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Arts Master Plan Consultant Services Recommendation Copyright 2014 City of Dubuque Action Items # 6. ITEM TITLE: Arts Master Plan Consultant Services Recommendation SUMMARY: City Manager recommending approval of the selection of Lord Cultural Resources to facilitate the development of an Arts and Culture Master Plan. SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve ATTACHMENTS: Description Type ❑ Recommendation for Arts and Culture Master Plan Consulting Services- City Manager Memo MVM Memo ❑ Staff Memo Staff Memo ❑ RFP Arts Master Plan Supporting Documentation ❑ Consultant Response Supporting Documentation ❑ Consultant Fee Schedule 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: Recommendation for Arts and Culture Master Plan Consulting Services DATE: February 10, 2015 The City Council approved the release of a Request for Proposal for the selection of a consultant to facilitate the development of an Arts and Culture Master Plan at the December 1, 2014 City Council meeting. Economic Development Coordinator Megan Starr and the Consultant Selection Committee recommend City Council approval of the selection of Lord Cultural Resources to facilitate the development of an Arts and Culture Master Plan for a not-to- exceed fee of $49,945, which is within the $50,000 budget allocation. To support and facilitate this master planning process and to implement the results of the master plan, the vacant part-time Arts and Cultural Affairs position in the Economic Development Department will be unfrozen. Recruitment for applicants for this position is beginning. 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 Megan Starr, Economic Development Coordinator Dubuque Economic Development Department THE CITY OF 50 West 13th Street AII-AmM,111, Dubuque,Iowa 52001-4864 DUB3 &kE1 ' Office(563)589-4393 TTY(563)690-6678 http://www.cityofdubuque.org Masterpiece on the Mississippi 2007.2012.2013 TO: Michael Van Milligen, City Manager FROM: Megan Starr, Economic Development Coordinator SUBJECT: Recommendation for Arts and Culture Master Plan Consulting Services DATE: February 9, 2015 INTRODUCTION This memorandum transmits the recommendation for Arts and Culture Master Plan consulting services, for review and approval by the City Council. Enclosed are the Request for Proposals (RFP) for the plan and the proposal submitted by the selected firm. BACKGROUND Since 2009, the Commission has discussed the need for a comprehensive City master plan, including a public art plan. Since then, the commission has reviewed countless plans from other communities. Plans such as these require buy in and support from many City departments, the arts community, the business sector and the community at large. They usually create and identify funding streams for art programs, define policies and protocols for the commission of public art, the acceptances of gifts of art to the City, the purchase of public art, and the identification of public art sites. The scope of services described in the RFP requires the selected consultant to facilitate the development of an Arts and Culture Master Plan. The Master Plan will guide the City on how to direct resources and ensure arts and culture is an integral part of the Dubuque community in the future. The Master Plan will reflect the community's desire to utilize arts and culture to enhance the sense of community; contribute to economic vitality; create and support an environment where art and culture thrive; and enrich the community culturally, aesthetically, educationally and economically. F:\USERS\Arts\Arts and Cultural Affairs Commission\Master Arts Plan\Lord Agreement DISCUSSION The consultant selection committee for this project is drawn from Key City Staff as well as advocates of arts and culture activities in Dubuque. Members of the committee include: Economic Development Director Maurice Jones Leisure Services Manager Marie Ware; Neighborhood Development Specialist Jerelyn O'Conner, Planning Services Manager Laura Carstens; Arts and Cultural Affairs Commissioner Jessica Teckemeyer; Arts and Cultural Affairs Commissioner Gina Siegert; Arts Consultant Geri Shafer and myself. The RFP was posted on the websites of the City of Dubuque, THE American Planning Association, ECIA's Buyer/Supplier network and it was sent to recommended and qualified consultants. Seven proposals were received and three firms were short listed by the committee for phone interviews. The three shortlisted firms were ranked as follows: 1 — Lord Cultural Resources, 2 —Webb Management Services Inc., 3 — Miller Dickinson Blais Consulting. BUDGET 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. RECOMMENDATION The Consultant Selection Committee rated Lord Cultural Resources as the top firm and Webb Management Service Inc. as the second highest firm. The Committee recommends selection of Lord Cultural Resources for this project for the following reasons: • Lord's planning team has extensive experience in Arts and Culture planning and strategizing, public art assessments, community and stakeholder engagement and worked extensively in Iowa and the Midwest region. • Lord Cultural Resources project approach and schedule reflects an understanding of the time frame necessary to complete the plan. • Lord will employ strategies to engage and consult with diverse stakeholder groups and community members in the development of the plan. The Consultant Selection Committee recommends entering into contract negotiation with Lord Cultural Resources Resources for a not-to-exceed fee of$49,945.00. cc: Maurices Jones, Economic Development Director Arts and Cultural Affairs Advisory Commission F:\USERS\Arts\Arts and Cultural Affairs Commission\Master Arts Plan\Lord Agreement Dubuque City Ma ger's Office THE CITY OF ��..�� City Hall 1-mf iiisii 50 West 13th Street DT TB E Dubuque,IA 89-41-4805 V Office(563)589-4110 Fax(563)589-4149 Masterpiece OR the Mlsslssippi 2007.2012-2011 TTY(563)690-6678 ctymgr@cityofdubuque.org www.cityofdubuque.org City of Dubuque, Iowa December 5, 2014 REQUEST FOR PROPOSALS Arts and Culture Master Plan NMI w low DUBU01M. IOWA :F CITY OF DUBUQUE ECONOMIC DEVELOPMENT DEPARTMENT December 5, 2014 RFP ORGANIZATION Table of Contents : Section Paqe 1 .0 Introduction ................................................................................................ 3 2.0 Community Background... ... ......... ... ... ... ... ... ....... ... ... ... ... ... ... ... ... ......3 3.0 Sustainable Dubuque... ... ... ... ... ....... ... ... ... ... ... ... ... ... ... ... ... ... ... ... .....3 4.0 Objectives and Scope................................................................................ 4 5.0 Schedule.................................................................................................... 6 6.0 Proposal Submittal Information.................................................................. 7 7.0 City Resources .......................................................................................... 9 8.0 Questions regarding the RFP .................................................................... 9 9.0 Proposal Requirements ........................................................................... 10 10.0 Appendices.............................................................................................. 12 Page 2 of 24 THE CRY OF ART AND CULTURE MASTER 7� PLAN RFP DUB E CITY OF DUBUQUE, IOWA Masterpiece on the Mississippi Request for Proposal December 5, 2014 1.0 INTRODUCTION The City of Dubuque (City) is soliciting proposals from qualified Firms, with specific experience in community arts and culture, to facilitate the development of an Arts and Culture Master Plan. The Master Plan will guide the City on how to direct resources and ensure arts and culture is an integral part of the Dubuque community in the future. The Master Plan will reflect the community's desire to utilize arts and culture to enhance the sense of community; contribute to economic vitality; create and support an environment where art and culture thrive; and enrich the community culturally, aesthetically, educationally and economically. 2.0 COMMUNITY BACKGROUND The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent to Illinois and Wisconsin. As Iowa's oldest city, Dubuque is a community well known for its historic and architectural beauty. The City is approximately 30 square miles in area, with a population of nearly 60,000 persons. The City's annual operating and capital budget is over $181 million and funds a full range of municipal services. The City's web site is www.cityofdubugue.org. The City of Dubuque is governed by an elected Mayor and City Council and managed by a City Manager. The City funds a full range of municipal services. City government works in collaboration with private and non-profit sectors to promote economic development and sustainability. Sustainability and downtown, neighborhood, and riverfront planning and revitalization are long-standing priorities of the City Council. The City's web site is www.cityofdubugue.org. The City Council's Goals and Priorities are available online at http://www.cityofdubugue.org/councilgoals. 3.0 SUSTAINABLE DUBUQUE Sustainability is defined by a community's ability to meet the environmental, economic, and social equity needs of today without reducing the ability of future generations to Page 3 of 24 meet their needs. Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that address: • Environmental and Ecological Integrity • Economic Prosperity • Social and Cultural Vibrancy Each of these pieces is important individually and helps contribute to a sustainable community that is viable, livable, and equitable. In 2006 and every year since, the Mayor and City Council identified becoming a more Sustainable City as one of their top priorities for our community. Implementation of a community-defined sustainability plan is among the top Council priorities of this year, and each of this year's priorities incorporate one of the parts of Dubuque's model of sustainability. Find out more at the www.sustainabledubugue.org website. 4.0 OBJECTIVES AND SCOPE The nonprofit arts and culture industry in Dubuque generates $47.2 million in annual economic activity in the City of Dubuque, supporting 1 ,530 full-time equivalent jobs and generating $5 million in local and state government revenues and $36.7 million in household income to local residents, according to the Arts & Economic Prosperity IV National Economic Impact Study. The most comprehensive economic impact study of the nonprofit arts and culture industry ever conducted in the United States, Arts & Economic Prosperity IV was conducted by Americans for the Arts, and the nation's leading nonprofit organization for advancing the arts and arts education. The City of Dubuque was one of 182 study regions that participated in the study. Currently the City of Dubuque does not have an Arts and Cultural Master Plan so this initial plan would identify a vision and future direction for art and cultural activities in Dubuque, and establish goals and action steps to implement this vision. 4.1 SCOPE OF WORK • Develop an implementation plan that will provide strategies, policies, procedures and resources needed to ensure that Master Plan goals are met (for City and potentially other entities to implement). • Develops action steps for public art and performing art that are achievable within 3-5 years as well as long-term initiatives. • Development of the plan will include stakeholder consultation and public feedback • Identifies potential funding sources including but not limited to the care and creation of public art and performing art. • Assess current public art collection to identify strengths and weaknesses, leading to recommendation to guide future policies Page 4 of 24 • Develop process for determining public art in public locations • Assessment of community needs and resources related to arts & culture • Goal setting and plan development for the following potential topic areas: o funding and sustainability o cultural facilities 0 organizational development and technical assistance o support for artists o community/neighborhood arts development o marketing/audience development o arts education o promoting cultural and ethnic diversity o public art o cultural tourism 0 opportunities for the development of a "creative industry" cluster in Dubuque 4.2 PUBLIC MEETINGS AND PRESENTATIONS • The consultant will be responsible for preparing the updates. Additionally, the consultant will be responsible for presentation of the Arts and Cultural Master Plan to the City Manager, the Arts Commission, Mayor and City Council. • The consultant will take a lead role in all public meetings and hearings. The consultant should expect that City staff to be available in a supporting role during this period. 4.3 THE CITY'S ROLE The City of Dubuque's Arts and Cultural Advisory Commission and city staff will play an active role in the management and execution of the Arts & Culture Master Plan development. City staff with input from the commission will work with the consultant in preparing the Arts & Cultural Master Plan for presentation to the City Council. Staff will be the liaison between the consultant and the arts commission. Staff will work with the documents long after their preparation and adoption and therefore must have a high level of familiarity and understanding. Specific aspects of City staffs involvement in the Arts and Cultural Master Plan that should be recognized in proposals are as follows: City staff intends to work closely with the consultant in the preparation of the Arts and Cultural Master Plan to ensure that the consultant is provided with a constant source of City input and that the document evolves based upon the public meetings and City Council policies. The consultant should include time for meetings and work sessions with City staff and priorities. Page 5 of 24 4.4 REVIEW OF DRAFT PRODUCTS As discussed in this RFP, the City of Dubuque has high expectations regarding the quality of the work that will be produced by the consultant team. As the consultant is ready to submit the first full draft to the City, the following review process should be anticipated: • Consultant submits a draft. • City staff reviews the draft and provides a consolidated set of comments. • Consultant revises the draft and resubmits it as a second administrative draft. • City staff and Arts & Cultural Affairs Commission review the second draft to ensure that all comments have been adequately addressed. • If all comments have been addressed, consultant will submit the product as a "draft". • If all comments have not been addressed, the consultant will be required to refine and submit a third draft. This process will continue until all of the Arts & Cultural Affairs Commission's comments have been adequately addressed. 5.0 SCHEDULE 5.1 DUE DATE Responses to this RFP due on or before January 5, 2015 at 2:00 PM Anticipated contract award: February 20, 2015 5.2 REVIEW AND EVALUATION OF PROPOSALS AND INTERVIEWS: January 15- February 2, 2015 5.3 CONSULTANT SELECTION ANNOUNCED: February 17, 2015 5.4 CONSULTANT CONTRACT February 20, 2015 5.5 PRELIMINARY FINDINGS REPORT April 20, 2015 5.6 MASTER PLAN FINAL REPORT August 20, 2015 Page 6 of 24 6.0 PROPOSAL SUBMITTAL INFORMATION The submitted proposal should address all aspects of the required work discussed in this RFP The proposal should be prepared simply and economically, providing a straight-forward, concise description of the consultant's capabilities and experience to satisfy the requirements of the RFP. To simplify the review process and to obtain the maximum degree of comparability, the proposal shall include the following information and shall be organized in the manner specified below. While additional data may be presented, the following subjects must be included. They represent the criteria against which the proposal will be evaluated. 1 . Letter of Transmittal - Provide a letter of transmittal briefly outlining the Proposer's understanding of the work and list the project manager's name, address, telephone number, fax number, and e-mail address. The name that is provided for the project manager will be used as the primary contact during this RFP process. 2. Index - Each proposal shall contain a table of contents that delineates each section contained in the proposal and the corresponding page number. 3. Profile of Firm - Provide general background information about the firm and its areas of expertise related to this RFP. Provide the names of, and include information about, the key project team members. Key project team members are: • The project manager or lead; • Other key team members and their roles; and • Any subcontractors. Information must include areas of expertise that will be utilized on the project. Include a flow chart that shows the communication path between the City and key project team members. Include all project team members on the flow chart and show the supervisory relationship between all members of the team. 4. Proposed Project Team Qualifications - Describe the experience and success of the firm and key personnel and subcontractors working on similar projects along with their experience and relationship in the below key areas: • Ability to facilitate community meetings to gather input and build relationships • Ability to create a vision and turn that vision into a strategic, step-by-step plan Page 7 of 24 • Understanding of the challenges of non-profit arts organizations and volunteer boards • Ability to gather and evaluate qualitative data and effectively communicate with laypersons • Ability to meet all aspect of the scope outline in 4.0 • Demonstrated experience in completing projects on time and within budget • Cost of the consultant's services. While cost is a consideration of the evaluation, the City is primarily interested in the qualifications of the consultants. The City is not required to select the proposal with the lowest cost. • Previous experience in developing strategic plans for communities and municipalities. • References • Case Studies 5. Project Understanding — A primary task of the successful consultant will be to engage community stakeholders. A description and/or examples of: experience developing successful arts and culture plans, community outreach or other examples of similar work; working with internal and external stakeholders in a collaborative manner; knowledge of arts and culture trends and resources including but not limited to non-profit arts & culture organizations and non-profits, and experience developing and working within a public process. 7. Certificate of Insurance - The selected firm will be required to meet the City's insurance requirements for professional services (Insurance Schedule C - Appendix C) at the time of contract negotiations if selected. 8. Sustainable Dubuque Initiatives - In 2006, the Mayor and City Council identified Sustainability and Green City designation as a top priority. Since then, the City has been working on numerous projects to help implement this priority as listed on the website (http://www.sustainabledubuque.org). The selected firm shall follow the Vision Statement and twelve (12) sustainable principles on this City of Dubuque project. 10. Fees and Compensation A. Provide a fee schedule for services as described in Section 4 B. Provide a Not-to-Exceed fee to complete the scope of work in section 4 as described in this RFP. C. Quotation of fees and compensation shall remain firm for a period of at least sixty (60) days from the RFP submission deadline. Contact information is as follows: Page 8 of 24 Maurice Jones City of Dubuque Economic Development Department 50 West 13th Street Dubuque, IA 52001 Phone (563) 589-4393 Fax: (563) 589 E-mail: MJones@cityofdubuque.org 7.0 CITY RESOURCES All information requests shall be directed to the City's representative as detailed in Section 6.0 of this RFP. The City will make Dubuque Area Geographical Information System (DAGIS) data including contours, property lines, property ownership, public utility systems and aerial photography available for this project as well as staff contact/resources persons in the Information Services Department and Economic Development Department. Arts and Economic Prosperity IV in the City of Dubuque (.pdf)- Appendix E Existing documentation will be available for download, from the City's .ftp site, upon receipt of the Proposal Acknowledgement form. 8.0 QUESTIONS REGARDING THE RFP If you have any questions concerning this proposal, or other technical questions, please submit your requests to the City's designated representative. The City has used considerable efforts to ensure an accurate representation of information in this RFP. Each Proposer must conduct its own investigations into the material facts provided. No answers given in response to questions submitted shall be binding upon this RFP unless released in writing (letter, fax, or email) as an officially numbered and titled addendum to the RFP by the City of Dubuque. Any questions concerning this RFP must be received on or before 2:00 p.m. (Local time) on January 2, 2015. Any inquiries received after this date will not be answered. When submitting a question to the City's representative, please include the appropriate Consultant contact information. From the date of issuance of the RFP until final City action, the Arts & Cultural Affairs Commission members shall not discuss the RFP with or contact any other City of Dubuque staff, except as expressly authorized by the City representative identified in Section 6.0 of this RFP. Violation of this restriction will be considered a violation of the rules and be grounds for disqualification of the Proposer's proposal. Page 9 of 24 9.0 PROPOSAL REQUIREMENTS Before submitting a proposal, each Proposer shall make all investigations and examinations necessary to ascertain site conditions and requirements affecting the full performance of the contract and to verify any representations made by the City upon which the Proposer will rely. PROPOSAL SUBMITTAL INFORMATION • Submittal Deadline: January 5, 2015 on or before 2:00 p.m. (Central Standard Time) • Mailing Address: City of Dubuque Economic Development Department c/o Maurice Jones 50 West 13th Street Dubuque, Iowa 52001-4864 • Submittals: Proposal: Six (6) hardcopies and one electronic (.pdf) copy shall be provided. • Fees: Six(6) hardcopies and one (.pdf) copy shall be provided ✓ Submit Fees Under Separate Cover ✓ Submit one (1) signed original proposal labeled Arts Master Plan Consultant ✓ Submitted proposals must be in delivered in printed format. Additionally, supply one (1) electronic version of the proposal in Adobe Acrobat format. No faxed or e-mail proposals will be accepted. ✓ The proposal must be a document of not more than twenty (20) numbered 8 Y2 x 11 inch pages, not including the letter of transmittal, index, project schedule, dividers, and the front and back covers. Any proposals exceeding twenty (20) numbered pages may not be considered. ✓ The original proposal document must be signed in blue ink by an officer of the company who is authorized to legally bind the Proposer. ✓ Proposals are to contain a statement indicating the period during which the proposal will remain valid. A period of not less than sixty (60) calendar days from the proposal closing date is required. Each Proposer assumes full responsibility for delivery and deposit of the completed proposal package on or before the deadline. Any proposals received after the submittal deadline will not be considered, and will be returned unopened to the Proposer. The City of Dubuque will not be responsible for any loss or delay with respect to delivery of the proposals. The City of Dubuque is not liable for any cost incurred by any Proposer prior to the execution of an agreement or contract. Nor shall the City of Dubuque be liable for any costs incurred by the firms in responding to this RFP and those not specified in any contract. All results from this project will remain the property of the City of Dubuque. Page 10 of 24 THE CITY OF ART AND CULTURE MASTER PLAN RFP DUB E CITY OF DUBUQUE, IOWA Masterpiece on the Mississippi Request for Proposal December 5, 2014 Appendix A Consultant Evaluation and Selection Process Page 11 of 24 INITIAL EVALUATION CRITERIA Proposals will be screened to ensure that they meet the minimum requirements of the proposal format. A selection committee of City of Dubuque personnel will review qualifying proposals and select firms for placement on a short-list for the project. The following criteria are among those that will be used to initially evaluate submitted proposals. 1 . The proposed project team's level of professional competence and a proven track record in: • Advising and/or developing municipalities on developing Arts and Cultural master Plans; • Ability to facilitate community meetings and community engagement to gather input and build relationships • Ability to create a vision and turn that vision into a strategic step by step plan • Understanding of the challenges of non-profit arts organizations and volunteer boards • Ability to gather and evaluate qualitative and quantitative data and effectively communicate with laypersons • Demonstrated experience in completing projects on time and within budget 2. The proposed project teams' experience working together on similar projects. 3. The quality of the proposal based on the: ❑ Demonstrated understanding of the City's overall objectives; ❑ Demonstrated expertise in completing similar projects; ❑ Knowledge of the community; ❑ Ability to commit personnel to this project; ❑ Level of interest; Page 12 of 24 ❑ Proposed schedule; ❑ Creativity and problem solving ability; ❑ Ability to demonstrate initiative and motivation; and ❑ Local economic impact. CONSULTANT SHORT-LIST EVALUATION CRITERIA A selection committee may or may not interview short-listed firms. If interviews are held, both the original submitted proposal and the results of interviews may be used to evaluate consultants. In addition to the evaluation criteria listed above, interviews will be judged on: • Responsiveness and compatibility with the City; • General attitude and ability to communicate; • Ability to communicate ideas through prepared documents and presentations; • Ability to listen, be flexible, and follow and/or implement direction and/or ideas or concepts; • How the team would interact with the general public, City staff, and public officials; and • Proposed fee in relationship to the services offered. Should the City conduct interviews, they will be conducted in a condensed format in an effort to save time and costs associated with interview preparations. The format will consist of two (2) fifteen (15) minutes segments. The first segment will be for the consultant to: • make introductions of the team; • describe the consultants understanding of the project; and • discuss the consultant's proposed schedule. The second segment of the interview will be for the committee members to ask questions of the consultant. The consultant may bring one (1) display board for use during the interview. No power point presentations or handouts will be allowed. Should the City conduct interviews, they will take place between January 19, 2015 and February 2, 2015 with the intent of making a recommendation to the City Manager on February 16, 2015. Page 13 of 24 The City may also review direct and indirect references of previous work experience. The City may request additional material, information, and presentations from the Proposer(s) submitting the proposals. SELECTED VENDOR FEE NEGOTIATION PROCESS Upon the successful completion of proposal reviews and interviews, if conducted, the committee shall recommend the selection to the City Manager. The City Manager may in turn make a recommendation to the City Council. A finalized scope of work and fee structure shall be directly negotiated with the firm that is selected by the Dubuque City Council. After the City Council grants authority to negotiate a final scope of work and execute a contract for the project, the Proposer shall prepare and submit to the City a separate Work Breakdown Structure (WBS) to reflect the firm's approach to the project. The City's WBS — Vertical form shall be used by the Consultant. The WBS, at a minimum, should include work tasks for each of the components outlined in the RFP, a separate line item for each deliverable, and the WBS should include project management as a separate task. Each major task/scope element of the WBS shall have a defined cost and schedule. The Proposer shall indicate in the WBS the work tasks that will be completed by City staff. Once the selected Proposer has prepared the WBS, the final scope of work for the project will be negotiated with the City by joint revision to the WBS in order to best meet the goals of the project while considering available funding. During the negotiation process, tasks to be completed by City staff, work reassignment to different project team members, and addition or elimination of tasks may be modified on the WBS in order to achieve the best overall results for project. The selected Proposer shall be responsible for preparing and revising the final WBS. When the final scope has been determined and a design fee has been negotiated and the WBS has been finalized, the Proposer shall incorporate the WBS into the contract documents being prepared for signature. The Proposer shall also include in the final contract documents, the language contained in Appendix D - City of Dubuque Contract Terms and Conditions. If a contract satisfactory and advantageous to the City can be negotiated at a price considered fair and reasonable, the award shall be made to that Proposer/Consultant. Otherwise, negotiations with the Proposer ranked first shall be formally terminated and negotiations commenced with the Proposer ranked second, and so on until a contract can be negotiated that is acceptable to the City. Page 14 of 24 THE CITY OF ART AND CULTURE MASTER DUB E PLAN RFP CITY OF DUBUQUE, IOWA Masterpiece on the Mississippi Request for Proposal December 5, 2014 Appendix B RFP Rules and Protest Procedure Page 15 of 24 MINOR IRREGULARITIES The City reserves the right to waive minor irregularities in submitted proposals, provided such action is in the best interest of the City. Minor irregularities are defined as those that have no adverse effect on the City's best interests, and will not affect the outcome of the selection process by giving one Proposer an advantage or benefit not enjoyed by other Proposers. EXCEPTIONS Proposer exceptions to any part of the requirements stated in this request must be clearly identified as exceptions and noted in the transmittal letter and in the submitted budget. RANKING OF THE PROPOSALS No debriefings or scoring information shall be released before the City Manager has recommended that a contract be negotiated with the recommended firm. However, after said authorization has been given, all contents of the selected proposal shall become public information. DEFINITIONS The City has established for the purposes of this RFP that the words "shall", "must", or "will" are equivalent in this RFP and indicate a mandatory requirement or condition, the material deviation from which shall not be waived by the City. A deviation is material if, in the City's sole discretion, the deficient response in not in substantial accord with this RFP's mandatory conditions requirements. The words "should" or "may" are equivalent in this RFP and indicate very desirable conditions, or requirements but are permissive in nature. Deviation from, or omission of, such a desirable condition or requirement will not in and of itself cause automatic rejection of a proposal, but may result in being considered as not in the best interest of the City. DISPUTES/EXCEPTIONS Any prospective Proposer who disputes the reasonableness or appropriateness of any item within this RFP document, any addendum to this RFP document, notice of award or notice of rejection shall set forth the specific reason and facts concerning the dispute, in writing, within five (5) business days of the receipt of the proposal document or notification. The written dispute shall be sent via certified mail or delivered in person to the point of contract set forth in Section 7.0, who shall review the written dispute and work with the City Manager to render a decision which shall be considered final. Page 16 of 24 THE CITY OF ART AND CULTURE MASTER PLAN RFP DUB E CITY OF DUBUQUE, IOWA Masterpiece on the Mississippi Request for Proposal December 5, 2014 Appendix C Insurance Requirements Page 17 of 24 Insurance Schedule C 1. shall furnish a signed Certificate of Insurance to the City of Dubuque, Iowa for the coverage required in Exhibit I prior to commencing work and at the end of the project if the term of work is longer than 60 days. Providers presenting annual certificates shall present a Certificate at the end of each project with the final billing. Each Certificate shall be prepared on the most current ACORD form approved by the Iowa Department of Insurance or an equivalent. Each certificate shall include a statement under Description of Operations as to why issued. Eg: Project# or Lease of premises at or construction of 2. All policies of insurance required hereunder shall be with a carrier authorized to do business in Iowa and all carriers shall have a rating of A or better in the current A.M. Best's Rating Guide. 3. Each Certificate shall be furnished to the contracting department of the City of Dubuque. 4. Failure to provide minimum coverage shall not be deemed a waiver of these requirements by the City of Dubuque. Failure to obtain or maintain the required insurance shall be considered a material breach of this agreement. 5. Subcontractors and sub subcontractor performing work or service shall provide a Certificate of Insurance in accord with Exhibit I. 6. All required endorsements to various policies shall be attached to Certificate of insurance. 7. Whenever a specific ISO form is listed, an equivalent form may be substituted subject to the provider identifying and listing in writing all deviations and exclusions that differ from the ISO form. 8. Provider shall be required to carry the minimum coverage/limits, or greater if required by law or other legal agreement, in Exhibit I. 9. Whenever an ISO form is referenced the current edition of the form must be used. Page 18 of 24 Insurance Schedule C (continued) Exhibit I A) COMMERCIAL GENERAL LIABILITY General Aggregate Limit $2,000,000 Products-Completed Operations Aggregate Limit$1,000,000 Personal and Advertising Injury Limit $1,000,000 Each Occurrence $1,000,000 Fire Damage Limit (any one occurrence) $ 50,000 Medical Payments $ 5,000 a) Coverage shall be written on an occurrence, not claims made, form. All deviations from the standard ISO commercial general liability form CG 0001, or Business owners form BP 0002, shall be clearly identified. b) Include ISO endorsement form CG 25 04"Designated Location(s) General Aggregate Limit' or CG 25 03 "Designated Construction Project (s) General Aggregate Limit' as appropriate. c) Include endorsement indicating that coverage is primary and non-contributory. d) Include endorsement to preserve Governmental Immunity. (Sample attached). e) Include an endorsement that deletes any fellow employee exclusion. f) Include additional insured endorsement for: The City of Dubuque, including all its elected and appointed officials, all its employees and volunteers, all its boards, commissions and/or authorities and their board members, employees and volunteers. Use ISO form CG 2026. B) AUTOMOBILE LIABILITY $1,000,000 (Combined Single Limit) C) WORKERS' COMPENSATION & EMPLOYERS LIABILITY Statutory benefits covering all employees injured on the job by accident or disease as prescribed by Iowa Code Chapter 85 as amended. Coverage A Statutory—State of Iowa Coverage B Employers Liability Each Accident $100,000 Each Employee-Disease $100,000 Policy Limit-Disease $500,000 Policy shall include an endorsement providing a waiver of subrogation to the City of Dubuque. Coverage B limits shall be greater if required by Umbrella Carrier. D) UMBRELLA LIABILITY $1,000,000 Umbrella liability coverage must be at least following form with the underlying policies included herein. E) PROFESSIONAL LIABILITY $ Page 19 of 24 Preservation of Governmental Immunities Endorsement 1 . Nonwaiver of Governmental Immunity. The insurance carrier expressly agrees and states that the purchase of this policy and the including of the City of Dubuque, Iowa as an Additional Insured does not waive any of the defenses of governmental immunity available to the City of Dubuque, Iowa under Code of Iowa Section 670.4 as it is now exists and as it may be amended from time to time. 2. Claims Coverage. The insurance carrier further agrees that this policy of insurance shall cover only those claims not subject to the defense of governmental immunity under the Code of Iowa Section 670.4 as it now exists and as it may be amended from time to time. Those claims not subject to Code of Iowa Section 670.4 shall be covered by the terms and conditions of this insurance policy. 3. Assertion of Government Immunity, The City of Dubuque, Iowa shall be responsible for asserting any defense of governmental immunity, and may do so at any time and shall do so upon the timely written request of the insurance carrier. 4. Non-Denial of Coverage. The insurance carrier shall not deny coverage under this policy and the insurance carrier shall not deny any of the rights and benefits accruing to the City of Dubuque, Iowa under this policy for reasons of governmental immunity unless and until a court of competent jurisdiction has ruled in favor of the defense(s) of governmental immunity asserted by the City of Dubuque, Iowa. No Other Change in Policy. The above preservation of governmental immunities shall not otherwise change or alter the coverage available under the policy. SPECIMEN Page 20 of 24 THE CITY OF ART AND CULTURE MASTER DUB E PLAN RFP CITY OF DUBUQUE, IOWA Masterpiece on the Mississippi Request for Proposal December 5, 2014 Appendix D City of Dubuque Contract Terms and Conditions Page 21 of 24 TERMS AND CONDITIONS The following clauses shall be included in the final signed contract: 1 . CONSULTANT'S ENDORSEMENT ON PLANS. The Consultant shall endorse the completed computations prepared under this Agreement, and shall affix thereto the seal of a licensed professional engineer, or licensed professional architect, licensed to practice in the State of Iowa, in accordance with the current Code of Iowa. 2. CHANGE IN SCOPE OF SERVICES. No change in scope shall be permitted during this project without the prior written agreement of both parties and the WBS being updated. 3. SUBSTITUTION OF PROJECT TEAM MEMBERS. The Project Manager, partners, management, other supervisory staff and technical specialists proposed for the project may be changed if those personnel leave the Consultant. 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. 4. INSURANCE. Consultant shall at all times during the performance of this Agreement provide insurance as required by the attached Insurance Schedule. 5. INDEMNIFICATION. To the fullest extent permitted by law, Consultant 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 the Consultant, Consultant's subcontractor, or anyone directly or indirectly employed by Consultant or Consultant's subcontractor or anyone for whose acts Consultant or Consultant's subcontractor may be liable, regardless of whether or not such claim, damage, loss or expense is caused in part by a party indemnified hereunder. 6. ERRORS & OMISSIONS. In the event that the work product prepared by the Consultant is found to be in error and revision or reworking the work product is necessary, the Consultant agrees that it will do such revisions without expense to the City, even though final payment may have been received. The Consultant must give immediate attention to these changes so there will be a minimum of delay during construction. 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 the Consultant herein. Page 22 of 24 7. OWNERSHIP OF DOCUMENTS. 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 the Consultant. 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 the Consultant for the specific purpose intended will be the City's sole risk and without liability or legal exposure to the Consultant. The City acknowledges the Consultant's 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 the Consultant. The City and the Consultant agree that any electronic files prepared by either party will conform to the specifications listed in the contract. Any change to these specifications by either the City or the Consultant is subject to review and acceptance by the other party. Additional efforts by the Consultant made necessary by a change to the CADD software specifications will be compensated for as Additional Services. The City is aware that significant differences may exist between the electronic files delivered and the respective construction documents due to addenda, change orders or other revisions. In the event of a conflict between the signed construction documents prepared by the Consultant and electronic files, the signed construction documents will govern. The City may reuse or make modifications to the plans and specifications, or electronic files while agreeing to take responsibility for any claims arising from any modification or unauthorized reuse of the plans and specifications. 8. SUBLETTING, ASSIGNMENT OR TRANSFER. Subletting, assignment, or transfer of all or part of the interest of the Consultant in this Agreement is prohibited unless written consent is obtained from the Director of Economic Development and approved by the City. Page 23 of 24 THE CITY OF ART AND CULTURE MASTER DUBtFE PLAN RFP Masterpiece on the Mississippi CITY OF DUBUQUE, IOWA Request for Proposal December 5, 2014 Appendix E Project Data: Arts and Economic Prosperity IV in the City of Dubuque (pdf) Page 24 of 24 rt I I r. } t J STI I¢i ■L SLG � I Aw _ 11 n• �a�kY.. urr� --it Alf {�� 4Fitlty, �. .7N CIf ,;r ?. r �� ►i owl `� rte•{ January 5, 2015 Lord Cultural Resources Lord fiCultural 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 1300 Yonge Street • TORONTO Suite 400 • PARIS Toronto,Ontario 0 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 BRAD KING,PIT MOV BAILEY aging ice D ce Presi dent g BRYANT Managing Director US PRIYA SIRCAR dill 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 t f-. Culturol plonning is where vision I I strotegy 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 - - r 'v wy\Q��n yoJ �av 1-eor e i' 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 iea� w'4 �.�.., h�l (/n. Z MIC C l �ur ,AZZ l 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 .I 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 7 emerging and stellar cultural institutions I�Q 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 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 r I�P 1 i` The City of Richardson is a sophisticated,modern suburb featuring avast 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 infrastructure and outstanding City theaes. A community particularly dedicated to the performing arts, Richardson has its own symphony orchestra, ter center, repertory theatre,chamber music society,visual art society,and a number of dance and ballet troupes. The Charles W Else mann Center for Performing Arts and Corporate Presentations,located in the Gala tion Park urban Center, provides the setting for performances of community arts groups and nationally-recognized troupes as do several other locally managed arts venues. $order to best direct and nurture the growth of community arts groups with budgets ranging tram $5,000 to over 1 million, the City Council and the Richardson Arts Commission selected Lord Cultural Resources Ina competitive process to develop a Cultural Arts Master Plan to enhance the community's quality of life The planning process eluded comprehensive public engagement,inteatlonaI best practice reviews,with the goal of providing Plenty In m d direction for cultural arts development throughout Richardson 11 Aft,and C,it MasterPlan-PM of on do uA I AM l or,ord Pu it,ai Resources Inspire St. Catharines: Culture Plan 2020 Ontario,2011-12 M Oil �<n i M� 1� �Y ST.1CAT_HAVd , ,, e Garden Cid . y 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 so k page 1 l all W7 e /ip FYI �y ►v.. — it i1Iel : : IallA N r ' r 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 1 3 si ILI\ 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 \ 7 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—City of Dubuque,Iowa IQ 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 1 TA dc • Whatneedsare 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 IY f ��. £ O -ELY low n N fe Appendix A Team CVs BRAD KING, PH.D VICE PRESIDENT Education Ph.D.(History), University of Toronto, 1999 • M.A.(History), University of Toronto,1994 • B.A. (History,V Class Honours),St. Francis Xavier University,1993 • Diploma in Marine Engineering,Canadian Coast Guard College,1984 Experience Vice President, Lord Cultural Resources, 2010-present • Director, Management Consultancy, Lord Cultural Resources,2009-2010 • Principal, Lord Cultural Resources,2006-2010 • Senior Consultant, Lord Cultural Resources, 2003-06 • Consultant, Lord Cultural Resources,2000-02 • Teaching Assistant, University of Toronto,1997-99 • Docent, Marine Museum of the Great Lakes, Kingston, Ontario,1995-96 • Research Assistant, Department of History, University of Toronto,1994-95 • Marine Engineer Officer,Canadian Coast Guard,1984-89(full time),1990-92 (part-time) Fellowships & University of Toronto Open Fellowship,1998-99 Awards • Social Sciences and Humanities Research Council of Canada Doctoral Fellowship, 1994-98 • Ontario Graduate Scholarship(declined),1994-95 • Ontario Graduate Scholarship,1993-94 • University of Toronto Open Fellowship,1993-94 • St. Francis Xavier University In-Course Scholarship,1992-93 • St. Francis Xavier University In-Course Scholarship,1991-92 • St. Francis Xavier University In-Course Scholarship,1990-91 Teaching External advisor for Lucas Van Meer-Mass, University of Toronto Masters in Planning program,2010-2011 • Guest Instructor in Collections Management and Curatorship, Museum Studies Course, Hong Kong University, November 2005 • Teaching Assistant, Department of History, University of Toronto at Scarborough, HIS 303Y, History of the United States,1998-99 • Teaching Assistant, Department of History, University of Toronto at Scarborough, HIS 304Y, Introduction to Canadian History, 1997-98,1998-99 Papers and • 'Policy Development for Intangible Collections"(with Tanya Bouchard,Chief Publications Curator,Canadian Museum of Immigration at Pier 21),Alberta Museums Association Annual Conference, Edmonton,Sept.20,2013. • "Understanding Collections, The Manual ofMuseum P/anning(P ed.),ed. Barry Lord,Gail Lord,and Lindsay Martin.Altamira Press,2012, pp. 189-211. • "Opportunities and Challenges of an International Practice",8eh Annual Symposium of the Society for Environmental Graphic Design,Cranbrook LordCreating Cultural Capital !•CUIWRI Penu�a Academy of Art, Bloomfield Hills, Michigan,August 2011 • "Collections in the 2V Century", Cultural Capital,Spring 2011. • "Building Sustainability:A Values-Based Approach", Keynote Address,An nu al Conference of the Association of Nova Scotia Museums,April 2010 • "Creative Tourism and Cultural Develop menta Some Trends and Observations", Keynote Address,"Cultural Tourism: People and Place, Realizing Potential", sponsored by Bonavista Institute for Cultural Tourism, Newfoundland,Canada, November2009 • "New Rel at ions hips with the Formal Education Sector", The Manual ofMuseunn Learning Barry Lord,ed., pp.77-105,AltaMira Press,2007 • "Interpreting Mining Culture: New Directions in Mining Museums", Mining Culture Symposium,Sydney, Nova Scotia,June 2005 • "Key Issues in the North Shore Marketplace", Presented at Cultural Tourism and the North Shore Workshop, Peabody Essex Museum,Salem, Massachusetts, March 2001 • "Technology and Culture in the Maritimes: The Antigonish Movement, Electrical Modernization and Regional Rehabilitation in the Interwar Period",13°h Biannual Atlantic Canada Studies Conference, Halifax, Nova Scotia, May 2000 • "The History of Technology and the Future of Atlantic Canada Studies", Invited Speaker,13' Biannual Atlantic Canada Studies Conference, Halifax, Nova Scotia, May 2000 • "The Electrification of Nova Scotia,1884-1973:Technological Modernization as a Response to Regional Disparity", Ph.D thesis, University of Toronto, 1999 http://www.co I I ecti o nsca na da.gc.ca/o bVs4/f 2/ds kl/ta p e9/PQ D D_0001/N Q41 192.pdf • "Nova Scotia's Hydro Apostle: Engineer K. H.Smith and the Birth of the Nova Scotia Power Commission,1915-26", 111h Biannual Meeting of the Canadian Science and Technology Historical Association,Queen's University, Kingston, Ontario,Oct.1999 • "Hydro Development and Distribution in Nova Scotia in the 1920s: Politics, Technology,and Culture in a Small Province",101h Biannual Meeting of the Canadian Science and Technology Historical Association, Queen's University, Kingston,Ontario,Oct.1997 Project Portfolio • Muskoka Boat and Heritage Centre,Gravenhurst, Ontario: Master Plan 2014 Khor Dubai Cultural District, Dubai, UAE: MasterPlan • Central Bank of Trinidad and Tobago Money Museum: Museum Planning and Exhibition Development • Ministry of Tourism, Parks and Recreation, Province of Alberta: Feasibility Study for Special Areas Cultural Centre • Halifax Citadel National Historic Site:Strategic Master Plan • Jimmy Doolittle Center,Vacaville,California:Strategic Master Plan • Township of Langley, British Columbia: Recreation,Culture and Parks Master Plan 2013 Holy Angels High School and Convent,Sydney, Nova Scotia,Canada:Adaptive Re-Use Feasibility Study for proposed New Dawn Centre for Culture and Innovation LordCreating Cultural Capital �CUXu�el Faruu�s • Science City, Patna, India: Master Plan • Confidential Project in Dubai, UAE: Feasibility Study • Canadian Museum of Immigration at Pier 21, Halifax:Content Coordination • Confidential Project in Dubai, UAE: Museum Planning, Exhibition Design • Al Maktoum Hospital, Dubai, UAE: Master Plan and Preview Exhibition Design • City of Lacombe,Alberta: Recreation and Culture Master Plan • Barr Colony Heritage Cultural Centre, Lloydminster,AB/SK: Business Plan • Confidential Project in Edmonton,Alberta: Feasibility Study 2012 City of Lethbridge,Alberta: Recreation and Culture Master Plan • Town of St. Marys,Ontario: Municipal Cultural Plan • Proposed Quinte West Natural HistoryMuseum, Ontario: Feasibility Study • City of Toronto Museums: Program Review • Wellington Building,Ottawa: Interpretive Services for Wellington Building Renovation • FortCalgary,Alberta: I nterpretive Plan • Ba rr Colony Heritage Cu ltu raI Centre, IF loyd m i nster,Alberta/Saskatchewan: Interpretive Plan and Concept Design • Canadian Museum of Immigration at Pier 21, Halifax,Canada: Collections Policy Development • Canadian Museum of Immigration at Pier 21, Halifax,Canada: Interpretive Master Plan • Canadian Museum of Immigration at Pier 21, Halifax,Canada: "Day One"Traveling Exhibition Planning • Edmonton Heritage Council,Alberta,Canada: Development of a City Museum and Comprehensive Museums Strategy • Alberta Ministry of Culture and Community Services,Arts Branch: Art Collection Policy Audit • Goulbourn Museum,Stittsville(Ottawa),Ontario: Development Plan • City ofSt.Catharines, Ontario:Culture Plan 2011 Bihar Museum, Patna, India: MasterPlan • Cumberland Heritage Village Museum,Ottawa: Interpretive Plan • Windsor Community Museum,Windsor, Ontario: Feasibility Study • City of Kingston,Ontario:Cultural Heritage and Cultural Tourism Plan • Houston Maritime Museum, Houston,Texas: Review of Potential Redevelopment Options • Great River Cultural and Tourism Center,Onalaska,Wisconsin: Feasibility Study • Place du Sublime,Ontario/Quebec,Canada: Independent Review of Existing Planning Studies • Luminato Festival,Toronto:Strategic Plan • Juno Beach Centre,Courseulles-Sur-Mer, France: Interpretive Planning and Operational Review of Temporary Exhibition Program • Legislative Assembly Office Visitor Services Division, Edmonton,Alberta: Retail Business Plan,Shop Design and Visual Merchandising Plan • Barr Colony Heritage Cultural Centre, Lloydminster,Alberta/Saskatchewan: Redevelopment Plan • National Museum of Mounted Warfare and Soldier Center, Killeen/Fort Hood, Texas: Master Plan LordCreating Cultural Capital �CUIWRI Pemu�a • National Czech and Slovak Museum, Cedar Rapids, Iowa: Interpretive Plan 2010 Al Janadriyah Festival Pavilion, Riyadh,Saudi Arabia: Exhibition Design and Operations Planning • King Abdulaziz Center for World Culture, Dhahran,Saudi Arabia: Program Plan Implementation to Opening Day("Day One" project) • Toronto Transit Museum and Visitor Centre: Interpretive Plan • Billings Estate National Historic Site,Ottawa: Development Plan • Tourism Development&Investment Company, Master Plan for Confidential Museum Project,Abu Dhabi, UAE • Fort Worth Aviation Museum,Texas, USA: Interpretive Planning • Legislative Assembly Office Visitor Services Division, Edmonton,Alberta: Market Analysis, Interpretive Planning, Exhibition Design for Legislative Assembly Visitor Centre 2009 Building Bancroft project,Ontario,Canada: Master Plan for proposed Bancroft Heritage Centre • Africville Seaview Baptist Church, Halifax, Nova Scotia: Exhibition Design • Toronto Transit Commission, Toronto, Canada: Feasibility Study fora Transit Visitor Centre • Tourism Development and Investment Company(TDIC),Abu Dhabi, UAE: International Workshop • Ministry of Tourism,Ontario, Canada: War of 1812 Bicentennial Sponsorship Study • West Kowloon Cultural District, Hong Kong: Development Plan • West Kowloon Cultural District, Hong Kong:Concept Plan • West Kowloon Cultural District Authority, Hong Kong: Governance Study • King Abdulaziz Center for World Culture, Dhahran,Saudi Arabia: Program Development, Business Planning • National Museum of the United States Army, Fort Belvoir,Virginia, USA: Updated Market Analysis and Attendance Projections • Canadian Museum for Human Rights,Winnipeg,Canada: Public Consultation • Canadian Museum for Human Rights,Winnipeg,Canada:Content Development • Cumberland Heritage Village and Museum,Ottawa,Canada: Development Plan • Alexander Graham Bell National Historic Site, Nova Scotia, Canada: Attraction Expansion Feasibility Study • Simcoe County Museum,Ontario,Canada: Interpretive Planning 2008 King Abdulaziz Center for World Culture, Dhahran,Saudi Arabia: Institutional Planning • National Museum of the US Army, Fort Belvoir,Virginia, USA:Training Seminar • Development Initiatives Network and The Ford Foundation West Africa Office, Lagos, Nigeria: Concept Visioning for National Museum, Lagos • Galena-Jo Daviess County Historical Society and Museum,Galena, Illinois, USA: Master Business Plan • United Arab Emirates Military Museum,Abu Dhabi: Exhibition Content Development and Research • Bahrain National Monument, Bahrain, Institutional and Business Planning,Staff Recruitment and Training LordCreating Cultural Capital �CUIWRI Pemu�a • Sawai Man Singh Town Hall Museum,Jaipur, India:Concept and Facility Planning • Abu Dhabi Science and Technology Centre,Abu Dhabi, UAE:Concept and Facility Recommendations • South Street Seaport Museum, New York Collections Assessment Facilitation • Fort Worth Aviation Museum, Fort Worth,Texas, USA: Master Plan 2007 South Street Seaport Museum, New York Strategic Plan • United Arab Emirates Military Museum,Abu Dhabi, UAE: Master Plan • Pointe du Bois Generating Station(Manitoba Hydro), Manitoba,Canada Heritage Assessment • Archives of Ontario,Toronto,Canada: Update to 2005 Rate of Loss Research Paper • Atturaif Living Museum,Saudi Arabia: Education Program Planning • Canadian Music Hall of Fame, Toronto, Canada: Review of Client Revisions to 2005 Master Plan • Fort York,Toronto, Canada: Planning for a New Fort York Visitor Centre • Museum of Islamic Art, Doha, Qatar:Site Master Plan • Military,Science/Technology and Oil/Gas Museums,Abu Dhabi, United Arab Emirates: Comparables and Collection Analysis • Atturaif Living Museum,Saudi Arabia: Museum,Site and Master Planning Services • Manitouwadge Archival and Historical Society,Ontario,Canada: Concept Visioning • American Revolution Center at Valley Forge, Pennsylvania, USA: Business Planning • Military Museum of South Florida, Miami: Feasibility Study • Bangkok Art and Culture Centre,Thailand: Facility and Operations Planning • National Sailing Hall of Fame,Annapolis, Maryland, USA: Concept Visioning and Review of Market Study 2006 Sheikh Zayed National Museum and Maritime Museum,Saadiyat Island Cultural District,Abu Dhabi, UAE: Master Plans • New Mexico Museum of Military History, Rio Rancho, New Mexico:Collections Analysis, Interpretive Planning, Facility Planning • Financial Museum and Art Centre, Bank Negara Malaysia, Kuala Lumpur: Business Plan • Casa Loma,Toronto,Canada: Day Visitor Concept Planning • West Kowloon Cultural District, Hong Kong: Financial Advisor for New Museum at West Kowloon Cultural District • Friends of Grain Elevators,Thunder Bay,Ontario,Canada: Feasibility Study fora New National Grain Industry Activity Centre • Cincinnati Museum Center,Cincinnati,Ohio: Master Plan • Malay Heritage Centre,Singapore: Business Planning • Proposed Cultural Attraction at Marina Bay Integrated Resort,Singapore: Operations Plan • Africville Interpretive Centre, Halifax, Nova Scotia:Concept Development 2005 Singapore Army Museum,Singapore: Museum Concept Development LordCreating Cultural Capital !•CUIWRI Penu�a • Historic Cobalt Mining Camp, Cob aIt,Ontario: Interpretive and Implementation Planning • Great Lakes Wetland Centre(Second Marsh) Oshawa,Ontario: Business Planning • Miami Museum of Science and Planetarium, Miami, Florida: Business Planning for Expansion/Relocation • Archives of Ontario,Toronto: International Survey of Government Archives • University of Manitoba,Winnipeg: Interpretive Planning and Curatorial/Research Coordination for Glenlea Farm Education Centre • Alberta College of Art and Design,Calgary:Concept Development for Art Gallery/Design Centre • Wings of Liberty Military Museum, Fort Campbell, Kentucky: Business Planning • Parks Canada Discovery Centre,Toronto: Market Analysis • Canadian Music Hall of Fame, Toronto: Master Plan • Canadian Museum for Human Rights,Winnipeg: Update to Business Plan • National Gallery of Aboriginal Art,Vancouver: Feasibility Study • Utah Museum of Natural History,Salt Lake City: Business Planning for Expansion/Relocation • Museum of African American Music, Newark, New Jersey, USA: Business Planning • Bethel Woods Center forthe Arts, Bethel, New York, USA: Feasibility Analysis for Woodstock Visitor and Nature Center • Calgary Museum of Modern Art,Alberta,Canada: Master Plan • Indianapolis Museum of Art, Indiana, USA: Post-Expansion Business Planning • City of Norfolk/Chrysler Museum of Art, Norfolk, Virginia, USA: Concept Development and Marketing Study for Proposed Norfolk History Museum • Markham Museum and Historic Village, Markham,Ontario,Canada: Brochure Design, Public Consultation • Modesto Agricultural Pavilion Learning Center, Modesto,California, USA: Feasibility Study, Business Plan 2004 World Trade Center, New York: Institutional Collections Strategy for Interpretive Memorial Museum • Roseville Electric and Environmental Utilities, Roseville,California, USA: Master Plan for New Utility Education Center • Kirtland Temple Interpretive Center, Kirtland,Ohio, USA: Interpretive Planning • Exporail, The Canadian Railway Museum, Delson/St.Constant(Montreal), Quebec,Canada: Independent Review of Collections and Operations • Fort Worth Museum of Science and History, Fort Worth,Texas, USA: Strategic Planning • The Calder Art Museum, Philadelphia, USA: Feasibility Study • Casa Loma,Toronto,Canada:Comparables Research • The Bay Center,San Francisco, USA: Market Analysis • Creative Spirit Art Centre,Toronto,Canada: Feasibility Study • Markham Museum and Historic Village, Markham,Ontario,Canada: Master Plan • Markham Museum and Historic Village, Markham,Ontario,Canada:Ward Transportation Exhibit Building Evaluation and Design • National Engineering Museum, Fredericton, New Brunswick,Canada: Feasibility Study LordCreating Cultural Capital �Cuwim Pemwmc • National Palace Museum,Taiwan: Master Plan for New Southern Branch 2003 Eastern North Carolina Regional Science Center,Greenville: Feasibility Study • Olana State Historic Site, Hudson, New York: Business Plan • Vizcaya Museum and Gardens, Miami, Florida, USA: Master Plan • Woolaroc Ranch,Oklahoma, USA:Strategic Plan • Qatar Science Center, Doha, Qatar: Feasibility Study • Martinsburg Roundhouse, Martinsburg, West Virginia, USA: Potential Use Assessment • Fort Douglas Military Museum,Salt Lake City, Utah, USA: Collections Analysis • Moncton Museum/Transportation Discovery Centre, Moncton, New Brunswick, Canada: Feasibility Study • Museum of American Presidents, Knoxville,Tennessee, USA: Feasibility Study • Great Blacks in Wax,Tampa, Florida, USA: Feasibility Study • Winnie-the-Pooh Museum,Winnipeg,Canada: Master Plan • Southeast Missouri State University Museum,Cape Girardeau, Missouri, USA: Curatorial Coordination, Exhibition Development • Burpee Museum of Natural History, Rockford, Illinois, USA: Post-Addition Attendance and Revenue Impact Study • City of Toronto,Canada:Waterfront Museum Strategy Feasibility Study • Midway Village and Museum Center, Rockford, Illinois, USA: Master Plan 2002 Fairbanks Museum and Planetarium,St.Johnsbury,Vermont, USA:Strategic Master Plan • Cincinnati Museum Center,Cincinnati,Ohio, USA:Collection Development Strategy • National Museum of the US Army, Fort Belvoir,Virginia, USA: Museum Concept Development • Tustin Blimp Hangar,Tustin,California, USA: Feasibility Study • Fulton County Aviation Museum, Atlanta,Georgia, USA: Feasibility Study • Genesee Country Village and Museum, Mumford, New York:Strategic Master Plan • Mail, Rail and Retail Travelling Exhibition, Canada: Curatorial Coordination • Western Reserve Historical Society,Cleveland,Ohio, USA: Functional Strategy • National D-Day Museum, New Orleans, Louisiana, USA: Master Plan • University of Waterloo,Waterloo,Canada:Cultural Tourism Essays • Royal Ontario Museum,Toronto,Canada: Exhibition Cost Comparison Survey • Wing Luke Asian Museum,Seattle,Washington, USA: Business Plan 2001 Canadian Museum for Human Rights,Winnipeg,Canada: Master Plan • Southeast Missouri State University Museum,Cape Girardeau, Missouri, USA: Master Plan • Buffalo and Erie County Historical Society, Buffalo, New York, USA: Strategic Master Plan • L€o B. LeBlanc Gallery of Acadian Folk Art, New Brunswick,Canada: Feasibility Study • National Veterans Museum,Washington, DC, USA: Master Plan • Museum of the City of New York, USA: Business Plan LordCreating Cultural Capital �CUIWRI Pemu�a • Town of Kansas Urban Archaeological Park, Kansas City, Missouri, USA: Feasibility Study • Culture Division,City of Toronto,Ontario:Waterfront Museum Initial Concept • Workers'Arts and Heritage Centre, Hamilton,Ontario: Financial Sustainability Study • York County Culture and Heritage Commission,South Carolina, USA: Cultural Resource Master Plan • National Infantry Museum,Columbus,Georgia, USA: Master Plan • Ohio University, Athens,Ohio, USA: Programmatic Strategic Plan • Onondaga Historical Association,Syracuse, New York, USA:Strategic Plan • Brooklyn Children's Museum, Brooklyn, New York, USA: Business Plan 2000 Maritime Heritage Foundation,Seattle,Washington, USA: Facility Integration Study • Peabody Essex Museum,Salem, Massachusetts, USA: Market Research and Analysis • Adriaen's Landing, Hartford,Connecticut, USA: Analysis of Potential Museum Concepts • Great Lakes Maritime Heritage Centre, Kingston,Ontario,Canada: Interpretive Plan • The Mariners' Museum, Newport News,Virginia, USA: Feasibility Study • Naples Botanical Garden, Naples, Florida, USA: Master Plan • Dahesh Museum, New York, New York, USA: Feasibility Study • The Manual of Museum Exhibitions, Project Coordinator and Contributor LordCreating Cultural Capital ��wrm neveii�me JOY BAILEY BRYANT PRINCIPAL CONSULTANT Education Master of Arts, Arts Management, American University, 2004 • B. Sc., Public Relations, Minor in Theatre and Visual Arts, Florida A&M University, 1995-99 Certifications Certified Interpretive Planner, National Association for Interpretation, 2011 Experience Senior Consultant, Lord Cultural Resources, New York City, 2007-2011 • Project Director, Albany Civil Rights Experience, Albany, Georgia, 2007-2008 • Research Consultant, Lord Cultural Resources Planning& Management Inc., Washington, DC, 2002 • Program Assistant, Institute of Museum and Library Services, 2000-01 • Public Relations and Exhibitions Manager, APEX (African American Panoramic Experience) Museum, Atlanta,1999 • Public Relations Intern, Foster-Tanner Fine Arts Gallery, Tallahassee, 1997-99 • Museum Education Intern, Museum of Florida History, Tallahassee, 1998 Museum Interpreter, Ivan Allen,Jr. Braves Museum at Turner Field, Atlanta, 1997-99 "Joy in the Morning," Gospel Show Disc Jockey, WAMF Radio Announcer, Florida A&M University,1995-98 • Video Logger, Seven Network Australia, 1996 Atlanta Olympic Games Publications Who are Our Visitors, in The Manual of Museum Planning 3rd Edition, Altamira Press, 2012 Public Diversity and Inclusion: Building a Sustainable Model, American Association of Speaking Museums 2012 • "But Will They Come: Building a Community Engagement Process That Works," American Association of Museums Webinar, February 2011. • "Passing the Torch Without Dousing the Flame," Association of African American Museums (AAAM), Session Moderator, 2010 • "Moving In from the Margins: Ethnically-Focused Museums Remaining Relevant in the 21st Century," American Association of Museums, Session Moderator, 2008. • "Politics in the Museum." Association of African American Museums (AAAM), Session Chair, 2009. • "Tools to Know and Build Culturally Diverse Museum Audiences," Association of Children's Museums (ACM), New Orleans, 2004; Smithsonian Institution Affiliations National Conference, Washington, D.C., 2003 & 2004. • Presenter, Association of African American Museums (AAAM), 2009, 2008, 2007, 2006, 2005, 2004 • Presenter, American Association of Museums (AAM), 2010, 2008, 2007 • Speaker, Hugo Newman School, New York, 2009; Riverside Church, New York, LordCreating Cultural Capital Cultural Resources 2008; Olivet Baptist Church, Atlanta, Georgia, 2003 Associations & Board Member, Association of African American Museums, 2010- 2012; 2006- Memberships 09 • Program Chair, Committee for Audience Research and Evaluation (CARE), American Association of Museums (AAM) • New York Chapter, National Urban League • North Manhattan Alumnae Chapter, Delta Sigma Theta Sorority, Inc. • FAMU National Alumni Association • Gold Award Alliance, Girl Scouts of America Selected Project Experience 2014 Iowa Department of Cultural Affairs, Statewide Community Engagement, Des Moines • Studio Museum in Harlem, Institutional Planning, New York • Rosa Parks Museum, Business Plan, Montgomery, Alabama • DuSable Museum of African American History, Cohesive Campus Strategy, Chicago • Schomburg Center for Research in Black Culture, State of Black Collections Conference, New York 2013 Houston Parks Department, Memorial Park, Public Education and Engagement and Market Analysis, Texas • Tennessee State Museum, Master Plan, Nashville, Tennessee • Chattanooga Public Library, Eastgate Branch Public Engagement, Tennessee • City of Sugar Land, Cultural Plan, Texas • Old South Baton Rouge Cultural Placemaking and Planning, Baton Rouge, Louisiana 2012 City of Chicago, 2012 Cultural Plan, Public Engagement • National Urban League, Project Home, Concept Development and Preliminary Business Plan • Studio Museum in Harlem, Program Assessment • Fort Monroe, Virginia Interpretive and Program Plan • Concept Development, National Urban League • National Museum of African American History and Culture, Resource Center Liberation War Museum, Dhaka, Bangladesh, Interpretive Plan National Civil Rights Museum, Communications Plan 2011 National Museum of African American History and Culture, Explore More Children's Learning Space, Program Development, Washington, DC • City of Richardson, Cultural Arts Master Plan, Texas • Mississippi Civil Rights Museum, Program Facility Verification, Jackson • Emily E. Clyburn Archives, South Carolina State University, Research Program Archives Master Plan • Save Ellis Island, Ellis Island Institute Market Study, New York • U.S. National Slavery Museum, Richmond, Institutional Visioning LordCreating Cultural Capital Cultural Resources • Brooklyn Historical Society/Weeksville Heritage Center/ Irondale Ensemble, Interpretive Plan for In Pursuit of Freedom • Smithsonian National Museum of Natural History, Learning Center, Master Plan, Interpretive Plan 2010 Erie Canal Harbor Development, Buffalo Canalside Development, Public Engagement, New York • Prince George's African American Museum and Cultural Center, Maryland, Program Development, Concept Refinement and Business Planning Study • City of Decatur, Georgia, Master Plan for the Beacon School City of Decatur, Georgia, Cultural Arts Master Plan • Longwood Gardens, Interpretive and Heritage Master Plan, Kennett Square, Pennsylvania 2009 King Abdul-Aziz Center for Knowledge and Culture, Dharan, Saudi Arabia, Program Plan • Malcolm X & Dr. Betty Shabazz Memorial and Educational Center, Strategic Plan, New York • Schomburg Center for Research in Black Culture, New York, Strategic Vision and Charrette 2008 National Museum of African American History and Culture,Washington, DC. In Association with The Freelon Group Architects; Davis, Brody, Bond, Aedas; and Amaze Design. Pre-Design Master Facilities Program • National Museum of the U.S. Army, Program Seminar • National Civil Rights Museum, Memphis, Exhibition/Architectural Design Team Selection Advisor • United States Library of Congress, Feasibility Study and Business Plan for a Center of Education, Washington, DC 2007 Albany Civil Rights Movement Museum, Project Director, Albany, Georgia 2006 Reginald F. Lewis Museum of Maryland African American History and Culture, Strategic Plan, Baltimore • National Civil Rights Museum, Memphis, Campus Facility Needs Assessment • Har-Ber Village Museum, Grove, Oklahoma, Strategic Plan • City of Natchez, Mississippi, Cultural Needs Assessment and Concept Development, Natchez • Michael C. Carlos Museum at Emory University, Concept Development, Atlanta, Georgia 2005 Project Manager, World Trade Center Memorial Center, Institutional Plan, New York • Museum of African American Music, Art and Culture, Facilities Plan, Nashville • Museum of African American Music, Business Plan, Newark • Kirtland Temple Visitor Center, Exhibition Development, Kirtland, Ohio 2004 Project Coordinator, Virginia Key Beach Park Trust, Comprehensive Master Pion, Miami LordCreating Cultural Capital Cultural Resources • Client Liaison, Malay Heritage Centre, Exhibition Development, Singapore • Market Analysis, Chicago Botanic Garden, Branding and Positioning Strategy, Glencoe, Illinois • Research Consultant, Museum of the African Diaspora, Exhibition Development, San Francisco 2003 Project Coordinator, Knoxville Cultural Heritage Tourism Initiative Knoxville, Tennessee • Research Consultant, Little White House Historic Site, Exhibit Design, Warm Springs, Georgia • Research Consultant, Arts and Sciences Council Charlotte- Mecklenburg, Master Plan, Charlotte, North Carolina • Consultant, National Museum of the US Army, Master Plan, Washington D.C. • Research Consultant, Kickapoo Valley Reserve, Concept Development, Kickapoo, Wisconsin • Research Consultant, Smithsonian Affiliates Cultural Alliances Initiative, Washington, DC • Research Consultant, Princeton University Art Museum, Master Plan, Princeton, New Jersey 2002 Consultant, Fulton County Aviation Museum, Feasibility Study, Atlanta, Georgia LordCreating Cultural Capital Cultural Resources PRIYA SIRCAR SENIOR CONSULTANT Languages English, Basic French and Basic Bengali Education Master of Arts in Arts Administration, Columbia University, New York, New York, 2011 • Bachelor of Arts in Plan II Honors, The University of Texas, Austin, Texas, 2000 Experience Senior Consultant, Lord Cultural Resources, 2014 - Present • Consultant, Lord Cultural Resources, 2011 - 2014 • Research Assistant, Lord Cultural Resources, 2010-11 • Researcher, Research Center for Arts&Culture, New York, New York, 2009-10 • Program Manager, Public Health, LIVESTRONG, Austin, Texas, 2002-05 • Development Associate, Lance Armstrong Foundation, Austin,Texas, 2000-02 • Dance Instructor, Latinas Unidas Per EI Arte, Austin, Texas, 2008-09 • Owner/Designer, Plum Dandy, Austin, Texas, 2006-09 • Producer, Teacup Pict-o-Films, Austin,Texas, 2005-09 • Founder/Director/Producer/Choreographer/Dancer, Soma Dance Ensemble, Austin, Texas, 1999-04 Project The Schomburg Center for Research in Black Culture, New York Public Library, Experience State of Black Collections Conference, 2014-ongoing • The Contemporary Austin, Laguna Gloria Master Plan, 2014-ongoing • Art League Houston, Strategic Plan, 2014-ongoing • Memorial Park Conservancy, Public Input and Market Study for a Master Plan, Houston, TX, 2013-ongoing • American University of Beirut, Master Plan for an Arts Center and Museum, Lebanon, 2013-14 • Anime Museum, Master Plan, Osaka, Japan, 2013-14 • Columbus Museum, Strategic Plan, Columbus, GA, 2013-14 • Norfolk Botanical Garden, Strategic Plan, Norfolk,VA, 2013-14 • Arts Council of Greater Baton Rouge, Baton Rouge, Louisiana, Cultural Placemaking and Planning Services for Old South Baton Rouge, 2013 • Fort Monroe Master Plan, Fort Monroe, Virginia, 2011-13 • Salt Lake County Independent Film Archives Study, Salt Lake City, Utah, 2012- 13 • National Hispanic Cultural Center, Albuquerque, New Mexico, Project Implementation Plan for Strategic Planning, 2013 • Linda Pace Foundation, San Antonio, Texas, Artist Residency Program Evaluation for Artpace, 2013 • Boston Jewish Film Festival, Boston, Massachusetts, Strategic Plan, 2012-13 • City of Sugar Land, Texas, Cultural Arts Strategic Plan and Implementation Guide 2012-13 LordCreating Cultural Capital Cultural Resources • The Priddy Foundation, Wichita Falls, Texas, Arts and Culture Plan for Wichita Falls, 2012-13 • Wind River Virtual Museum, Riverton, Wyoming, Virtual Museum Website and Documentary Film, 2011-13 • City of Chicago, Cultural Plan, 2012 • Corcoran Gallery&College of Art and Design, Washington, D.C., 2010-11 • City Arts Center, Oklahoma City, OK, Master Plan, 2010-11 • Columbia, Maryland, Downtown Columbia Cultural Plan, 2008-11 • Luminato Festival, Toronto, Canada, Strategic Plan, 2011 • Longwood Gardens, Philadelphia, PA, Master Plan, 2008-10 • Fort Worth Museum of Science and History, Fort Worth, Texas, Strategic Plan, 2011-12 • National Museum of the American Latino, Washington, D.C., Facilities and Collections Planning, 2010 • National Museum of African American History and Culture (NMAAHC), Washington, D.C., In association with Ralph Applebaum Associates, Exhibition Planning, 2011 • American Revolution Center, Valley Forge, PA, Positioning Strategy, 2011 • The Blanton Museum of Art at The University of Texas, Austin, Texas, Branding, Positioning and Program Strategy, 2011-ongoing • Save Ellis Island, Ellis Island Institute, Market Study, New York, 2011 Speaking "Right-size to Catalyze: Balancing Authenticity to Inspire and Empower", Engagements Association of Performing Arts Presenters (APAP) NYC 2014 annual & Publications conference • "Outside the Box: Pushing Boundaries of Performance and Performing Spaces", World Architecture Day 2013 • "Beyond Funding: Foundations as Cultural Planners", Cultural Capital, Fall 2013 • Guest author, "You Need to be an Arts Advocate," ARTSBIog, October 2010 • Poetry in Link magazine and The Undecided • Features and film reviews in The Daily Texan Volunteer Co-Chair, Alumni Committee, Arts Administration Program, Columbia Activities University • Advisor, Asian American Arts Alliance • Advisor& Strategic Plan Facilitator, Billy & Company • President, Student Advocates for the Arts (SAA), Columbia University • Assistant Director of Guest Relations, Cinematexas Film Festival • College Bound volunteer • AIDS Outreach of Arlington • Arlington Memorial Hospital Auxiliary • Arlington Public Library volunteer Awards & Winner (with SAA), Over-18 division, Americans for the Arts National "Why Scholarships Arts Matter" Video Contest 2010 • Recipient (with SAA) of Columbia University's President and Provost's grant, Spring 2011 • Recipient (with SAA) of Teachers College Student Senate grant, Spring 2011 LordCreating Cultural Capital Cultural Resources • Two-time grant recipient (with dance troupe) of City of Austin cultural arts funding • Official Selection, SXSW Film Festival 2010 Lone Star Shorts program • Official Selection, Action on Film Festival 2008 • Official Selection, Dragon`Con Film Festival 2008 • Official Selection, Temecula Valley International Film and Music Festival 2008 • Official Selection, SXSW Film Festival 2007 Lone Star Shorts program • Best Documentary Short, SXSWclick 2006 online film festival • Plan II scholarship to study abroad at Oxford University • National Merit scholarship • UT-Austin Dedman scholarship LordCreating Cultural Capital Cultural Resources µ r f,! , r •.tom n o0 } f .^'UV, L I; f ` MA ft -. It Dubuque Town Clock , with Courthouse,Richie ys Y ',:�•F, a �'- Diesterheft,www.flick.com � „-�ill��r��'��.�•:, �r � � y,- •1 I.el•e��.i r�r.irv4xrl IMeNyw r Fees an � �. '! � ccs_ � 'WL-..Y__• .•. .. Compensat *ion Cultural 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 7w� � 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) _ Total �� 5 $2,760 i $420 $625 $600 $965 ik $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