plan as described in
six to nine months, as noted on the
timeline here.
webbmgmt.org