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Arts and Culture Master Plan -Lord Cultural Resrouces Agreement
Copyright 2014 City of Dubuque Consent Items # 10. ITEM TITLE: Arts and Culture Master Plan - Consultant Agreement SUMMARY: City Manager recommending approval of a contract between the City of Dubuque and Lord Cultural Resources to develop an Arts and Culture Master Plan. SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve ATTACHMENTS: Description Type ❑ Arts and Culture Master Plan Contract-MVM Memo City Manager Memo ❑ Staff Memo Staff Memo ❑ Contract Supporting Documentation ❑ Contract Appendices Supporting Documentation THE CITY OF Dubuque UBE I erica .i Masterpiece on the Mississippi 2007-2012-2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Arts and Culture Master Plan Contract with Lord Cultural Resources DATE: April 14, 2015 At the February 16, 2015 City Council meeting, City Council approved the selection of Lord Cultural Resources to facilitate the development of an Arts and Culture Master Plan. Economic Development Director Maurice Jones recommends City Council approval of a contract between the City of Dubuque and Lord Cultural Resources in a not to exceed amount of $49,945 to develop an Arts and Culture Master Plan. I concur with the recommendation and respectfully request Mayor and City Council approval. Micliael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Maurice Jones, Economic Development Director Dubuque Economic Development Department THE CITY OF 50 West 13th Street All-AmedcaCity Dubuque,Iowa 52001-4864 D U B3 E1 ' Office(563)589-4393 TTY(563)690-6678 ° Masterpiece on the Mississippi http://www.cityofdubuque.org200.2012.2013 TO: Michael Van Milligen, City Manager FROM: Maurice Jones, Economic Development Director SUBJECT: Arts and Culture Master Plan Contract with Lord Cultural Resources DATE: April 7, 2015 PURPOSE The purpose of this memo is to recommend approval of a contract between the City of Dubuque and Lord Cultural Resources to develop an Arts and Culture Master Plan. BACKGROUND In her memo to you dated February 9, 2015, Megan Starr explained the Consultant Selection Committee rated Lord Cultural Resources as the top firm to execute an Arts and Culture Master Plan for the City of Dubuque. At the February 16, 2015 City Council meeting you recommended to City Council approval of the selection of Lord Cultural Resources to facilitate the development of an Arts and Culture Master Plan. The motion was carried by City Council 7-0. DISCUSSION Lord Cultural Resources has drafted a contract which has been reviewed by the City of Dubuque's Legal Department, Economic Development Department, and Tim English & Frank O'Connor of O'Connor Thomas Insurance. All parties are satisfied with the enclosed contract. RECOMMENDATION It is my recommendation that the City of Dubuque and Lord Cultural Resources enter into a contract to develop an Arts and Culture Master Plan. The project budget is $50,000. Fess proposed for the budget by Lord Cultural Resources totals $49,945.00. This figure is a fixed, not-to-exceed figure. Attachment Lord Cultural Resources AGREEMENT THIS AGREEMENT made as of the 7th day of April,2015 BETWEEN Lord Cultural Resources Planning& Management Inc. with offices at 145 Avenue of the Americas,Suite 6A, New York, NY 10013 ("Lord Cultural Resources") and City of Dubuque 50 W. 13 1h Street Dubuque, IA 52001 ("Client") BACKGROUND A. The Client desires to retain Lord Cultural Resources' services to provide consulting services for an: Arts and Culture Master Plan (the "Project") B. Lord Cultural Resources has agreed to provide consulting services for the Project as set out in this Agreement. The parties have agreed as follows: 1. APPOINTMENT OF LORD 1.1 The Client appoints Lord Cultural Resources to render consulting services for the Project and Lord Cultural Resources accepts the appointment on the terms and conditions of this Agreement. Lord Cultural Resources annexed proposal, Proposal for Arts and Culture Master Plan, dated January 5, 2015, (the "Proposal") forms an integral part of this Agreement. 145 Avenue of the • NEW YORK Americas,Suite 6A • PARIS New York,NY 10013 • BEIJING T:1(646)375-2500 • VANCOUVER F:1(646)375-3946 • MUMBAI info@lord.ca • TORONTO www.lord.ca 1.2 To the extent that Lord Cultural Resources has commenced the provision of services for the Project prior to the date hereof, it is agreed that all such services shall be deemed to have been provided under this Agreement and for the benefit of the Client. 2. DESCRIPTION OF SERVICES TO BE RENDERED The services to be performed by Lord Cultural Resources under this Agreement (the "Services") are described in the annexed Proposal under Section Methodology. 3. FEES, DISBURSEMENTS AND TERMS OF PAYMENT 3.1 The Client shall pay Lord Cultural Resources a total of$44,575 USD in professional fees plus expenses at cost plus 15% administration fee on expenses to a maximum of$5,370 USD as per annexed Proposal, provided the Services can be rendered as anticipated and outlined in the annexed Proposal. 3.2 The Client shall pay Lord Cultural Resources within 30 days of receipt of Lord Cultural Resources' invoices. Invoices for Services plus expenses will be submitted according to the following payment schedule: Initial payment (20%) $8,915.00 USD Delivery of Phase 1 (25%) $11,143.00 USD plus expenses Delivery of Phase 2 (20%) $8,915.00 USD plus expenses Delivery of Draft Final Arts&Cultural Master Plan (30%) $13,373 USD plus expenses Finalization (5%) $2,229 USD plus expenses 3.3 Services shall commence upon Lord Cultural Resources' receipt of the initial payment. 3.4 The Client shall pay interest monthly at the rate of 1.5% per month (a rate of 18% per annum) on any sum not paid within 30 days of receipt of Lord Cultural Resources invoices. 3.5 Lord Cultural Resources shall keep accurate and systematic accounts and records of the Services in such form and detail as is customary in its profession or in such other format as agreed. 4. TIMING OF THE PROJECT 4.1 Lord Cultural Resources shall use its best efforts to complete the Services according to the time schedule provided by Lord Cultural Resources in the Proposal or according to whatever amendments are subsequently agreed to in writing by both parties. 4.2 Lord Cultural Resources shall promptly notify the Client in writing of any situation or event arising from circumstances beyond its control or which it could not reasonably foresee, which makes it impossible for Lord Cultural Resources to carry out, in whole or in part, its obligations in a timely fashion. Upon the occurrence of such a situation or event,the completion of the Services shall be extended for a period of time equal to that necessitated by the situation or event and a reasonable period to remobilize for the continuation of the Services. Creating Cultural Capital • ii 5. LORD CULTURAL RESOURCES' RESPONSIBILITIES 5.1 Lord Cultural Resources shall provide all the expert technical advice and skills, normally required for Services for which it is engaged. 5.2 Lord Cultural Resources shall exercise all reasonable skill, care and diligence in the performance of the Services and shall carry out all its responsibilities in accordance with recognized professional standards. 5.3 Lord Cultural Resources shall in all matters act as a faithful adviser to the Client and, insofar as any of its duties are discretionary, act fairly as between the Client and third parties. 5.4 In the event that the work product prepared by Lord Cultural Resources is found to be in error and revision or reworking the work product is necessary, Lord Cultural Resources agrees that it will do such revisions without expense to the City, even though final payment may have been received. Lord Cultural Resources must give immediate attention to these changes so there will be a minimum of delay. The above and foregoing is not to be constructed as a limitation of the City's right to seek recovery of damages for negligence on the part of Lord Cultural Resources herein. 5.5 Lord Cultural Resources shall provide the Client with one (1)digital master copies suitable for reproduction of each of the reports. 5.6 Lord Cultural Resources shall return all materials marked as"to be returned" and supplied by the Client to Lord Cultural Resources for the Project upon the termination or completion of the Agreement, except materials that have been incorporated in the Project. 5.7 When carrying out the Services, Lord Cultural Resources shall comply with all safety, working and restricted access including requirements for arranging work outside normal working hours. 5.8 Lord Cultural Resources shall at all times during the performance of this Agreement provide insurance as required by the attached Insurance Schedule. 6. PERSONNEL 6.1 The Services shall be carried out by the following persons (the "Personnel"): Brad King,Vice President Joy Bailey Bryant,Managing Director U.S. Priya Sircar,Senior Lord Cultural Resources Aquilah Gantt, Lord Cultural Resources 6.2 Priya Sircar, Senior Consultant, shall serve as Project Manager and be the principal contact for Lord Cultural Resources. Maurice Jones, Economic Development Director shall be the principal contact for the Client. Creating Cultural Capital • iii 6.3 The Project Manager, partners, management, other supervisory staff and technical specialists proposed for the project may be changed if those personnel leave Lord Cultural Resources. These personnel may also be changed for other reasons however, in either case,the City retains the right to approve or reject the replacements and no replacements may begin working on the project without the express, prior written permission of the City of Dubuque. 7. THE CLIENT'S RESPONSIBILITIES 7.1 The Client shall supply without charge, all pertinent data and information available to it and shall give such assistance as shall reasonably be required for the carrying out of Lord Cultural Resources' duties. The Client shall give its decision promptly on all reports, recommendations and other matters properly referred to it for decision by Lord Cultural Resources so as not to delay or disrupt Lord Cultural Resources' performance of Services. 7.2 The Client shall provide Lord Cultural Resources and all its Personnel with full access to other property where necessary to complete the Services. 7.3 The Client shall assist Lord Cultural Resources in obtaining liaison with the Client's contacts, departments, and governing bodies to ensure that Lord Cultural Resources shall have reasonable access to all information required for the completion of the Services. 7.4 The Client agrees not to solicit nor advise or counsel others in soliciting any Lord Cultural Resources employee for employment with the Client during the term of this Agreement. a. The Client shall ensure that the name "Lord Cultural Resources" will be included in any publication or construction site listing of Lord Cultural Resources and/or designers to this Project. b. The Client agrees that, where Lord Cultural Resources reports are provided in electronic format, they will not change any of the reports without the prior written consent of Lord Cultural Resources. 8. ADDITIONAL SERVICES 8.1 Upon the Client's written request to perform any additional services supplementary or in addition to the Services ("Additional Services"), Lord Cultural Resources shall submit a cost estimate for the performance of the requested Additional Service. Costs are based on the following fees: Brad King,Vice President $225/hour Joy Bailey Bryant, Managing Director U.S. $225/hour Priya Sircar,Senior Consultant $175/ hour Aquilah Gantt,Consultant $135/ hour Daily rates for Additional Services requested by the Client are subject to change as of January 1,2016. Lord Cultural Resources shall not proceed with any Additional Services without the Client's prior written authorization. Creating Cultural Capital • iv 8.2 Once the Client's approval has been given to documents submitted by Lord Cultural Resources and Lord Cultural Resources has proceeded to the subsequent stage of work, changes made to the approved documents later by the Client may result in additional costs to the Client. 8.3 There may be circumstances under which the Client requires a delay after substantial work has been carried out by Lord Cultural Resources. In such circumstances the daily rates and the professional fees of the Lord Cultural Resources will increase by 5% per annum, adjusted on a pro rata basis. No change in daily rates or professional fees will be required if the delay is less than six months from the date of the start of the delay. 9. CHANGE IN SCOPE OF SERVICES 9.1 No change in scope shall be permitted during this project without the prior written agreement of both parties and the Work Breakdown Schedule (WBS) being updated. 10. SUBLETTING,ASSIGNMENT OR TRANSFER. 10.1 Subletting, assignment, or transfer of all or part of the interest of Lord Cultural Resources in this Agreement is prohibited unless written consent is obtained from the Director of Economic Development and approved by the City. 11. TERMINATION OF THE AGREEMENT 11.1 Postponement and Termination 11.1.1 By Notice from the Client The Client may by written notice to Lord Cultural Resources terminate Lord Cultural Resources' Services without assigning any reason. Upon receipt of written notice, Lord Cultural Resources shall take immediate steps to bring Services to a close and to reduce expenditures to a minimum. 11.1.2 By Notice from Lord Cultural Resources Lord Cultural Resources may terminate its incurring of further obligations under this Agreement upon seven (7) days written notice if the other fails to substantially perform its terms through no fault of the party initiating the termination. 11.1.3 Entitlement of Lord Cultural Resources Upon Postponement or Termination If the Client elects to terminate Lord Cultural Resources' Services,the Client shall immediately pay all Lord Cultural Resources' outstanding invoices at the time of termination, plus a reasonable fee for all Services and expenses rendered to that time and for Services and expenses as are necessary to wind up Lord Cultural Resources' work with the Client. 11.1.4 Rights and Liabilities of Parties Termination shall not prejudice or affect either party's accrued rights, claims and liabilities. Creating Cultural Capital •v 12. CONFIDENTIALITY 12.1 Lord Cultural Resources shall maintain confidential information concerning this Project confidential and proprietary to the Client unless otherwise agreed. However, Lord Cultural Resources may include a brief description of this Project in its promotional material and presentations. 13. OWNERSHIP OF DOCUMENTS 13.1 All sketches,tracings, plans, specifications, reports on special studies and other data prepared under this Agreement will become the property of the City and must be delivered to the Project Manager upon completion of the plans or termination of the services of Lord Cultural Resources. There must be no restriction or limitations on their future use by the City, except any use on extensions of the project or on any other project without written verification or adaptation by Lord Cultural Resources for the specific purpose intended will be the City's sole risk and without liability or legal exposure to Lord Cultural Resources. 13.2 The City acknowledges Lord Cultural Resources plans and specifications, including all documents on electronic media, as instruments of professional service. Nevertheless, the plans and specifications prepared under this Agreement will become the property of the City upon completion of the services and payment in full of all moneys due to Lord Cultural Resources. 13.3 The Client authorizes Lord Cultural Resources' making additional copies of the plans, documents and writings necessary for its use internally and for promotional purposes. Notwithstanding copyright ownership by the Client, the Client shall use its best efforts to ensure that authorship of the plans, documents, and writings is properly acknowledged. 14. ARBITRATION 14.1 If at any time during the period when Lord Cultural Resources is supplying service to the Client, any dispute, difference or question shall arise between the parties hereto, or any of their representatives touching the project or the construction, meaning or effect of this Agreement, or anything herein contained or the rights or liabilities of the parties hereto, or their representatives under this Agreement,then such dispute, difference or question shall be resolved according to the Arbitration provisions of the laws of the State of Iowa. 15. INDEMNIFICATION 15.1 To the fullest extent permitted by law, Lord Cultural Resources shall indemnify and hold harmless the City from and against all claims, damages, losses and expenses, including but not limited to attorneys' fees, arising out of or resulting from performance of the Contract, provided that such claim, damages, loss or expense is attributable to bodily injury, sickness, disease or death, or injury to or destruction of property (other than the Project itself) including loss of use resulting therefrom, but only to the extent caused in whole or in part by negligent acts or omissions of Lord Cultural Resources, Lord Cultural Resources' subcontractor, or anyone directly or indirectly employed by Lord Cultural Resources or Lord Cultural Resources' subcontractor or anyone for whose acts Lord Cultural Resources or Lord Cultural Resources' subcontractor may be liable, regardless of whether or not such claim, damage, loss or expense is caused in part by a party indemnified hereunder. Creating Cultural Capital •vi 16. GENERAL PROVISIONS 16.1 Relationship between the Parties The relationship of the parties shall be that of independent contractors. Nothing shall be construed as establishing or creating a relationship of master and servant or principal and agent between the Client and Lord Cultural Resources. 16.2 Law This Agreement shall be construed in accordance with and governed by the laws of the State of Iowa. 16.3 Definitions Words importing the singular only also include the plural where the context requires. 16.4 Heading The headings in the Agreement shall not be deemed to be part of or be taken into consideration in its interpretation or construction. 16.5 Conditions Not to be Waived No waiver by either party of any default by the other in performing any provision of this Agreement shall operate or be construed as a waiver of any other default, whether of a like or different character. 16.6 Notices All notices shall be given in writing and shall be deemed to have been given if delivered or sent by personal delivery, courier,telefacsimile or registered post to the designated representative of each of the Parties. Until further written notice shall be given, the addresses of the parties shall be those which follow: The Client: City of Dubuque, Economic Development Department 50 West 13`h Street Dubuque, IA 52001 Tel: (563)589-4393 Fax: (563) 589-0890 Lord Cultural 145 Avenue of the Americas, Suite Resources: 6A New York, NY 10013 Tel: (646) 375 2500 Fax: (646)375 3946 Creating Cultural Capital •vii If sent by registered post notice shall be deemed to have been received on the 4th business day after mailing. IN WITNESS WHEREOF LORD CULTURAL RESOURCES and The Client have hereunto agreed under the hands of the proper officers authorized in that behalf. SIGNED, SEALED AND DELIVERED in the presence of: Lord Cultural Resources Brad King, Vice President Date Apr. 7, 2015 City of Dubuque Michael C. Van Milligen, City Manager Date April 23, 2015 Creating Cultural Capital • viii APPENDIX ARTS AND CULTURE MASTER PLAN - CITY OF DUBUQUE PROPOSAL © Lord Cultural Resources a 'Ict xj A +Illl SW.3 4 /+pip may` •moo � 1�� w �r rf1'�ka 1� rra +rrrrrrrrrr.'4"'-- vri 77t,,4Z IF 90 ry . T =: — c January 5, 2015 Lord r�Cultural Resources Lord Cultural Resources Jan. 5, 2015 Maurice Jones City of Dubuque Economic Development Department 50 West 13th St. Dubuque, IA, 52001 Re: Request for Proposals - Arts and Culture Master Plan Dear Mr. Jones, It is with great pleasure and enthusiasm that Lord Cultural Resources puts forth this submission in response to the City of Dubuque's RFP for Consulting Services for an Arts and Culture Master Plan, Lord Cultural Resources has extensive experience in this type of planning for municipalities and we are excited about this opportunity to work with the City, its residents and its stakeholders,to produce an exciting and implementable priorities framework and strategic objectives that the City may use to direct its efforts in the context of the Sustainable Dubuque strategy. Lord Cultural Resources is one of the world's largest cultural planning consultancies. For over 30 years we have brought the very best of international practices in planning for people and their communities and bring the added value of having organized countless and far-reaching public consultations across North America and abroad. We have assembled a selection of relevant experience records as part of this proposal to illustrate our ability to do this work. We have been pleased to work extensively in Iowa and in Western Illinois and our firm is known to many of your local stakeholders. For example,our Strategic Master Plan for the Galena-Jo Daviess Historical Society brought us to Dubuque for consultation with several key individuals in your city, We are therefore familiar with the local area, and combine that local knowledge with our extensive national and international experience. If you have any questions or require clarification regarding any aspect of our submission, please do not hesitate to contact me. Most Sincerely, Brad King, Ph.D Vice President Lord Cultural Resources i300 Yonge Street • TORONTO Suite 400 • PARIS Toronto,Ontario • BEIJING Canada M4T1X3 • VANCOUVER T:1(416)9289292 F:1(416)9281774 • MUMBAI info@lord.ca • NEW YORK www.lord.ca Lord Cultural Resources is a global professional practice dedicated to creating cultural capital worldwide. We assist people, communities and organizations to realize and enhance cultural meaning and expression. We distinguish ourselves through a comprehensive and integrated full-service offering built on a foundation of key competencies: visioning, planning and implementation. We value and believe in cultural expression as essential for all people. We conduct ourselves with respect for collaboration, local adaptation and cultural diversity, embodying the highest standards of integrity, ethics and professional practice. We help clients clarify their goals, we provide them with the tools to achieve those goals,and we leave a legacy as a result of training and collaboration. Cover images top to bottom'. Dubuque,Iowa,SD Dirk,Dubuque Iowa Eagle Point Park,SD Dirk, Loras College All-Sports Camp, Jim Larrison;Town Clock,Dubuque,Iowa,David Wilson-www.fI ick.com, Image on top right of opposite page.Dubuque,Iowa viewfrom 4th Street Elevator, SD Dirk-www.flick.com Table of Contents 1. Profile of Firm and Team.................................................................................1 2. Our Experience................................................................................................. 5 3. Project Understanding and Approach.......................................................13 4. Methodology .................................................................................................. 15 5. Schedule .......................................................................................................... 21 AppendixA: Team CVs.......................................................................................23 60FF1C£S '//// 50+ COUNTRIES TIIOO. PROJECTS Mississippi Rver Museum, Alan Light,www.Flickcom Profile of Firm and Team Lord Cultural Resources is a global professional practice dedicated to creating cultural capital worldwide. We work with people to plan and manage cultural places, programs and resources that deliver excellence in the service of society. Over our 33-year history, we have completed over 2,100 projects in some 53 countries around the world with a 60-person professional and support staff to serve our national and international clients through a system of offices in Toronto„ New York, Paris, Beirut, Mumbai and Beijing. Your Planning Team BRADKING,PHD - JOY BAILEY Ume President g BRYANT Managing Director US PRIYA SIRCAR Senior Consultant 7AQaUILAH GANTT sultant Arts and Cultural Master Plan—Cityof Dubuque,Iowa 0 Lord Cultural Resources 1 BRAD KING, Pll Vice President Project Lead As Vice President with Lord Cultural Resources, Brad King oversees number of the firm's planning and implementation services. Experienced,versatile and knowledgeable, he is a keen and perceptive consultant with a holistic understanding of cultural institutions. Brad consistently demonstrates an ability to see through to the heart of a particular issue or problem and is often commended by clients for the high quality and comprehensiveness of his work. Equally comfortable in exhibition development or in management consulting for cultural institutions, Brad has led or contributed to wide variety of planning projects since joining Lord in 2000. From the Saadiyat Island project in Abu Dhabi to the development of a cultural district in Hong Kong to the planning fora major multi-component cultural centre in Saudi Arabia, he has been involved in some of the most interesting and ambitious cultural projects of our time and brings a wealth of international experience to his work, being recently active in West Africa, Shouth and Southeast Asia and in the Arabian Gulf region. He continues to work with institutions large and small in both Canada and the United States to ensure that each client receives a first-class, high quality product that serves their needs. Brad holds Ph.D. in History and was Doctoral Fellow of the Social Sciences and Humanities Research Council of Canada. He gained his first museum experience at the Marine Museum of the Great Lakes in Kingston,Ontario where he served in various capacities from general maintenance to tour guide to interpretive planner Prior to his career as a historian and consultant, he was a Coast Guard officer,serving aboard icebreakers, buoy tenders and search and rescue vessels. JOY BAILEY BRYANT, Managing Director, U.S. Project Advisor Joy Bailey Bryant is a Managing Director of the U.S. office of Lord Cultural Resources and a specialist in cultural planning. With a network of offices in Toronto, New York, Paris, Beijing,and Mumbai, Lord Cultural Resources has grown to become the largest cultural planning firm in the world having completed over 2,000 cultural planning and management projects in 51 countries and on 6 continents. A cultural planning specialist,certified interpretive planner,and outreach facilitator,Joy works with city officials, institutional leaders,and developers, in global municipalities like Chicago, New York, Dhaka, Bangladesh,and Dharan, Saudi Arabia to creatively plan cities and bring people (lifet) to public institutions. Joy led the teams for institutional and cultural planning on remarkable projects like the National Museum of African American History and Culture in Washington, D.C., reaching more than 1,000 stakeholders across the country to learn their expectations for the new museum,the National September 11 Memorial and Museum at the World Trade Center, 2 Arts and Cultural Master Plan-CltyofDubuque,Iowa 10 Lord Cultural Resources directing citywide engagement in locations as large as Chicago and small as Decatur, Georgia -speaking with thousands of individuals in meetings and on social media - to assess, project,and plan for their cultural needs,and planning and opening the expansion of the Albany Civil Rights Institute in Albany,Georgia—unearthing thousands of untold stories of the Southwest Georgia Civil Rights Movement. Driven by the engagement philosophy of"meet people where they are;'Joy has authored several articles on community engagement including, Planning for Community Needs, in the third edition of the Manual of Museum Planning. The article is designed to empower staff at cultural institutions to reach beyond their"typical"audience. Following her mantra,Joy is willing to"follow the crowd;' holding meetings at festivals,conferences,on social media, churches,community centers,schools,and even bars. An advisor to the Kresge Foundations' Initiative for Sustainability in the Arts at Harvard University and the leadership advisory board of the Girl Scouts of Greater New York,Joy has spoken on numerous international and national professional panels. Before joining Lord,Joy was on the transition team at the Institute of Museum and Library Services (IMLS) evolving the General Operating Support(GOS) grant to the Museums for American grant, the agency's leading award for museums. A native of Atlanta,Joy began her cultural career at the Braves Museum at Turner Field. Joy completed her M . in Arts Management from American University in Washington, D .and her B.Sc. in Public Relations from Florida A&M University in Tallahassee, Florida. PRIYA SIRCAR, Senior Consultant Priya Sircar first took the stage at age three and has crafted a life in the arts ever since—as a producer, performer and administrator At Lord, Priya specializes in strategic and cultural planning, helping clients cultivate artists,art lovers and, ultimately,stronger communities. Whether they are"dreaming big' or facing an acute problem,she helps organizations envision exciting possibilities,articulate realistic goals and then chart pathways to achieve them. A skilled interviewer and meeting facilitator, Priya leads research and community engagement and also advises on programming,funding and innovative space use. Her clients include Memorial Park Conservancy,American University of Beirut, Linda Pace Foundation, The Blanton Museum of Art/University of Texas, Fort Monroe Authority and Norfolk Botanical Garden. Priya's grassroots cultural planning processes convene cultural,civic, nonprofit and business leaders—and citizens—to leverage each community's unique strengths resulting in a robust cultural landscape. In Wichita Falls, Texas, Priya worked with The Priddy Foundation to develop an arts plan by and for arts organizations and artists. Other cultural planning clients include the City of Chicago, City of Sugar Land,Texas,and Howard Hughes Corporation. Priya's experience as a practicing artist informs every project. A dancer-choreographer,actor and former musician, Priya has founded two dance troupes, performed around the U.S.and directed movement for the theatre in New York. These experiences have led to public speaking engagements on trends in performing spaces at World Architecture Day 2013 and on reconciling community and organizational identities at the Association of Performing Arts Presenters (APAP) 2014 annual conference. Arts and Cultural Master Plan—City of Dubuque,Iowa IQ Lord Cultural Resources 3 As producer of short films, Priya leads Lord's film and media practice. For Wyoming PBS,a collaboration with award-winning media production company Alpheus Media resulted in a virtual museum and accompanying television documentary. Other projects include a strategic plan for Boston Jewish Film Festival and advisory services for a new film and media arts center in Salt Lake City. Prior to joining Lord, Priya managed the provision of funding and community and capacity building to organizations throughout the U.S. at the global public health organization LIVESTRONG. Previously, Priya worked in development there, liaising with donors, cultivating prospective donors and helping to establish the Founder's Circle. The perspectives and expectations of funders are always top of mind. Priya holds a M.A. in Arts Administration from Columbia University and B.A. in the interdisciplinary Plan II Honors Program at The University of Texas. 4 Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources Waterfront of downtown Dubuque, John Kunee, a� Ell MV a S WAJ e ] 4L dl Cultural planning is where vision and strategy meet. Our Experience Relevant Experience in Iowa And Illinois Lord Cultural Resources has completed the following relevant projects in Iowa and Illinois. State Of Iowa Department Of Cultural Affairs Des Moines, Iowa, 2002-03, 2004, 2012 ' pC Yo, L-"- FOD ci - VFpDd 4 The State of Iowa's Department of Cultural Affairs has primary responsibility for development of the state's interest in the areas of the arts, history,and other cultural issues. As such, it manages historic sites throughout the state, historical collections, archives,and library holdings,and the flagship Iowa State Historical Building in downtown Des Moines. 5 Arts and Cultural Master Plan-City of Dubuque,Iowa I ©Lord Cultural Resources In early 2012 Lord Cultural Resources was retained to evaluate the existing condition oft he 25 year old Iowa State Historical Building and begin the process to identify potential future enhancements required to ensure the collections had a suitable home and the public enjoyed aqua I ity experience well into the future. We examined collection needs,visitor needs, and staff needs in order to articulate key requirements moving forward. Options for the future of the building were identified and costed to inform capital campaign planning. In December 2012, the Department of Cultural Affairs hosted a Gala to celebrate the building's anniversary and int rod ucethe public the new vision for the future through short term facility upgrades (recommended by the Lord team), new exhibits, and enhanced programs. In 2013t he Department of Cultural Affairs will begin to plan for it enhanced facility in conversation with the public, key stakeholders, and elected officials. City of Chicago- Cultural Plan Chicago, Illinois, 2012 tacks ,u want the 2012 (J mall -lo.rv, Z mc iee� wiih �a � K - � Y 6 ( The City of Chicago and the Department of Cultural Affairs and Special Events (DCASE) initiated its Cultural Plan in February 2012; Lord Cultural Resources was selected to facilitate the plan. We engaged thousands of people to share their ideas in 43 neighborhood cultural conversations,arts sector workshops, priority-setting forums and town halls, as well as through a website and social media campaign. We analyzed Chicago's arts facilities,their distribution throughout the city, and how Chicago is positioned in the highly competitive national and international contexts. Arts and Cu l tura l Master P Ian—City of Dubuque,Iowa I O Lord Cultura l Resources 6 The result is a roadmap for Chicago's cultural development and for building Chicago's reputation as a global destination for creativity, innovation and cultural tourism. Two of the key recommendations that have already been implemented by the Mayor are expanding arts education in public schools and "planning culturally" - every city department from transportation to social services is being asked to work with artists to make their services more creative and meaningful. The plan in its draft and final form has been downloaded 53,000 times. The journey to these outcomes has been a dynamic process of co-creation among Lord Cultural Resources, City staff and an advisory council, under the leadership of DCASE Commissioner Michelle T. Boone. It was Mayor Rahm Emanuel's inspiration to make the creation and implementation of a Cultural Plan a focus of his new administration. Mayor Rahm Emanuel launched the Plan on October 15, 2012, in a star-studded event at a local primary school. On a visit to Chicago, U.S. National Endowment for the Arts Chair Rocco Landesman said: "It really is a visionary plan. It focuses on the relationship of the arts and the real world. It's about the integration of the arts and neighborhoods. It's about collaboration among the various city agencies that might have an effect on the arts." Galena-Jo Daviess Historical Society and Museum Galena, Illinois,2008-09 The Galena-Jo Daviess Historical Society and Museum is currently located in a heritage building on Bench St. in historic Galena, Illinois. The Society also operates the Old Blacksmith Shop, open on a seasonal basis, on Commerce St. Recognizing the limitations of the existing Bench St. facility, the Board of the Galena-Jo Daviess County Historical Society proposed the revitalization of the Museum via a new emphasis on the experiences of President Ulysses S. Grant,the famed Civil War General and 18th President of the United States. The goals for the project include the enhancement the visitor's experience, the operational efficiency,and the overall financial sustainability of the Museum via a new home to be located in downtown Galena. The Board commissioned a Master Business Plan study to test the feasibility of the idea and develop a plan for its realization. Lord Cultural Resources and Durrant Architects, in association with Development Strategies Inc., were appointed to conduct the study in September 2008. 7 Arts and Cultural MasterPlan—City of Dubuque,Iowa I ©Lord Cultural Resources State Of Iowa Historical Building Des Moines, Iowa,2012 The State of Iowa's Department of Cultural Affairs has primary responsibility for development of the state's interest In the areas of the arts, history,and other cultural issues. As such,It manages historic sites throughout the state, historical collections,archives,and library holdings,and the flagship Iowa State Historical Building In downtown Des Moines. In early 2012 Lord Cultural Resources was retained to evaluate the existing condition of the 25 year old Iowa State Historical Building and begin the process to identify potential future enhancements required to ensure the collections had a suitable home and the public enjoyed a quality experience well into the future We examined collection needs, visitor needs,and staff needs In order to articulate key requirements moving forward. Options for the future of the building were identified and costed to inform capital campaign planning. "As the incoming Director of the 120 year old museum, Lord provided me a depth of knowledge and unequaled vision for the future of our institution The level of professionalism,breadth of research and attention to detail they put into our planning process afforded us the opportunity to develop a comprehensive plan for revitalization of our facility as well as a strong case for support to accompany it" Susan Doewer, Museum Director of State IT storlCal Museum of Iowa Arcs and Cultural MauerPlan—ab&Dubueue,I me lm Wrd Cultural Re,,ur®s 8 Relevant National and International Experience City of Sugar Land, Cultural Arts Strategic Plan & Implementation Guide Sugar Land, Texas,2072-2073 "Lord Cultural Resources did a fabulousjob in - helping the City of Sugar Land outline our com- munity vision for cultural arts, including going above and beyond to engage area arts organiza- tionsand stakeholders. This helped us better understand their dreams and vision for arts in Sugar Land, and- more important)y-i t helped us outline the most effective way we could all work together to successfully achieve our ambitious goals,such as creating an umbrella arts entity. In the end, not onl y did they help us understand best _= practices and encourage us to be forward think- ing, but they also helped ensure our future will capitalize on the many public and civic invest- ments already made by the City and our burgeon- ing arts community."-Jennifer May, Director of Economic Development Sugar Land, Texas, located outside Houston, has developed from plantation to company town, to incorporated city and now a booming community. Beginning in Spring 2012, Lord Cultural Resources facilitated the creation of a Cultural Arts Strategic Plan and Implementation Guide for the City to identify the values and interests of the community, provide a collective vision for cultural arts, and establish strategic direction for a cultural arts program that will help Sugar Land continue to excel as a regional hub and destination for residents,visitors and businesses. Local artists, arts organizations, business and education sector leaders were recruited through the City's contact lists to participate in meetings and workshops. Additionally, a survey was distributed and publicized through the City's communications outlets,social media,and via the arts organizations contact lists as well. The final plan was adopted by City Council in Spring 2014. As a result of the recommendations, the City has reorganized its parks board to include arts and culture and serve as an umbrella entity which will support the cultural sector through granting and support services. It also has begun collaborating with a local non-profit arts organization to share duties as a convener of the sector and to enable greater networking and partnership. In tandem with the cultural planning process, Lord worked with fundraising consultancy And risinAbbey to lead a strategic planning process and development of a case for support and campaign strategy for the Sugar Land Legacy Foundation,a philanthropic agency founded by the City that funds cultural arts,entertainment,sports, recreation and other activities beneficial to the residents of Sugar Land. 9 Arts and CW Wral Master Plan—Clty of Dubuque,lowa � ®Lord CW Wral Resources Decatur Cultural Arts Master Plan Decatur, Georgia,2009-2010 The City of Decatur Ise hotbed of emerging and stellar cultural institutions located five miles outside of Atlanta. As it continues to attract new residents and _ artists,the city has looked towards developing a funding strategy to nurture r and sustain cultural activity. With the benefit of international experience, Lord Cultural Resources was _ invited to spearhead a master planning process. We developed a public art initiative as well as strengthened regional arts networks. The plan also identified existing cultural assets to recommend adaptive reuse of present facilities, shared facility management across city-and non-profit-operated facilities, and recommendationsfor new capital projects. Additionally,the cultural master plan focused on developing partnerships with local educational institutions,sustainable collaborations with the business community,and identification of potential individual contributors. Our methodology com prised an extensive community engagement process, programming charrettes with regional partners,cultural organizations,and private citizens,as well as a thorough cultural asset inventory and mapping process. The plan aimed to'. • Leverage Decatur's network of attractions&venues, • Nurture Decatur's future cultural leaders,artists,volunteers,and audiences,and • Support culture as an engine for a creative economy,attracting and retaining young professionals. The com pletion of a cultural master plan for the City of Decatur was deemed critical in achieving these key citywide objectives. Arts and Cu l tu al Master Plan-Clry of Du on an e,Iowa I C Lord Cul tu al Resources 10 City of Richardson,Cultural Arts Master Plan Richardson, Texas,2011-2012 11 n� The City of Richardson is a sophis h'cated,modern suburb featuring a vast array of vibrant local arts offerings,award winning family festivals,30 beautiful parks,and more than 40 miles of hike and bike trails.The city offers a high quality of life,diverse array of neighborhoods, multi-modal transportation roti astructure and outstanding City es. A comunity paProds dy dedicated to the performing arts, Richardson has its own symphony orchestra, theatm theater center, repertory theatre,chamber music society,visual art society,and a num her of dance and ballet troupes. The Chanes W Else mann Center for Performing Arts and Corporate Presentations,located in the Gal ation Park urban Center, provides the setting for performances of community arts groups and national y-recognized troupes as do several other locally managed arts venues. $order to best direct and nurture the growth of cornunity arts groups with budge Is ranging from 85,000 to over 1 mmillion, the City Council and the Richardson Arts Commission selected Lord Cultural Resources in a competitive process to devel op a Cultural Arts Master Plan to enhance the community's quality of life The planning process aneluded com prehensIve public engagement,inteminions I best practice reviews,with the goal of providing clarity d direction for cul tural arts developm ent throughout Richardson 11 Aft,and C,it MasterPlan-CMomundoue.I AM l or,ord cu it,ai Resources Inspire St. Catharines: Culture Plan 2020 Ontario,2011-12 Oil NIALARI - k f fTI VA --ST-CATHARI�,ES e Garden Cir Located in south-central Ontario, St. Catharines is the largest city in the Niagara region. The municipality of St. Catharines has a rich history and culture. In order to continue to nurture and grow its culture, the City looks towards developing the Inspire St. Catharines: Culture Plan 2020. The City of St. Catharines engaged Lord Cultural Resources, together with Webb Management Services in developing its Cultural Master Plan. The team worked to complete community-based research and engagement through neighbourhood and stakeholder meetings, internal evaluations, assessments of existing cultural assets, and provisions of a final plan with recommendations for the next 10 years. Our methodology comprised an extensive community engagement process and innovative visioning workshops with regional partners, cultural organizations, and private citizens. Our approach utilized online surveys, social media platforms, and in-person meetings, as well as a thorough cultural asset inventory and mapping process. At the core of the cultural plan is the implementation of a new performing arts centre, which will play the role of a catalyst for ways to improve even further on the current cultural offerings in the City of St. Catharines. Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources 12 D�b�eu;ianim;arts Festival fa®E sok page all q -.a l %�nl T it tt i Ll a vVir OLL as k.. a br all A ! ; Cultural planning fosters a healthy and vibrant sense of placemaking and commuity identity. Project Understanding and Approach The City of Dubuque is known for such major cultural institutions as the National Mississippi River Museum and Aquarium plus a burgeoning arts scene. At this time the City is showing leadership by implementing its Sustainable Dubuque plan, and part of this plan includes an overarching framework for social and cultural vibrancy. Thus the Arts and Culture Master Plan needs to contribute to, and fit with,this larger strategic framework. To do so, now is the time for an Arts and Culture Master Plan that will serve as a tool to help the City identify priorities and long-term objectives and opportunities and provide a roadmap for implementation. In any such effort, a number of key issues must be considered: • Who leads? What is the management model? • What are the assets? Where are they concentrated? Which are underutilized or unrecognized? • Speaking of assets,what in particular are the strengths of the municipal art collection? What are the weaknesses • Are existing facilities being used to the highest and best extent? What alternatives would work better? • What are the funding sources? • And others that will become apparent as the planning process proceeds. In any case,you have laid out a number of topic areas on page 5 of your RFP and we will of course be pleased to consider each of them within the development of the broad strategic framework. Arts and Cultural Master Plan—City of Dubuque,Iowa ©Lord Cultural Resources 13 Our approach to arts and cultural planning is multi- And finally, our approach also relies on a solid faceted. Firstly, our approach to this work is based partnership between client and consulting team. on our belief that arts and culture can bring many We will work with you to come up with robust benefits to a community: strategies and provide the tools for their successful implementation. By listening closely to the City's staff • It contributes to a prosperous future and as well as those of its stakeholders and residents, sustainability for a community - particularly we can help navigate complex issues and prioritize important given the goals of your Sustainable solutions that are effective and achievable. Dubuque plan. In addition, Lord Cultural Resources offers you • It contributes to innovation and entrepreneurship, significant added value: helping to not only attract investment as stated earlier but creative industries and workforce as well With Lord,you get the assured quality,credibility -another one of your stated goals. and brand recognition of an international cultural consulting practice. We "bring the best to you" • It builds an attractive and welcoming environment based on our experience with arts and cultural and improves community image and safety. planning not only in the Midwest, but across North America and around the world. • Overall, it adds to the quality of life of its residents and fosters a healthy and vibrant sense of We combine that international expertise with local placemaking and community identity. knowledge. Having worked extensively in Iowa and Western Illinois(including significant consultation Secondly, our approach takes seriously the need for on other projects with key individuals in Dubuque), comprehensive public and stakeholder consultation. we are familiar with the area and are well known by The public consultations process will adhere to the reputation. following principles: • We are also known for our consultative approach: • Foster a city-wide civic dialogue that taps into the we listen to you and your goals and aspirations for strength, diversity and vitality rooted in Dubuque's your project, and will adapt our processes to fit neighborhoods your needs and your local conditions as required. • Ensure inclusivity by collecting input from We are service-oriented in our approach and are residents and visitors of wide range of backgrounds always available and on call. and deepen engagement with underserved communities • Be as dynamic, creative and engaging as possible to ensure a positive experience • Ensure that the public is kept up-to-date on planning progress and learning • Provide opportunities for people to be involved in the collection of data and input. 14 Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources Pieta Brown Dubuquefest 2010, SD Dirk,www.flick com r ss. `wN Arts and culture can bring many benefits to a community Methodology We have developed a three-phase approach to Phase 3: Draft and Final Arts and Culture Plan - planning for the future of arts and culture in the city of Culminating the analysis conducted thus far, we Dubuque. The phases may be summarized as follows: will craft long-term goals,objectives and strategies as you have laid them out in your RFP, including • Phase 1: The State of Arts and Culture in Dubuque a workshop with Council at the Draft stage and a - The goal of this phase is to conduct research and presentation once the Plan is finalized. analysis of the existing situation and develop a State of Arts and Culture report that will include The outcome of this work will be a plan that is aligned a 360° review of the cultural environment in with a vision and goals that resonate with Dubuque's which Dubuque operates. By establishing a robust values and objectives as a city. Below is a description understanding of where Dubuque is now and how it of the proposed work plan. compares to other cities, we can understand where we need to go and what issues and topics will be Please note that we are flexible and will be happy to of interest during our discussions with the public work with you to adjust the plan or revise particular about their future vision. This phase will develop elements as needed. plans and insights as well as produce data that will be the foundation of Phases 2 and 3. • Phase 2: Public Engagement - Critical to the success of the cultural planning process is the involvement of Dubuque's diverse communities - its citizens,artists, cultural organizations, civic leaders, and broad-based stakeholders. Our public engagement strategy will be complemented by a web-based and virtual approach to reach the spectrum of participants, potential funders,and citizens-at-large. �S Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources PHASE 1 : The State Of The Arts And Culture In Dubuque 1.1 Background Information Review Through this process,an internal vision for Dubuque's The consultant team will conduct a thorough literature arts and culture sector will be established. Additionally, review of available materials including existing cultural the Steering Committee will work to pinpoint and municipal strategies, plans and studies. The opportunities that could help fulfill this vision,and purpose of this review is to place the cultural plan to be identify any barriers(perceived or real) that may developed into context and to ensure that it is linked prevent us from doing so successfully. Throughout the with other initiatives in progress or in development. session we will explore: Via the background review, we will conduct research The definition of "culture", its various component and analysis to formulate a clear picture of the current parts and how it is understood by stakeholders, landscape in Dubuque and will include examination of residents, visitors and businesses in the city of demographic trends, participation and attendance and Dubuque tourism statistics,as well as taking stock of current arts and cultural facilities, programming and services. Best practice examples that can learned from other municipalities- municipalititi es in North America similar in context to Dubuque with an eye 1.2 Start-up Meeting and Priority-Setting to trends in the global cultural landscape. Visioning Session • The experience on offer and how it is perceived A start-up meeting with the Steering Committee by tourists, the private sector, the city's diverse will be held at the outset in order to introduce the neighborhoods and communities, youth and consultant team and review the project plan outlined cultural funders. in the proposal. This appraisal will help to confirm the methodology, timeline, deliverables and the roles and Target audiences for the city's cultural attractions responsibilities of the Steering Committee, as well as and experiences, and potential programmatic links public and key stakeholder consultation methodologies or partnerships with other city initiatives and timings. • Once the logistics of the planning process have been Keyfacility-related issues agreed,the consultant team will facilitate a half-day Available funding to support capital and revenue visioning exercise to explore and define the baseline investment, perceptions on the amount of funding for arts and culture planning in Dubuque. The session required,operational feasibility and sustainability, also allows the team to explore and refine the priority and alternative ways to leverage funding from issues in a single forum with the client group. We will public and private sources, as well as tax/incentive discuss needs, treasured assets, priorities,anticipated packages. results, values, and community identity. Arts and Cultural Master Plan—City of Dubuque,Iowa ©Lord Cultural Resources 16 J r I 1.3 Contextual and Best Practices Analysis 1.4 Public Art and Performing Arts Assessment The Contextual and Best Practices Analysis will be You have indicated the need fora review and undertaken in two partsassessment of the current public art collection,a process for determining public art locations and • International Best Practices. We will review funding potential and initiatives for public art and national and international trends in culture and performing arts. We will undertake this review with undertake best practices research to understand an eye to determining usage per facility per program, how cities,communities and organizations assessment of the current live music and theater worldwide are able to engage cultural audiences, scene, public art inventory and opportunities for public plan for culture in their cities and leverage culture art including both public and private sector and thus to maximize economic,social and environmental laying the groundwork for recommendations for public benefits. Lord Cultural Resource's experience art and performing arts strategy. working hand-in-hand with organizations,events and communities worldwide offers the team the chance to delve deeper and pinpoint those trends 1.5 State of Arts and Culture Report that are most salient to the emerging cultural (Preliminary Findings) vision. Based on research collected thus far,aset The findings from our investigations and analysis , of criteria will be developed to guide the selection coupled with the results of the visioning session,will of case studies to ensure that they are the most translate into a profound understanding of Dubuque's pertinentcultural landscape. We will submit our State of Arts and Culture report to the Steering Committee which • Comparative Analysis of Regional Arts and Cultural reviews key findings and outlines the current state of Programs. Our research will extend beyond culture. What does Dubuque have to offer?Who is Dubuque to look atthe role of the city within the participating and who is not? What are the barriers to region and further afield. The consultant team greater coordination between the groups?What gaps, will investigate how the city compares to other challenges,opportunities,and threats does Dubuque's nearby regional centers such as Galena or Madison cultural sector and creative industries face? And so on. to better understand how greater partnerships and linkages could help to strengthen Dubuque's position within this network. 17 Arts and Cultural Master Plan—Cityof Dubuque,Iowa 10 Lord Cultural Resources VOICES Warehouse Art Gallery,Alan Light, www.flick.com PHASE 2: Public and Stakeholder Consultation Process Our Phase 2 workplan will focus on public and 2.1 Key Stakeholder Workshops and stakeholder consultations and be directed by the Stakeholder Interviews findings in the State of Arts and Culture Report. We will conduct up to 4 sector workshops that will A comprehensive strategy for resident and visitor target cultural leaders,arts educators, creatives, involvement in the cultural planning process will be volunteers,and others as defined and developed with essential to ensure that the process is as inclusive as you in the early stages of the project. As a group of possible and provides the greatest number and variety of opportunities for people to contribute. peers, issues and defined topics will be explored in finer detail, giving opportunity for a more in-depth Data gathering will require a concerted and multi- discussion and debate than a general forum would tiered methodology which will include the need to: normally allow. Facilitated discussion will gather information about level of participation and attendance • Schedule public consultations(dates and times) in cultural events, cultural audiences, and opportunities for collaborations, as well as gaps in access, services, and team attendance, incentives,and marketing that could be addressed to • Select, secure, schedule meeting/workshop further build capacity. Questions may include (but are not limited to): venues, • What are Dubuque's key cultural strengths and • Determine report-back structure, format,and how can we maximize these to their greatest resource needs, potential? • Identify available IT resources and needs, What needs and expectations do cultural audiences in Dubuque have and how can we • Conform with existing city public consultation ensure they are fulfilled? policies, • What challenges does the cultural sector face in • Role of social media prior, during,and following providing services efficiently, broadly, and cost- the meetings, and effectively? • Additional logistics as identified by the Steering What opportunities exist for partnership and Committee. collaboration among existing organizations, facilities, events or initiatives in Dubuque and the wider area? • What sources of funding does the sector most rely on, are there any barriers to access this, and what new or alternative sources might help empower the sector to move forward? Arts and Cultural Master Plan—City of Dubuque,Iowa I ©Lord Cultural Resources 18 01111n , 4� c • What needs are projected for facilities,space, Expectation and satisfaction with current provision participation,and organizations? and level of access to cultural activities. We will take advantage of our time in Dubuque to conduct 8-10 stakeholder interviews. The purpose 2.4 Public Consultation Report of this engagement activity is to gather additional A summary of keyfindings-or whatwe heard -from information and perspective from among the broad set the public engagement process will be compiled and of constituents, wider than the City and the cultural summarized in a comprehensive report. This will sector, which benefit from or contribute to Dubuque's focus on the primary themes which surfaced during creative,cultural and heritage sectors Additionally, discussions,as well as other subthemes, key priorities it will help to build support and motivation for the and needs and a vision for the future of arts and culture plan. The interview protocol developed will guide in Dubuque. The analysis of the findings will lead the conversation to ensure that all topics of interest consultant team to a list of critical issues that will need are discussed, that the process is consistent and to be addressed in the strategy. transparent throughout and insightful, creative,and frank feedback is gathered from interviewees. 2.2 Onlinesurvey In consultation with the Steering Committee,a web- based survey will be prepared by the consultant team and integrated onto the City's website. As not everyone will be able to attend or wish to engage through face-to-face public engagement,the online survey helps to provide an alternative avenue for participation. This is particularly important for accessing youth audiences and working professionals, two groups who are traditionally under-represented in public forums. The survey will seek to understand residents'. • Attitudes towards arts,cultural and heritage activities and values about culture in civic life, • Levels of participation as audience members, supporters,volunteers,and creators, and 19 Arts and Cultural Master Plan-CltyofDubuque,Iowa 10 Lord Cultural Resources Jim Larrison,Loras College All Sports Camp, www.flick.com PHASE 3: Draft and Final Arts and Culture Master Plan 3.1 Draft of Dubuque's Arts and Culture Master goals and initiatives reflect and respond to your vision Plan for arts and culture in Dubuque? Through the public The draft plan for the City of Dubuque will be a engagement process in Phase 2, residents and key culmination of the research and public engagement stakeholders will have had the opportunity to outline work undertaken throughout Phase 1 and 2. their vision for the future of Dubuque's arts and cultural sector, identify their needs and aspirations, highlight opportunities for improving and developing The plan's content and structure will include key items the sector and providing feedback on the ideas being such as: put forward,and this will be an important opportunity to show progress, get people motivated and develop • Goals,Vision, Priorities support for the plan. • Key Objectives • Key Recommendations 3.3 City Staff and Arts& Cultural Affairs Commission Review • Leadership and Partnership Model We will incorporate the consolidated comments • Communications Plan from City staff and the findings from the "Town Hall" meeting. We will submit this second draft to City staff • Funding Model and the Arts& Cultural Affairs Commission for review • Facility Use Recommendations and comments. Assuming that all comments have been addressed we will submit a final draft. • Implementation Plan Once we have developed a draft plan, we will review 3.4 Master Plan Final Report and Council with City staff to provide a consolidated set of Presentation comments as requested. Once reviewed and approved by City staff and the Arts & Cultural Affairs Commission,we will submit the final 3.2 Follow-Up Public Consultation - Arts and Culture Master Plan. This will be presented to "Town Hall" Meeting City Council as requested at a date to be determined. Before finalization of the plan can take place, the community must review the draft and be asked to provide final comments about the vision, goals and recommendations. At this point the consultant team will convene a Town Hall meeting in order to present the plan and solicit feedback- do these priorities, Arts and Cultural Master Plan—City of Dubuque,Iowa ©Lord Cultural Resources 20 Schedule 5.2 Schedule 5.3 Statement Of Validity You have provided a schedule as part of your RFP and This proposal is valid for 60 days after the RFP closing we are pleased to conform to this schedule as noted, date. assuming start-up is toward the third week in February 2015. The timeline is achievable as you have laid it out. Thank you for the opportunity to present this proposal. We very much hope to be able to share our expertise with you. 21 Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources February March April May June July August September PHASE I THE STATE OF • 1.1 Background Information Review " 1.2 Start-up Meeting and Priority-Setting Visioning Session 1.3 Contextual and Best Practices Analysis 1.4 Public Art and Performing Arts " Assessement 1.5 State of Arts and Culture Report (Preliminary Findings) STAKEHOLDERPHASE 2 PUBLIC AND • • PROCESS 2.1 Key Stakeholder Workshops and Stakeholder Interviews 2.2 Online Survey 2.3 Public Consultation Report DRAFTPHASE 3 3.1 Draft of Dubuque's Arts and Culture Master Plan (includes review period) 3.2 Follow-Up Public Consultation -"Town Hall Meeting" 3.3 City staff/Arts&Culture Affairs Commission Review 3.4 Master Plan Final Report and Council Presentation 't ■ Task * Deliverable *Tripto Dubuque Arts and Cultural Master Plan—City of Dubuque,Iowa ©Lord Cultural Resources 22 i i `d5 s AL F,? , w. Dubuque Town Clockk �. 5 ; `nAr.st y� w'mCoucmo Richie a '1 DIesbeOnett w tIIckcom OP IRV Fees and Compensation Lord Cull Resources Fees and Compensation 6.1 Proposed Fees and Expenses 6.2 Proposed Payment Schedule We would be pleased to do this work for a lump sum of $49,945 which includes$44,575 USD in professional Our proposed payment schedule is as follows: fees and $5,370 USD in estimated expenses. On the following page we provide a matrix of hours per On contracting - 20%of contract value consultant and rates,along with estimated expense On delivery of Phase 1 State of Arts and Culture budget breakdown. The lump sum figure is a fixed, not- Report - 25%of contract value to-exceed figure. On delivery of Phase 2 Public Consultation Report - 20%of contract value • On delivery of Draft Final Arts and Culture Master Plan - 30%of contract value • On finalization - 5%of contract value. Arts and Cultural MasterPlan—City of Dubuque,Iowa ©Lord Cultural Resources Consultants Time(Per Hour) -_ Brad King Joy Bailey Priya Sircar Aqu Bryant Hourly Rates $225 $225 $175 $135 PHASE I THE STATE OF • 1.1 Background Information Review 2 0 8 8 $2,930 1.2 Start-up Meeting and Priority-Setting 12 0 2 0 $3,050 Visioning Session 1.3 Contextual and Best Practices Analysis 2 1 12 10 $4,125 1.4 Public Art and Performing Arts Assessement 2 1 16 $3,475 1.5 State of Arts and Culture Report (Preliminary 6 1 12 4 $4,215 Findings) Subtotal Phase 24 3 50 22 $17,795 STAKEHOLDERPHASE 2 PUBLIC AND • • PROCESS 2.1 Key Stakeholder Workshops and Stakeholder 18 0 18 0 $7,200 Interviews 2.2 Online Survey 1 0 6 6 $2,085 2.3 Public Consultation Report 2 1 10 8 $3,505 Subtotal Phase 2 21 1 34 14 $12,790 DRAFTPHASE 3 3.1 Draft of Dubuque's Arts and Culture Master 4 1 12 6 $4,035 Plan 3.2 Follow-Up Public Consultation -"Town Hall 12 0 2 6 $3,860 Meeting" 3.3 City staff/Arts&Culture Affairs Commission 2 8 2 $2,120 Review 3.4 Master Plan Final Report and Council 12 1 6 0 $3,975 Presentation Subtotal Phase 3 30 2 28 14 $13,990 1 Flights Cost of Flight Ground (Toronto Hotel($125/ Per them Transportation/ Return (NY return night) ($60) Miscellaneous $690USD) 420 Expenses Phase 1 ( 1 $690 $0 $125 $120 $215 $1,150 Brad King) Phase 2( Brad King/ 2 $690 $420 $250 $240 $325 $1,925 Priya Sircar) Phase 3( 2 $1,380 $0 $250 $240 $425 $2,295 Brad King) _ Notal �� 5 $2,760 i $420 $6251_ $600 $965 $5,370 '(1)Assume City of Dubuque is responsible for the cost of room rentals,AV equipment etc for workshops and meetings in Dubuque Arts and Cultural Master Plan—City of Dubuque,Iowa ©Lord Cultural Resources 3 APPENDIX B CERTIFICATE OF INSURANCE © Lord Cultural Resources CS10CERTIFICATE OF INSURANCE DATE(YY/MM/DD) 15/02/25 BROKER The MAGNES Group Inc. This certificate is issued as a matter of information only and confers 1540 Cornwall Road Suite#100 no rights upon the certificate holder.This certificate does not amend, Oakville, ON L6J 7W5 extend or alter the coverage afforded by the policies below. COMPANIES AFFORDING COVERAGE BROKER'S CLIENT ID:LO RDC-1 COMAPANY Continental Casualty Company INSURED'S FULL NAME AND MAILING ADDRESS COMPANY AIG Insurance Company ofCanada LORD Cultural Resources B Planning and Management Inc. COMPANY 1300 Yonge Street,Suite 400 C Toronto, ON M4T 1X3 COMPANY D COVERAGES This is to certify that the policies of insurance listed below have been issued to the insured named above for the policy period indicated,notwithstanding any requirement,term or condition of any contract or other document with respect to which this certificate may be issued or may pertain. The insurance afforded by the policies described herein is subject to all the terms,exclusions and conditions of such policies. 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The City of Dubuque,including all its elected and appointed officials, all its employees and volunteers,and its boards,commissions and/or authorities and their board members,employees and volunteers are added as Additional Insured with respect to legal liability arising from the operations of the Named Insured and as re uired b�yV contract. Additional Insured is not added to an form of lutomobile or Errors& CERTIFICATE HOLDER CANCELLATION City of Dubuque Should any of the above described policies be cancelled before the 50 West 13th St. expiration date thereof,the issuing company will endeavor to mail Dubuque, IA 52001-4864 30 days written notice to the certificate holder named to the left, but failure to mail such notice shall impose no obligation or liability of any kind upon the company,its agents or representatives. SIGNATURE OF AUTHORIZED REPRESENTATIVE PRINT NAME INCLUDING POSITION HELD ,4"� MAE,NES Andrea Pozzobon Account Administrator FAX NUMBER EMAIL ADDRESS COMPANY DATE 905-845-9149 apozzobon@magnesgroup.com The MAGNES Group Inc 15/02/25 CSIO CERT(2000106) OP ID: 5A CSR: 7N