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HomeMy WebLinkAboutAEA Consulting RECEIVED CCT - 1 2015 ' ; rys`Q� 0o Isles rx p f ttleGY Cle II t 4 1L: `?- ' 11 s - LG_• t J• ' • , 191 . Tl iIY���1' ' Ix f1� Y 1 ♦ _ _ I - . yflTJ : 1=— .• SUNNY ISLES BEACH FOUNDATION PROPOSAL FOR A CULTURAL MASTER PLAN SEPTEMBER 30, 2015 • 544 Main Street•Beacon, NY 12508 ■. Tel:+1 845 765 8100•Fax:+1 845 765 8099 AEA13 Radnor Walk•London SW3 48P Tel +44(0)20 3603 1440 CONSULTING www.aeaconsulting.com September 30, 2015 Lynn Dannheiser do Sunny Isles Beach Government Center City Clerk's Office —4th Floor 18070 Collins Avenue Sunny Isles Beach, FL 33160 Dear Ms. Dannheiser, AEA Consulting is pleased to submit the enclosed proposal to deliver a Cultural Master Plan for Sunny Isles Beach.Thank you for the invitation. If selected,we would bring to the task a dedicated team with a sharp understanding of trends in arts and culture, urban development, and the contribution that culture can make to a city's identity.We have: • 25 years of experience with strategy and planning for foundations,government entities, philanthopists, and leading cultural organizations both in the U.S. and internationally, • Extensive experience with cultural planning and creative district planning for communities including downtown Brooklyn, Brooklyn Bridge Park Phoenix, Edinburgh (Scotland) and many more: and by establishing the Global Cultural Districts Network (http://www.gcdn.net); and • Experience with and knowledge of the Miami cultural marketplace, having completed assignments for several cultural institutions there and their funders, including The John S. and James L. Knight Foundation,the Wolfsonian-FIU,the planned Museum of Contemporary Art of the African Diaspora, and others. We have drafted a proposal and work plan that reflects our understanding of the Sunny Isles Beach Foundation's intentions and its needs based on our conversation. However, I hope you will consider it a draft that can be reworked as need be. We are deeply enthusiastic about the possibility of working with you, and look forward to hearing from you very soon! Sincerely, Elizabeth Ellis Managing Principal •■ 544 Main Street•Beacon,NY 12508 ■■ Tel:+1 845 765 8100•Fax:+1 845 765 8099 AEA13 Radnor Walk••London SW3 4BP Tel:+44(0)20 3603 1440 CONSULTING www.aeaconsulting.com City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Introduction The City of Sunny Isles Beach, Florida was incorporated in 1997. Located on a barrier island in Northeast Miami-Dade County,the I IA square mile city is home to a growing population of approximately 22,000.The diverse population includes not only retirees but also families with young children and thousands of new immigrants from all over the world, including Russia, South America,the Middle East, Canada and Europe. Sunny Isles Beach is increasingly recognized as an urban,world class destination providing access to South Florida's famous beaches, luxury living, dining and hotels, and state of the art park facilities that now play host to various cultural events and recreational programming. The City's Cultural and Community Services Department sponsors numerous musical events, including an annual locally recognized Jazz festival and an annual Beethoven on the Beach concert.There are high-quality sculptural installations in many City parks, and an Art in Public Places Program now enables new public art to be incorporated into any new development There is newly installed infrastructure,yet, despite huge initiative and effort,there is only a certain amount of community engagement.The City is seeking to create more. In addition to support for cultural programming by the City, a recently-created Sunny Isles Beach Foundation operates with a mission to be a permanent charitable endowment dedicated to promote quality of life through multidisciplinary cultural arts and government initiatives designed to incite and inspire engagement of the City's diverse population, to focus on creative public space and place making and transform the culture of Sunny Isles Beach."The Foundation has begun to deliver cultural projects, including an art mural produced by local middle and high school students and March Music Month, featuring a series of concerts. Cities around the country—and the world —are embracing the role that arts and culture can play in community building: raising a city's profile: creating an attractive, deeply ingrained sense of place (the current"placemaking"trend); attracting inward investment,tourists and broader economic development.To these ends, many cities today are formalizing their approach to investment in the arts and culture by developing strategic cultural master plans. Sunny Isles Beach is no different.There is consensus between the City and the Foundation that in order to create the best opportunity for community success in the arts, Sunny Isles Beach needs a Cultural Master Plan.The Plan will assess the City's existing cultural resources and create a strategy that: I. Provides the City with a common vision for the future for the role that arts and culture should play in our City; 2. Recommends creative cultural strategies based on trends in arts and cultural production and consumption locally, nationally and internationally, as well as best practice among cities of similar size and demographics as Sunny Isles Beach: 3. Leverages arts and culture in order to: September 30, 2015 LIM 1 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan a. Celebrate, reflect and project the community's identity, b. Increase civic engagement to create a better sense of community, c. Create economic development and cultural tourism opportunities. and d. Improve the overall quality of life for residents, businesses, and visitors; 4. Builds upon the strong community cultural programming foundation that has been developed to date by both the Cultural and Community Services Department as the Sunny Isles Beach Foundation; S. Helps the City define how best to use its capital improvements including its world-class beach, I I active local parks, and other identified venues or facilities that will help to deliver the Cultural Master Plan; 6. Creates a clear Action Plan; 7. Makes recommendations on the optimum relationship, roles and responsibilities between the Sunny Isles Beach Foundation and the City in order to maximize productivity and efficiency, and 8. Importantly, recommends a funding strategy, including the optimum mix and approach to securing funds from a sustainable mixed ecology, including potentially taxpayers; Sunny Isles Beach Foundation contributions; corporations/developers; other private donations, sponsorships and grants; and other local, state, national and high level funding sources. September 30, 2015 �■ 2 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Work Plan AEA Consulting proposes to facilitate a process that results in a Cultural Master Plan for the city of Sunny Isles Beach, Florida. Our approach and methodology are rigorous, pragmatic, and customized to the project. While we would expect to review and refine the workplan with you at the project kickoff,we propose the preliminary workplan below. Process Management We would recommend working to a planning committee or task force made up of a small group of Foundation Board members, City representatives, and other community leaders or representatives of the public who can provide meaningful input into the process.Typically,the group is no more than, say, 10-12 members, and they are charged with any wider • communications and dissemination as required throughout the process. One person should serve as the primary liaison to our team. Phase 1: Project Inception I. Site Visit and Commissioning Meeting—The AEA team would come to Sunny Isles Beach to meet with the Client Team to outline the scope of the exercise and project management structure, identify task force members, roles and responsibilities, and communication process.We would also tour the city, existing arts and cuhural facilities and parks, and gather up research materials. Based on the outcomes of the Commissioning Meeting,we would then develop a Project Master Contact List and project schedule. 2. Public Participation and Outreach Plan —We would then design and confirm the Public Participation and Outreach Plan,to ensure the broadest possible participation among key stakeholder groups, and a robust and consistent strategy to communicate with them throughout the course of the project and beyond. We would develop: • The schedule, format and interview protocols for the public forums, stakeholder interviews (see below) • An interactive project website,which be the home for an ongoing account of the project's progress and procress, and, as appropriate, feature existing media assets to which Sunny Isles has access (e.g., !coal performance videos)that share illustrate the local culture. We would likely retain an outside firm to design and maintain the website, but this and other matters would be developed with the client at our commissioning briefing. • A schedule of public forums to gather views on arious aspects of the developing plan and to win support among a broad crosssection of public stakeholders. Those forums are described below under point 10. September 30, 2015 ® 3 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Phase 2: Local Market Assessment 3. History:We would begin by researching the history of Sunny Isles Beach and its cultural programming. 4. Asset Inventory An inventory of cultural assets: facilities, organizations and individuals who comprise the "cultural ecology" of Sunny Isles Beach. 5. Demographic Research & Data Gathering:We will then gather data on current and future trends in population (including the number of artists or creative industries workers); education, ethnicity and household income in Sunny Isles Beach and the Metropolitan Statistical Area. 6. Facilities Assessment A facilities assessment would focus on the extent to which the City is using its capital facilities and natural assets in a way that maximizes achieving its goals: and include recommendations on the need for any new infrastructure or"soft- touch" and low-cost actions that can contribute to the City's visibility and "brand" as a cultural community (such as public signage, public art, and the creation of public convening spaces, etc.). 7. Resources— Assessment of current funding sources, human resources, and the govemance structure/coordination between the Sunny Isles Beach Foundation and the City of Sunny Isles Beach. 8. Benchmarking Research—We would then undertake benchmarking research on local, national and international trends in successful cultural master plans that have been implemented in communities broadly similar to Sunny Isles Beach so as to inform the strategy. Phase 3: Consultation 9. Stakeholder Consultation — Confidential, bilateral interviews (approximately 40)with members of principal stakeholder groups,which could include: government, business, education, arts and culture, residents (which could be segmented according to permanent and part-time: brand new versus longer-term). Consultation could also potentially include selective stakeholders from beyond Sunny Isles Beach but in the Miami area whose views might be helpful to us to understand the cultural and demographic landscape of the Miami marketplace, especially areas adjacent to Sunny Isles Beach. A list of interviewees will be developed and confirmed with the Client,with special attention paid to which stakeholders we should engage through interviews and which we should reach through other public engagement methods. 10. Public Forums—We would suggest holding three open, public forums or town hall meetings to gather views on the role of arts and culture to creating identity for Sunny Isles Beach;what are the existing cultural assets:what's missing: how to residents and September 30, 2015 �.'� 4 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan visitors participate in arts and culture; and so forth.We would make special efforts to engage local artists and youth in the Public Forums. Phase 4: Action Plan I I. Vision and Goals Statement—A clear articulation of the vision and short-, medium- and long-term goals of the Cultural Master Plan to benefit the community of Sunny Isles Beach. 12. Program Elements/Initiatives—We will describe our recommended cultural program initiatives, organized by short-, medium- and long-term priority, and with preliminary costs and potential revenue sources for each. 13. Governance and Management—We will advise on what structures, systems, government or management policies will help to realize the Plan and including, as appropriate, suggestions on any legislation or policies that could support the development of the City's arts and cultural sector and the image of the City as a creative community and destination.This will also include suggestions on the respective roles of the City and for the Sunny Isles Beach Foundation, and how the activities of both can be optimally coordinated. 14. High-level Funding Strategy— Recommendations on how the Cultural Master Plan can be funded, including an indicative break down of proportionate income streams observed at peer cities, as well as potential strategies for generating revenue to support arts and culture — (e.g., hotel occupancy tax, "sin"taxes, percent for art schemes, payments-in-lieu-of-taxes, etc.).The funding strategy will also provide recommendations on how Sunny Isles Beach Foundation can position itself to secure grants; identify funding prospects; develop a funding plan and identify potential strategic partnerships, including alignment with other efforts in Miami and South Florida to develop the local economy,tourism, and cultural provision. Phase 5: Master Plan Drafting and Delivery 15. Master Plan Draft Report—We will then produce a Master Plan Draft Report,for review and approval by the City Manager and the Sunny Isles Beach Foundation Executive Director.The Master Plan Draft Report will be delivered three weeks before finalization to allow sufficient time for feedback edits and corrections. 16. Master Plan Final Report—The Master Plan Final Report will include: • Executive Summary • Public Participation Process Summary • Vision and Key Goals • Cultural Programming Strategy: Recommendations and Alternatives September 30, 2015 6■ 5 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan • • Governance and Management Plan • Funding Plan • Implementation Plan The Final Report will be presented to the City Commission and Sunny Isles Beach Foundation. Throughout the process, we will provide monthly progress reports to the Sunny Isles Beach Foundation, Advisory Committee, if any, and the City Commission: and provide updates, as requested and appropriate, at City Commission Meetings as Requested by the City Manager Deliverables Deliverables will include: • Draft Cultural Master Plan Report • Final Cultural Master Plan Report (MS Word document) • Powerpoint summary version of the Final Cultural Master Plan The Final Report will be provided in both hard copy and electronic format All visuals (maps, graphs, tables, charts, etc.) will also be provided in separate electronic format so that the City can use them, as appropriate, in other collateral/dissemination materials. September 30, 2015 • 6 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Personnel and Experience About AEA Consulting AEA Consulting is one of the world's leading arts and cultural consulting ■ firms. Founded in 199 I,we have over two decades of experience assisting clients in the arts and entertainment senor internationally, helping them to define, plan and achieve their long-term goals. We ■U collaborate with cultural organizations, government bodies, foundations, businesses and individuals in the U.S., U.K., Europe,the Middle East and AEA Asia-Pacific to help them realize the contribution that culture can make to communities. CONSULTING Our service areas include: • Cultural Policy and Planning —We work with foundations, private developers, public funders, economic development agencies and govemments to advise, develop and evaluate their investment in culture. Our services include local, regional and national cultural strategies; policy development and evaluation; sector research; benchmarldng studies;feasibility studies; and funding strategies. • Organizational Planning —We deliver customized solutions for organizations in all stages of development. Our services include strategic planning; business and financial planning; programmatic planning; audience research; and advice on strategic alliances and mergers. • Capital Project Planning —We specialize in early stage strategy and concept development, and business and operational planning for all types of cultural spaces, .including museums and galleries, performance venues, mixed-use facilities, and cultural districts. Our services include program and concept development, options analysis, feasibility studies, business and operating plans, market analysis, financial modeling, and programming strategies. AEA has successfully completed projects all over the world. In our 25 years of operation,we have gained substantial experience working with a range of client types on large-scale, complex, high profile arts and cultural projects. We are regularly work with mufti-disciplinary project teams and in complex environments in which there are multiple and overlapping stakeholders, and we are accustomed to executing to an extremely high standard under tight timetables. We approach problem solving with curiosity, creativity and integrity. More information about AEA, including a client list, can found at www.aeaconsulting.com. September 30, 2015 7 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Relevant Project Experience •*N• GLOBAL Global Cultural Districts Network 0 CULTURAL In 2014,AEA co-founded GCDN with the New Cities •• ow DISTRICTS Foundation and the Dallas Arts District. GCDN is a •••?.ND NETWORK membership-based organization of the CEO's of cultural and creative districts around the world. Its mission is to foster co- operation and knowledge sharing among its members to help ensure that creative districts are dynamic assets resilient and responsive to their communities. Founding members include the Barbican Centre (London), Barangaroo Delivery Authority (Sydney), Dallas Arts District, Brooklyn Cultural District, Festivals Edinburgh, Grand Center(St. Louis), Quartier des Spectacles Partnership (Montreal), Sharjah Museums Department and University Circle (Cleveland). More information about the GCDN is available at at www.gcdn.net \ z.- -,.� Downtown Brooklyn Partnership and Arts Alliance - 2 � Cultural Plan (ongoing) ° ,y 1 `"� .,;`` Working with the Downtown Brooklyn Partnership Arts if` "° �� ; Alliance,AEA is facilitating a cultural planning process for �� '^ ' cultural stakeholders in and around downtown Brooklyn. `} 4q 'r`- s _, I Through stakeholder retreats, as well as additional outreach 't—�7•4 _ s to residents, businesses, and other key groups,we are Y �u" . r i '.�, F`','i"•j'=.-1 assembling a list of action items and ideas to improve access -- to arts and culture, researching available resources, and assembling a prioritized set of needs for the area into a clear and concrete "Cultural Roadmap" –a document that will serve as a plan forward to align programmatic, policy, and other initiatives for the benefit of the area and its constituents. Ve. `� °t ;(`fir Barangaroo Delivery Authority (Sydney) �.y '' �q''- a Cultural Plan (2013 – 2014) °)1':;'.•,tr ' ;rt6� u �'4"- AEA delivered a cultural strategy for Barangaroo, an ' ! s' 1�r'.,r -.ar•— AUD$6 billion mixed-use development on the western �•`z t yl "-`= •- = . edge of Sydney's harbour. Working with a Steering Group, r, ?t: : .ttfjj,'` we recommended options for cultural facilities and u.• i--1 '�.-.,-,—i h� programs to enhance Sydney's standing as a global city and the life of residents.The process involved in-depth ;••... .. � research and consultation; developing case studies on • global cultural developments; recommending governance and management frameworks and potential partners; economic modeling; developing programming strategies; and delivering recommendations to the Steering Group. . September 30, 2015 B' 8 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan ‘a.:.. \-: � Bring New Orleans Back Mayoral Task Force + r ,,,, 'jr A1, ,tin Cultural Strategy (2006) t In 2006, AEA was commissioned to manage the l ; 7 �- a i ' "` �j'�' .. . cultural strategy for Bring New Orleans Back 0114,- � P 11; , ,i r� , rim 5 _' t (SNOB),the Mayoral Task Force responsible for .r _ ` j yr - . ._,..r•._••' ^°^ —1,2z,,-11.3,..,. developing recovery strategies for critical sectors q I I t 4 of the New Orleans economy post-Hurricane ,,--1:..,- : ` ",, IB•e r ,s '. f.s.;,�(�I Katrina. Funded by a grant from the Louis T Blouin -! £-`` w:"-.-SL l� , _ } Foundation,we worked with the committee chain,• �5�1' ` served the committee, and managed or undertook the analytical work that provided the framework for philanthropic and public funding for New Orleans' cultural sector from 2007 onwards, remaining the core framework for foundation giving there. The summary document can be found at http://bit.ly/I Rnsg9q. Grand Center Inc. (St Louis) T Cultural Districts Strategy (2005) aQ e,a�.1r4 , r =ain HISS , AEA assisted the Grand Center Arts Strategy �� �� �� f j r committee in the creation of an active, self- 11/ sustaining cultural district by addressing what r.. 9 .. ." ' j�' r '% actions the committee could take to foster the . ._ a•.;e;iiA�,.;:. •;,; .::eo1.' T.V.: district,the conditions needed to encourage ,mac , d.. ' . ia: r n.,"t y: �:•:! further arts activities, and the role of Grand Center r"V S' . .fr I- . tea �-fin - V - ti:- tett :.2_ y. ,.7.. Inc.to the arts district.Work included interviews ` ! . L' ., = j' ' ' with key stakeholders and the development of criteria for prioritization and goals for the district, as well as the creation of a short-term • programming strategy. `''^• • -, r - , University Circle (Cleveland) t-'tom °— _ -.: ;;F1f!,= Various Projects (2005 - Present) I11oIf�jfL AEA has worked with a number of cultural and educational institutions in Cleveland as part of the , vt. .1(it• t - /_jj ILA _, ':' `'y revitalization of University Circle,the city's ;— .rt _ JA -i: -- renowned cultural district. In 2005,we assisted { IS t I ; Case Western Reserve University with a Business • _��.._ -.. :-=-` - - _ TI.. ; Plan for a new Centre for Contemporary Culture that sought to foster collaboration and efficiencies among the Cleveland Institute of Art,the . College of Art and Sciences at CWRU, Ideastream (the public radio station), Museum of Contemporary Art Cleveland, and the Rock and Roll Hall of Fame and Museum. In 2007,we assisted MOCA Cleveland with a business and operational plan for their new museum facility, designed by Foreign Office Architects,which opened in 2012. Between 2013 and 2019,we assisted The Cleveland Orchestra in creating a strategy to improve patron experiences in Severance Hall, a landmark facility that anchors the cultural quarter. M® September 30, 2015 9 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan John S. and James L. Knight Foundation Knight Arts Challenge Assessment (2011- I k 4 2013) Knight Arts Irr © AEA evaluated the Knight Arts Challenge, a five- Challenge: ' year, $40M initiative launched in the Miami-Dade Miami ■ ...NS "a- community in 2008.AEA documented the major m accomplishments of and lessons learned from both /� individual grantees and the Challenge overall; Pr- , ��.4 analysed the overall impact of the Challenge on the r���r�����i Miami arts sector, synthesized findings across the ok Pdis�� � portfolio of grantees; and identified and recommended systems for tracking metrics on an on-going basis. The result of the evaluation was published and presented at the 2012 Grantmakers in the Arts conference and may be found at http://www.knightarts.org/report. John S. and James L. Knight Foundation Miami Museum Collaboration Study John S. and James L. (2012) Knight Foundation AEA assisted a consortium of leading museums in Miami to explore the viability and potential for collaborative action.The participating museums included Museum of Contemporary Art North Miami, Miami Art Museum,the Bass Museum of Art,the Frost Art Museum,the Lowe Art Museum the Vizcaya Museum and the Wolfsonian-Florida International University. Following bilateral interviews with each director,we drew up a structured agenda of potential opportunities, undertook due diligence, and then facilitated a retreat for the directors in which there was a structured analysis and short-listing of options and possibilities. AEA then tumed the shortlist into an action agenda for the group, and made recommendations on the human, capital, social and financial infrastructure required. The result was a plan that addressed a range of needs, for a museum consortium, from storage and conservation to marketing and joint acquisitions. The plan formed the basis of a request to the Knight Foundation for funding,which was successful Wolfsonian-FIU ~ b Strategic Plan (2007) AEA Consulting was retained by the Wolfsonian in '� j I - spring 2007 to work with the museum on establishing '" ll'. ' - the financial and organizational implications of further ._ Y I, institutional development in general, and of a successful l i s, f r y i capital campaign in particular. September 30, 2015 • �® 10 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Project Team The team comprises Elizabeth (Libby) Ellis, Managing Principal; Brent Reidy, Senior Consultant; and Laura Casale, Director of Research and Knowledge Management, along with support from an AEA Research Analyst. • Libby would serve as project director, facilitating workshops and public engagement efforts, undertaking stakeholder consultations, and acting as the lead author and editor of all project deliverables; • Brent would serve as the intemal project manager, undertake consultations, and develop the plan's funding strategy and implementation time table; and • Laura would undertake the market research related to the project, as well as any other research that informs the creation of the cultural strategy. Elizabeth Ellis Managing Principal Project Director Brent Reidy Senior Consultant Project Manager Laura Casale, Research Analyst Director of Research and Knowledge Management September 30, 2015 g■ 11 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Elizabeth (Libby) Ellis el Ir Managing Principal Libby runs AEA and has almost two decades of experience in Ate Y strategy and planning for the creative sector. Since joining AEA in 2003, she has specialized in strategic, business and capital project planning for a range of public and private sector clients and has led projects in 14 countries around the world. She has delivered a range of assignments for clients including the Aspen Art Museum,the Bames Foundation (Philadelphia), MOCA Cleveland, New York's Public Art Fund„The Victoria and Albert Museum, The Frick Collection, John S. and James L. Knight Foundation,Australia's Department of Prime Minister and Cabinet, Barangaroo Delivery Authority (Sydney), Henderson Land Development (Hong Kong), Lai Sun Holdings (Hong Kong), PETRONAS (Kuala Lumpur),the Emily Fisher Landau Center,and many others. Libby has a particular interest in issues related to the intersection between commercial and not- for-profit culture, creative district planning, and the financial aspects of the arts and creative industries. She received her B.A. in art history from the Honors College at Kent State University and did her graduate work in art history and comparative literature at Indiana University. Prior to joining AEA, Libby worked as an independent arts consultant and began her career in fundraising at MOCA Cleveland and The Cleveland Orchestra. Libby serves on the Board of SculptureCenter in New York City. Brent Reidy 414 Senior Consultant 1(I Brent specializes in research, policy, and tal ._ evaluation; audience development strategic planning; business planning and financial modeling; t'\ cultural economics; and technology and social mil j, media. His work has served clients including the Cleveland Orchestra, Frick Collection,James Irvine Foundation,John S. and James L. Knight Foundation, Kasparov Chess Foundation, New York Philharmonic, Roundabout Theatre Company,William Penn Foundation, Preservation Society of Newport County,Australia's Office for the Arts (National Gallery of-Australia), and Yaddo. ■■ September 30, 2015 12 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Brent is a musicologist focused on twentieth-century American composers and on arts policy. His paper"Why Where? Because Who—Art Venues, Spaces, and Tradition"was published last year by The James Irvine Foundation, he wrote liner notes for the Boston Modem Orchestra Project's recent recording of the music of Reza Vali, and his research on John Cage appeared in American Music. He is a member of the Steering Committee of the Cultural Research Network and was a Lecturer in the music department at Dartmouth College in 2014. Prior to joining AEA, he was Director of Research for Mark Bruce International, and served as director of Music For Tomorrow, a volunteer-run not-for-profit that supports New Orleans jazz through performances in New York. Brent received his B.A. in music from Dartmouth College and is a candidate for a Ph.D in musicology from Indiana University's Jacobs School of Music. Laura Casale . Director of Research and Knowledge i Research '0 - Laura directs all of AEA's research activity, and ,•:-...-.. v ",!S% ' oversees the firm's knowledge management systems. irSince joining AEA in 2009, she has worked with I y consulting team members to deliver market research 1 ' a and analysis, survey design, implementation and re, r tsar- - analysis, and data interpretation to underpin studies for clients including British Council, UK Trade& Investment. Philadelphia Investment and Development Corporation, National Park Service, Barangaroo Delivery Authority in Sydney, Jonathan Rose Companies, Tribeca Film Institute, Irish Arts Center in New York.Aspen Art • Museum, and many others. Prior to joining AEA, Laura worked in pharmaceutical purchasing and project administration. She received her MBA from the University of Pittsburgh, and her B.A. summa cum laude in Psychology and Political Science from Kent State University. M■ September 30, 2015 13 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Selected Client List • Performing Arts and Festivals San Francisco Opera Screen Actors Guild Foundation, Los Angeles 52nd Street Project, New York SF Jazz,San Francisco American Composers Forum, New York Shakespeare's Globe,London Almeida Theatre Company, London Signature Theatre Company,New York Alvin Ailey American Dance Theatre, New York Symphony Space, New York Arts Centre Melbourne University Musical Society,Ann Arbor Ballet Memphis Wallis Annenberg Center for the Performing Arts. Barbican Centre,London Beverly Hills,CA Big Apple Circus,New York Wooster Group,New York Birmingham Repertory Theatre Boston Children's Chorus Museums, Visual Arts and Heritage Boston Youth Symphony Orchestras Carnegie Hall, New York Albright-Knox Art Gallery, Buffalo Architecture Foundation, London City of Birmingham Symphony Orchestra Cheltenham Festivals Aspen Art Museum The Barnes Foundation The Cleveland Orchestra British Museum Edinburgh Festivals Budapest Museum of Fine Arts English National Opera, London Center for Arts and Traditional Guttural Heritage, Esplanade, Singapore New York Great Lakes Theatre Festival,Cleveland Huntington Theatre Company, Boston Center for Puppetry Arts,Atlanta Children's Museum of Manhattan, Irish Arts Center, New York China Institute, New York Jazz at Lincoln Center, New York Kimmel Center, Philadelphia Contemporary Arts Center,New Orleans Los Angeles Music Center,Los Angeles Dallas Museum of Art The Lowry,Salford Design Museum, London Detroit Institute of Arts Manhattan Theatre Club NewcastleGateshead Cultural Venues Drawing Center, New York El Museo del Barrio, New York New Orleans Jazz Orchestra Fisher Landau Center for Art,New York New York City Center The Frick Collection, New York New York Philharmonic Fundacion Televisa,Mexico City Opera Theatre of Saint Louis Georgia O'Keeffe Museum,Santa Fe Orchestra of St Luke's, New York HEART, Herring,Denmark Philadelphia Orchestra Association Hispanic Society of America, New York Primary Stages,New York Royal Albert Hall. London Imperial War Museum,London Royal Academy of Dance,London Isabella Stewart Gardner Museum,Boston Royal Philharmonic Orchestra, London Jazz Museum in Harlem Royal Shakespeare Company, Stratford Jewish Museum, New York Kasparov Chess Foundation,New York Roundabout Theatre Company,New York The Manchester Museum September 30, 2015 14 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Meserve-Kunhardt Foundation, Pleasantville, NY Educational and Literary Institutions Migros Museum,Zurich Academy of American Poets, New York Milwaukee Art Museum • MIT List Visual Arts Center,Cambridge Boston gate Institute, London Museum of Biblical Art, New York Boston University College of Fine Arts Museum of City of New York Brooklyn Pubic Library Museum of Contemporary Art, Cleveland Case Western Reserve University,Cleveland Museum of Contemporary Art, Detroit Central School of Ballet. London Museum of London CERN,Geneva National Constitution Museum, Philadelphia City and Guilds of London Art School National Gallery of Australia,Canberra City College of New York National Maritime Museum, London City University of New York National Museum of Australia,Canberra Columbia University, New York National Museums and Galleries of Northern he T C uld Institute of Art.London The Cousteau Society, Paris Ireland National Museums Liverpool Emerson College,Boston National Trust, London Kasparov Chess Foundation,New York National Gallery. London London Academy of Music and Dramatic Arts, • National Gallery of Victoria, Melbourne London Parrish Art Museum, Bridgehampton,NY PEN American Centre, New York Philadelphia Film Society Poets House, New York Princeton University, Princeton Philadelphia Museum of Art Powerhouse Environmental Arts Foundation, Royal College of Art. London San Francisco Art Institute New York Public Art Fund, New York University of Cambridge Rubin Museum of Art, New York University of Southern California SculptureCenter, New York Serpentine Gallery, London Gardens, Parks and Leisure Sir John Soane's Museum.London Brooklyn Bridge Park Corporation, New York Statens Museum for Kunst Copenhagen The DryLine, New York Stratus Projects,Budapest Longue Vue House and Gardens, New Orleans Timken Museum of Art.San Diego Missouri Botanical Garden,St.Louis Tribeca Film Institute, New York Preservation Society of Newport County Tyne and Wear Museum, Newcastle upon Tyne Wave Hill,New York The Venice Gateway Project. Italy • Yorkshire Sculpture Park Leeds Victoria and Albert Museum, London Walters Art Museum, Baltimore Foundations and Trusts Wende Museum and Archive of the Cold War, Andrew W.Mellon Foundation,New York Culver City,CA Britten-Pears Foundation,Aldeburgh,Suffolk Whitechapel Art Gallery, London Cleveland Foundation,Ohio Whitworth Art Gallery, Manchester Clore Duffield Foundation,London Wordsworth Trust. London Bruce T. Halle Family Foundation,Scottsdale Zaha Hadid Architects, London Cyprus Cultural Foundation, Nicosia 1111 September 30, 2015 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Doris Duke Charitable Foundation,New York Upper Manhattan Empowerment Zone, New Egmont Foundation,Copenhagen York Flinn Foundation,Arizona U.S.Department of Housing and Urban Ford Foundation, New York Development,Washington,DC Herb Alpert Foundation, Los Angeles James Irvine Foundation, San Francisco - Commercial J.Paul Getty Trust Santa Monica Brookfield Financial Properties, New York John L and James S. Knight Foundation, Miami Goldman Sachs Urban Investment Group, New Louise T. Blouin Foundation, New York York Pew Charitable Trusts, Pennsylvania Henderson Land Development Hong Kong Shafik Gabr Foundation,Cairo The Howard Hughes Corporation,Dallas Stavros Niarchos Foundation,Athens/ New York Innova Project Management.Baku William Penn Foundation,Philadelphia Jonathan Rose Companies, New York KLCC Property Holdings/PETRONAS,Kuala Government Lumpur Arts Council England, UK Lodha Group, Mumbai Arts Council of Wales Lai Sun Group,Hong Kong Arts New South Wales Stratus Projects,Budapest Australia Council Witkoff Group,New York Barangaroo Delivery Authority,Sydney Bristol City Council,Bristol Service Organizations British Council Arts& Business,London Department for Cuture, Media and Sport.UK Asian American Arts Alliance, New York Department of Prime Minister and Cabinet, Association of Art Museum Curators,New York Australia Bay Area Video Coalition,San Francisco Heritage Lottery Fund, London Brooklyn Information and Culture.New York Hudson Yards Development Corporation Engage, London Lower Manhattan Cultural Council Fractured Atlas,New York Lower Manhattan Development Corporation Grand Center Association,St Louis Maricopa Partnership for Arts and Culture. International Organisation for the Transition of Phoenix Professional Dancers (IOTPD), Lausanne Netherlands Ministry of Culture Jazz Journalists Association, New York National Endowment for Science,Technology and League of American Orchestras,New York the Arts.London Municipal Arts Society, New York Philadelphia Investment and Development National Arts Strategies,Washington, D.C. Corporation National Museums Directors' Conference, Regione Piemonte Direzione ai Beni Culturali, London Turin Nonprofit Finance Fund, New York Scottish Arts Council Regional Plan Association, Inc. The Trust for Governors Island, New York Westbeth Center for the Arts. New York UK Trade& Investment Yaddo, Saratoga Springs. NY g■ September 30, 2015 • City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Cost Proposal We would undertake the scope of work outlined above for a total lump sum fee of $1 69,800.which includes the cost of all of AE A's consuhing fees,travel expenses, and other project expenses, including the anticipated costs retaining a web design firm to assist in creating an interactive website as part of the public participation and outreach plan.That cost. however. is dependent depending on its scope,which will be determined with you early in the project. EE BR LC total Phase I:Selling the Vision I.Site Visit and Commissioning Meeting alliall 0 4 2.Public Participation and Outreach Plan 0 3 Phase 2:Local Market Assessment 3.History 0.5 I 2 3.5 4.Asset Inventory 0.5 3 I 4.5 5.Demographic Research&Data Gathering. 0.5 I 3 4.5 6.Facilities Assessment 0.5 3 I 4.5 7.Resources 0.5 3 I 4.5 8.Benchmaridn• Research 0.5 I 3 4.5 Phase 3:Consultation 9.Stakeholder Consultation MOIR 0 8 10.Public Forums 3 12 Phase 4:Action Plan 11.Vision and Goals Statements I 1 0 2 12.Program Elements/Initiatives 2 2 0 4 13.Governance and Management 2 I 0 3 14.Hi:h-level Fundin_Strate4 2 I 0 3 Phase 5:Master Plan Drafting and Delivery 15.Master Plan Draft Report 011111111111111111 7 16.Master Plan Final Report 4 • Daily Rates $2,200 $1,800 $1,200 Total Days 24 34 18 $52,800 $61,200 $21,600 Total AEA Consulting Fees $135,600 Website Development $15,000 Travel $13,800 Other Expenses (printing, phone calls, etc) $5,400 TOTAL LUMP SUM FEES: $169,800 �. September 30, 2015 B 17 City of Sunny Isle Beach Proposal to Deliver a Cultural Master Plan Project Schedule The process would unfold over eight months, beginning in January 2016, as indicated below. The exact timing around deliverables and meetings would be discussed and confirmed at commissioning, as would the overall project timeline. IGlk7mVision a. I.Site Visit and Commissioning Meeting 2. Public Partici•ation and Outreach Plan Phase 2:Local Market Assessment 3.History 4.Asset Inventory • 5.Demographic Research& Data Gathering 6. Facilities Assessment 7. Resources • 8.Benchmardn• Research • i+'Sae T+`=:turn a "if-r P.hase 3.Consuitahon = 9.Stakeholder Consultation • • 10. Public Forums 41P.hare4.ActwnPlan 'Y = ,,*-w:=F` s - ,..._.3a,.. 1 1.Vision and Goals Statements • 12.Program Elements/Initiatives 13.Governance and Management 14. Hi•h-level Fundin: Strategy iP,haseS 1Ma"stefiPla1Drafting:andDelvery r . . . , H.. I 15.Master Plan Draft Report 16.Master Plan Final Report • 11.1 September 30, 2015 18