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HomeMy WebLinkAboutAG RPTS 2019 0521 AC REG FoQ-'moi 117r4pgrao P , v CITY OF MOORPARK ..7VVI PARKS,RECREATION&COMMUNITY SERVICES DEPT 1799 Moorpark Avenue,Moorpark,CA 93021 p4o� , Main City Phone Number(805)517-6200 I Fax(805)532-2550 I moorpark@moorparkca.gov A4Teu .0%-4 ARTS 0%- ARTS COMMISSION MEETING AGENDA May 21, 2019 6:00 p.m. Moorpark Community Center 799 Moorpark Avenue 1. CALL TO ORDER: 2. PLEDGE OF ALLEGIANCE: 3. ROLL CALL: 4. SPECIAL AGENDA ITEMS: 5. PUBLIC COMMENTS: 6. REORDERING OF, AND ADDITIONS TO, THE AGENDA: (Items to be pulled from the Consent Calendar shall be identified under this section) 7. ANNOUNCEMENTS, FUTURE AGENDA ITEMS AND REPORTS ON MEETINGS/CONFERENCES ATTENDED BY COMMISSIONERS: 8. PRESENTATIONS/ACTION/DISCUSSION: A. Consider Consultant for Development of Arts Master Plan. Staff Recommendation: Select Arts Orange County as the recommended consultant for development of an Arts Master Plan and forward recommendation to City Council for consideration. (Staff: Chris Ball) 9. CONSENT CALENDAR: A. Approval of Minutes of the Arts Commission's Regular Meeting of February 19, 2019. Staff Recommendation: Approve as presented. 10. ADJOURNMENT: Posted: May 17, 2019 / �P"berly Se �o , dministrative Assistant JANICE S.PARVIN CHRIS ENEGREN ROSEANN MIKOS,Ph.D DAVID POLLOCK KEN SIMONS Mayor Councilmember Councilmember Councilmember Councilmember Arts Commission Meeting May 21, 2019 Page 2 All writings and documents provided to the majority of the Commission regarding all agenda items are available for public inspection at the City Hall public counter located at 799 Moorpark Avenue during regular business hours. The agenda packet for all regular Commission meetings is also available on the City's website at www.moorparkca.qov. Any member of the public may address the Commission during the Public Comments portion of the Agenda, unless it is a Discussion item. Speakers who wish to address the Commission concerning a Discussion item must do so during the Discussion portion of the Agenda for that item. Speaker cards must be received by the Recording Secretary for Public Comment prior to the beginning of the Public Comments portion of the meeting; and for a Discussion item, prior to the Chair's call for speaker cards for each Discussion agenda item. A limitation of three minutes shall be imposed upon each Public Comment and Discussion item speaker. Written Statement Cards may be submitted in lieu of speaking orally for Discussion items. Any questions concerning any agenda item may be directed to the Parks, Recreation&Community Services Department at 517-6227. In compliance with the Americans with Disabilities Act, if you need special assistance to review an agenda or participate in this meeting, including auxiliary aids or services, please contact the Parks, Recreation & Community Services Department at (805) 517-6227. Upon request, the agenda can be made available in appropriate alternative formats to persons with a disability. Any request for disability-related modification or accommodation should be made at least 48 hours prior to the scheduled meeting to assist the City staff in assuring reasonable arrangements can be made to provide accessibility to the meeting (28 CFR 35.102-35.104;ADA Title II). Arts Commission Meeting May 21, 2019 Page 3 City of Moorpark ) County of Ventura ) ss. State of California ) I, Kimberly Sexton, Administrative Assistant of the City of Moorpark, County of Ventura, State of California, do hereby certify under penalty of perjury that I posted a copy of the agenda for the meeting of the Arts Commission, scheduled for May 21, 2019. Executed this 17th day of May 2019, at Moorpark, California. ✓ Ll berly Se orr' dministratrve Assistant Parks, Recreation & Community Services Department Item: 8.A. CITY OF MOORPARK MOORPARK ARTS COMMISSION AGENDA REPORT TO: Moorpark Arts Commission FROM: Jessica Sandifer, Community Services Manager BY: Chris Ball, Management Analyst DATE: 05/21/2019 Regular Meeting SUBJECT: Consider Consultant for Development of Arts Master Plan BACKGROUND AND DISCUSSION On June 20, 2018 the Moorpark City Council approved the Operating and Capital Improvement Budget for Fiscal Year 2018/2019. The budget includes investments in long-term planning relative to a number of initiatives facing the City, including the development of an Arts Master Plan (Master Plan). The goal of the Master Plan is to establish a communitywide vision for the City's public art program and to establish feasible priorities and programs that will serve to guide public and private efforts over the next ten years. A key aspect of the development of the Master Plan will be to evaluate the community's attitudes and interests regarding art. This will include input from the Arts Commission, City Council, staff and stakeholders throughout the community. To guide this process, and the preparation of the Arts Master Plan, the City intends to bring in a qualified consultant with arts master planning experience and an understanding of the best practices in the public art arena. In August of 2018 the Arts Commission created an Ad Hoc Committee, consisting of Commissioner Blaugrund and Commissioner Roullard, to participate in the selection of the Master Plan consultant. In February of 2019 the Arts Commission reviewed the Request for Proposals (RFP) for arts master plan consulting services, and it was subsequently approved by City Council. The RFP was released March 8, 2019, with a closing date of April 12, 2019. Responsive proposals were received from two consulting groups: Arts Orange County (Arts OC) and The Cultural Planning Group (CPG). The review committee, consisting of staff and the Ad Hoc Committee, ranked the proposals according to the criteria noted in the RFP, which include: • Qualifications and experience • Thoroughness of response, approach to providing sound services, and ability to provide services to meet objectives • Strength of examples of previous projects (with emphasis on projects of similar scope and scale to Moorpark) • Cost The RFP did not provide a budget for the project, but instead asked proposers to provide a not to exceed price to meet the scope of work. The proposed costs were as follows: • Arts OC $39,000 • CPG $112,865 In reviewing the proposal details, much of the cost differential can be attributed to CPG's higher hourly rate ($175/hr for CPG vs. $125/hr for Arts OC) and travel costs of $20,850 for personnel flying in from out of the area. The proposals from both organizations are included as Attachments 1 and 2. After careful consideration by the review committee, the proposal presented by Arts OC was ranked as the top proposal. Although both firms possess excellent qualifications and experience, Arts OC stood out in terms of project approach, strength of the submitted examples of prior work, and cost. Arts OC has a strong background in providing arts related programs and cultural planning services to public agencies in the Southern California area. Although based in Orange County, the project team proposed by Arts OC includes a well-regarded Ventura County based arts consultant / facilitator who will be a key project leader. The project team also includes an experienced diversity specialist to guide outreach efforts to the Hispanic community. The methodology proposed by Arts OC to develop the Master Plan includes numerous stakeholder interviews and community forums to assess the current status of the arts and culture community in Moorpark and collect input regarding public interest in and opinions about arts and culture programs and services in the City. A bilingual online survey will also be employed to collect community input. On May 10, 2019 staff interviewed the principal project coordinators for Arts OC to review details of the proposal and confirm the understanding of the project deliverables. Staff and the Ad Hoc Committee agree that Arts OC possesses qualifications and experience needed to complete this work and is recommending that the Arts Commission select Arts OC as the consultant for development of the Arts Master Plan. FISCAL IMPACT The Fiscal Year 2019/20 budget includes $30,000 to complete the Arts Master Plan. Arts OC's not-to-exceed cost is $39,000. With the addition of a standard 15% contingency, the total contract cost would be $44,850. A Budget Amendment would be required to allocate the additional $14,850 for the project. Funding for the Arts Master Plan would come from the Art In Public Places Fund, which is funded entirely by fees paid by developers. STAFF RECOMMENDATION Select Arts Orange County as the recommended consultant for development of an Arts Master Plan and forward recommendation to City Council for consideration. Attachments 1) Arts Orange County Proposal 2) The Cultural Planning Group Proposal Attachment 1 Proposal to QPPK CqC/c % 0•41 ro / 9 Z � � 9 QO'4TFo JVD{ CITY OF MOORPARK Arts Master Plan 4 • . s �=wr f * to ,, Tip," "We Are One Family"by John Fisher at the Ruben Castro Human Services Center in Moorpark Submitted by ArlitS ORANGE COUNTY Arts Orange County - 17620 Fitch Avenue - Suite 255 - Irvine CA 92614—714.556.5160 x17 April 12, 2019 1 Contents Cover Letter 3 4 Background and Project Summary Methodology 5-7 Anticipated Work Schedule 8-9 Staffing 10-12 13-16 Qualifications and References Fee Proposal 17 .. ei4 .., . ..4 w , 1 'fr:, 0,9. .' ...,,oviii, ,.,, t ' t' ..... r""' J,.A .. 4, ,.‘ 4. . ' .,'. - ,o,',1,44.;,'"'...* Ale• Kf ,.4-..0,/,;:".,..;./s i{ Singing at Moorpark College 2 AI1LS • 17620 Fitch Avenue,Suite 255, Irvine, CA 92614-6081 714.556.5160 I FAX 714.556.5099 ORANGE COUNTY www.ArtsOC.org I www.SparkOC.com April 12, 2019 TO: City of Moorpark i Arts Orange County has engaged in cultural planning for the past twenty yearsserving clients statewide as well as in its home community of 3.2 million people. The ultimate success of a master arts and culture plan is the ability to transform dreams into reality, and Arts Orange County believes that the route to accomplishing this is not a straight line that only collects and reports back community input. It is a process that also demands the skillful synthesis of early findings to determine where consensus exists around certain goals, and to share this emerging vision with key decision-makers in order to test their feasibility and identify prospective champions. With a clear sense of true possibilities, the process can then move confidently to offer more idea-sharing opportunities while strengthening public will for the plan's desired outcomes. We believe it takes the right team of seasoned experts to accomplish this. Ours includes a nationally-known arts leader and a former city mayor who worked together to create one of the premier models of public/private partnership for the arts in Laguna Beach, one of California's foremost experts in public art policy and management, one of Ventura County's most-respected consultants in the area of arts, economic and community development, and a nationally-known leader in advancing Latino arts and culture. Together, we represent many years of knowledge and experience, and will ensure that the strategies pursued in developing the plan are thoroughly inclusive, reflect innovative thinking, best practices in the field, and not only have the potential to succeed—but to be transformative. We are uniquely positioned to deliver to the City of Moorpark a plan well-suited for implementation by its Arts Commission because Arts Orange County is itself a local arts agency that has long been engaged in planning and managing these kinds of programs. We look forward to the opportunity to assist the City of Moorpark in achieving similar success through the development of this plan. Sincerely, r • Richard Stein President & CEO Background and Program Summary The City of Moorpark seeks to create its first Arts Master Plan "to establish a communitywide vision for the City's public art program, update existing policies and identify resources and partnerships to achieve that vision, and set feasible priorities and programs that align with the vision and will serve to guide public and private efforts over the next ten years." Arts Orange County is an experienced provider of comprehensive cultural planning services to municipalities, higher education and arts institutions. We offer the following expectations of success: ❖ Visionary—Our approach sparks a vigorous and creative exploration of options and opportunities unique to the City of Moorpark and culminates in a cohesive statement of ambitions, plans and timelines for action. Engaged Citizenry—Our approach emphasizes the engagement of Moorpark's diverse public in a dynamic process that fosters expansive thinking, inclusive dialogue and inspired decision-making. Emerging from this process should be a constituency for arts and culture with consensus as to its priorities and empowered for action. ❖ "First-steps"Guidance—Our approach is rooted in the belief that a completed plan, as thorough as it is in reflecting the community's desires, is worthless if it is only "received and filed" to sit on a shelf. In order to help ensure that its approved action steps are launched successfully, ArtsOC's checks in with the client community quarterly during the first year following approval of the plan, providing guidance in its implementation and monitoring progress toward the goals. t „„rt‘li gr t Auk 4111041 • • •IM SOU "Annie"at Moorpark's High Street Arts Center 4 Methodology for the City of Moorpark Arts Master Plan ArtsOC's approach is to be organic, grassroots and authentic to the history, dynamics and potential of the City of Moorpark. Our process endeavors to raise the temperature of Moorpark's arts & cultural ambition and capability by guiding a process that offers numerous opportunities for assessment, learning, sharing, ideating, prioritizing and organizing. ArtsOC sees its role as helping City of Moorpark togather the momentum necessary to achieve the goals and objectives arising from the development of its Arts Master Plan. ArtsOC deliverables include: Gathering Community Input and Collecting Data Hold monthly meetings (or conference calls) with the ad hoc Arts Master Plan Committee of the City of Moorpark Arts Commission to review project goals, ArtsOC's public engagement strategy, identify key stakeholders, brief the Committee on early findings and emerging recommendations, and seek the Committee's guidance and assistance in ensuring that the information is accurate and complete. Conduct one (1) Study Session with the City of Moorpark Arts Commission and City staff to conduct a needs assessment where we will review strengths, weaknesses, opportunities, and threats with regard to sustaining and growing a robust arts and culture community. ;. Jkfr p ' s * `+sem r•5a )` i 1 . :=, V.."�. ;tel + Pte'e ,s` fs '?"e"'..' r 4. .~'t-- ,, „ z s; stie ria- -r' ,.. "� ,,'".7--- .' Folklorico performance in Moorpark Conduct approximately 20 individual key stakeholder interviews, representing various constituencies, to collect input about their knowledge of, interest in and opinions about Moorpark's arts and culture. These individuals might include members of the City Council and City of Moorpark Arts Commission, the City Manager, and representatives of the Chamber of Commerce, Moorpark College, Moorpark Unified School District, and community organizations representing various constituencies. ➢ Conduct 4 community forums (one in each of the 4 newly-drawn City Council districts) open to the general public to collect input about their knowledge of, interest in and opinions about current and future arts and culture programs and services in the City. ArtsOC will conduct special outreach to underserved sectors of the community in order to ensure that their voices are heard and included, and where there is a large concentration of Spanish language speakers, provide bilingual facilitation. ➢ Conduct an online survey in English and in Spanish that is open to the public. City of Moorpark and key stakeholders will be asked to assist in promoting the online survey through their networks. WHAT Costa M IS YOUR ARTS & TAKE THE SURVEY CULTURE TOVOICE YOUR PRIORITY? OPINION ENGLISH SURVEY LINKS ESPANOL ENGUSH:surveymonkey.com/r/2ZKSLFL ❑f}` - ESPANOL surveymonkey.corn/r/B3NKB6F o.� ArtsOC collected community input for the City of Costa Mesa'arts plan. Among its tools were online surveys conducted in English and Spanish,and promoted widely. Report and Presentation ➢ Create a presentation and written report which includes such components as the following: ➢ The vision and aspirations of the community for the future of its arts and culture. ➢ An inventory of Moorpark's "creative sector." This inventory includes cultural assets such as arts organizations and venues, public art, arts education programs, individual artists, creative businesses and their economic impact, as well as anticipated changes in the asset base. Additionally, equal regard will be given to all creative disciplines as well as non-traditional and multi-ethnic arts. • Document all City of Moorpark plans (e.g. General Plan) that reference arts and culture and identify where alignment with such plans exist in the recommendations. 6 1 ➢ Provide recommended steps toward fulfilling the community's arts and culture goals, supported by examples of successes in other communities and best practices in the field. Provide a 10 year timeline of recommended action step implementation, including evaluation. Provide a 10 year budget estimation for action step implementation. ➢ Identify possible funding sources, public-private partnerships and other collaborations. ➢ Provide a historic timeline of Arts and Culture in City of Moorpark. Present Arts Master Plan to the City of Moorpark Arts Commission for review, approval and recommendation to City Council. ➢ Present Arts Master Plan to Moorpark City Council. First Steps Guidance Conduct quarterly check-in conference calls with City of Moorpark Arts Commission during first year following the presentation of the Arts Master Plan for purposes of monitoring progress and providing guidance on first steps in implementation. t ' ' „ d )4 , 1 % 0 . "v.. itil " . ,, j ' ' , ) . , t „....f *r ,4;iiZeT , . :**" ' * ''.',,n3-4''' 116, ii M Y <. 'i. / ' $ , 1 EL I Wini ! i Moorpark High School Marching Band 7 Anticipated Work Schedule July 2019 Contract executed, work begins ArtsOC meets with Arts Master Plan Committee to review project goals, scope of work, timeline ArtsOC begins surveying City's existing cultural assets ArtsOC begins research into history of City's arts & culture pertinent documents August ArtsOC conducts Study Session with Arts Commission and County Staff ArtsOC begins conducting individual interviews with key stakeholders ArtsOC drafts online survey and reviews it with Arts Master Plan Committee ArtsOC meets with Arts Master Plan Committee and provides update September Online survey goes live to the public ArtsOC begins conducting District forums October ArtsOC continues key stakeholder interviews ArtsOC meets with Arts Master Plan Committee and provides update November ArtsOC conducts final round of key stakeholder interviews and completes forums Online survey results are collected and analyzed ArtsOC conducts meeting with Arts Master Plan Committee, reviews survey results CONTINUED ON PAGE 9 4 , ,tF '' {'k def t t , ,-A-. ,r- '4,' " 1, t', { oi r at ' 44 ;14. �y N i4iotto' { 0 . ' $, Discovery Day, Moorpark College 8 December ArtsOC meets with Committee and provides update January 2020 ArtsOC presents Draft Plan to Arts Master Plan Committee, receives input, makes revisions February ArtsOC shares Revised Plan to Arts Master Plan Committee and conducts sample Arts Commission full presentation for input and revision March ArtsOC makes full Arts Master Plan presentation to City of Moorpark Arts Commission for review and approval April ArtsOC makes full Arts Master Plan presentation to Moorpark City Council AlliPW- {F nen k ""' ilit 4. a. '''''''' : ....N,;r:7,',41::(/*,'.4‘ : ..''' ..( ' 9 %.''''''s ''' — — ' :.. . { % ' 4 . ... .„4, . .. , . .. jor , ' 41.m r "Eyes on Freedom" 1 The Arts Orange County Consulting Team Richard Stein–Role in the Project: Project Manager and Team Leader Rick has been President & CEO of Arts Orange County (ArtsOC) for more than 10 years, and serves as lead consultant on all of its projects. He is acknowledged as one of t ... IC California's leading experts in local arts agencies, arts councils, and arts commissions. Cultural planning projects include: City of Costa Mesa Arts & Culture Master Plan, the City of Mission Viejo Cultural Arts Master Plan, City of Newport Beach Master Arts and “. Culture Plan, and the City of Irvine Arts in the Great Park. Additionally, he served on the , City of Santa Ana Arts and Culture Plan Steering Committee and authored a portion of ffi the first City of Laguna Beach Arts and Culture Master Plan more than 20 years ago. Public art consulting projects include: overseeing since 2013 the 14-acre City of Newport Beach Sculpture Exhibition in Civic Center Park—a program in which ten large scale sculptures are selected and installed on two-year loans. Rick has also been the lead consultant on the selection and installation of two large scale permanent commemorative public art projects: "Table of Dignity" (honoring Orange County agricultural workers) at the OC Fair& Event Center in Costa Mesa and "We Too Were Once Strangers" (honoring Santa Ana's Japanese-American agricultural heritage) on City of Santa Ana's bicycle trail on the corner of Sunflower Avenue and Flower Street. In 2019, ArtsOC was contracted by Jamboree Housing Corporation to manage the required public art component of their new affordable housing for military veterans in the City of Santa Ana, opening in 2020. Rick has served as a consultant (grant reviewer or peer review panelist)to the National Endowment for the Arts, California Arts Council, Western States Arts Federation, Los Angeles County Arts Commission, City of Los Angeles Department of Cultural Affairs, Riverside Arts Council, New England Foundation for the Arts, Fund for the Arts of Louisville, Kentucky, and the Connecticut Commission on the Arts. Rick has been one of Orange County's leading arts figures for over 30 years since his arrival in 1987 to serve as Managing Director of the Grove Shakespeare Festival in Garden Grove, which he led for three years, after which he transformed the Laguna Playhouse in Laguna Beach into a major resident professional theatre over the course of more than 17 years as its Executive Director. His early career also included serving as director of a university performing arts center, senior management positions in two major symphony orchestras, and chief executive of a small rural county arts council. Rick holds degrees from Columbia and Syracuse Universities, returned to Columbia for post-graduate study on a National Endowment for the Humanities summer fellowship, and was sent on a cultural exchange to South Korea by the International Theatre Institute. Rick is a past Chair of the John Wayne Airport Arts Commission (appointed by Orange County Supervisor Harriet Wieder), was appointed by the Laguna Beach City Council to its Village Entrance Task Force, served as President of the Laguna Beach Alliance for the Arts, and served for three terms as President of the Board of Californians for the Arts a statewide organization promoting the interests of the arts community. 10 Tracy Hudak—Role in the Project: Facilitator, Researcher, Writer Tracy Hudak is the founder and principal of CreativityWorks, a Ventura County- based think tank and consultancy firm specializing in the creative sector's role in economic and community development. She has over twenty years of experience in strengthening businesses and nonprofits through strategic planning, organizational development, finance management, fundraising, marketing, program design and evaluation. For the arts, she also consults on audience development, advocacy and policy. s • She represents Ventura County artists, cultural organizations and creative ' businesses as a member of the county's Economic Vitality Strategic Plan steering committee. Tracy served as the Arts Impact Director for downtown Oxnard, tasked with catalyzing arts activity in the area as an economic and community development strategy, and as Executive Director for the Bell Arts Factory in Ventura. In Ojai, she produced Togetherness Village as part of the Thomas Fire Remembrance Concert as well as Lit Crawl for the Ojai Wordfest, and she serves on the TO Arts advisory board in Thousand Oaks. In 2016, she was the keynote speaker for the San Luis Obispo Creative Economy Forum and her writing on the creative sector has been featured in the Pacific Coast Business Times, the CA Forward blog, KCET Artbound, and local publications. Tracy is also a painter and a theater artist. She and her family have lived in Ventura County since 2006. Patricia Gomez—Role in the Project: Public Art Policies& Procedures Specialist Pat has over 15 years service in public art management for government agencies, recently transitioning as a consultant utilizing her past experience as staff manager for specialized programs and general project management. As a former Creative Services Manager for the Los Angeles County Metropolitan Transportation Authority, Pat oversaw the identification and placement of public art at rail and bus stations. Among other projects, she oversaw the artist identification and placement for the Crenshaw/LAX Corridor currently under construction. She served 11 years as the Arts Manager for the City of Los Angeles Department of Cultural Affairs (Public Art Division) responsible for the Arts Development Fee (Private Percent for Art), City Art Collection, and Murals Programs. Pat's expertise extends to arts programming in other capacities, as she was the former President of the Board of Directors of Newtown Pasadena, an artist-run group presenting temporary experimental or cross-genre art in public places. She also formerly served as a Board Member of the Foundation for Arts Resources (FAR) where she served as Chairman of the Board of Directors. During her tenure with FAR, she was involved as a curator and coordinator of major temporary art happenings transforming non-traditional sites in order to present innovative visual, performing and media arts. 11 I Pat was formerly the Associate Director for Self-Help Graphics&Art, a ground breaking community art center located in the heart of East L.A. She was the initial Director of the Huntington Beach Art Center's store, where she featured artist-made books and usable objects, also serving as the Special Events Director initiating a spoken-word series and Day of the Dead Celebration. A visual artist working primarily in assemblage and installation based approaches, she is included in the U. of Arizona and Smithsonian publication "Contemporary Chicana and Chicano Artists", and the Bilingual Press "Chicano Art for our Millennium" publication. Paul Freeman—Role in the Project:Economic& Community Development Specialist A former two-term Mayor of Laguna Beach who served eight years on its City Council, Paul led the effort 19 years ago to create that city's business improvement Niit'sld district that generates over$2 million annually to support tourism and the arts. He served for 15 years as head of public affairs for C.J. Segerstrom & Sons, a real estate ,! ; developer, which owns and operates one of the nation's largest and most successful 1 4 , retail shopping centers, South Coast Plaza. Previously, he served for 8 years as leg fislative aide and advisor to U.S. Senator Gary Hart in Washington, D.C. His consulting clients have included government (U.S. Agency for International Development), education (University of California), and business (PacifiCare Health Systems), as well as arts organizations (Orange County Museum of Art, Laguna Art Museum). Paul is a graduate of the University of Virginia. Stop, Go, Murder, his first novel, is now available in.selected bookstores. Victor Payan—Role in the Project:Diversity Specialist Victor Payan is an award-winning artist, arts administrator and consultant who ` organizes public events that promote tolerance, understanding and community - ' empowerment. He served as Director of Programs for the National Association of Latino Arts and Culture (NALAC), as Latino Audience Engagement Specialist for the Bowers Museum in Santa Ana, and as Diversity Consultant for the statewide California Presenters. Victor is Founding Director of Media Arts Santa Ana (MASA) and Co-Founder of the OC Film Fiesta multicultural film festival. He served as Co-Director of the CineFestival en San Antonio Latino film festival. He also served as Co-Chair of the Media Arts Committee for Luminaria, San Antonio's citywide arts festival, and as a grant panelist for the San Antonio Artists Foundation, the Los Angeles County Arts Commission and the City of Los Angeles Department of Cultural Affairs. His work in media includes serving as Associate Producer for the national PBS documentary series The U.S.-Mexican War: 1846-1848 and The Border. He has worked with organizations such as Orange County Children's Therapeutic Arts Center and Latino Health Access. Victor holds a bachelor's degree in communications from Stanford University. With his wife Sandra Pocha Pena, he is a 2019 recipient of a prestigious national Creative Capital grant for their project "Dreamocracy in America" (Nuevo DIA), is a time- travelling transdisciplinary tour of America that picks up Alexis de Tocqueville's journey into the American character where he left off, and completes his epic project by examining immigrant and refugee detention centers, Native reservations, and communities west of the 1831 US border. 12 i Qualifications and References Cultural planning is central to Arts Orange County's portfolio of consulting and project management services. ArtsOC's plans may be accessed and downloaded at: https://artsoc.org/consulting.htm ,. fr "u` Arts Plan: City of Costa Mesa (population 113,825)—Arts& Culture Master Plan (2019). In 1984, the Costa Mesa City Council retitled its motto to be "City of the Arts." Over the next 35 years, Costa Mesa became the arts & culture hub of Orange County with the opening and further development of the Segerstrom Center for the Arts campus. Yet the City had never created a master arts plan. In 2017, Costa Mesa engaged ArtsOC to conduct a master planning process for the arts that involved significant community-wide input gathering and research, culminating in the the City's first Arts & Culture Master Plan, completed in April �IIIII 2019. Contact: Mr.Justin Martin, Parks& Community Services Director, City CC of Costa Mesa. JUSTIN.MARTIN@costamesaca.gov(714) 754-5065 Arts Plan & Public Art Projects: Newport Beach City of Newport Beach (population 86,160) -Master Arts and Culture Plan MASTER (2014). The result of a seven-month effort, this plan included substantial research, gathering community-wide input through key stakeholder interviews, ARTS„.e focus groups, a community forum and an online survey. It also entailed CULTURE working with a steering committee comprised of members of the City Arts PLAN Commission and with key City staff members. Arts Orange County presented the draft report to the City Arts Commission and, upon its approval, to the City Council in November 2014. Newport Beach Sculptures in Civic Center Park Exhibition (2013— Present) -,,_ii ,, Since 2013, Arts Orange County has been contractor to the City of Newport ,�:- Beach on the selection and installation of ten large scale sculptures on loan for two-year exhibitions in its 14 acre Civic Center Park. ArtsOC has just begun ri_l, ,# Phase IV, 2019, by the end of which ArtsOC will have overseen selection and ':""''‘t: ' y installation of 40 works of public art for City of Newport Beach. #f. ; xi:44.; -. Contact for both projects: Mr.Tim Netherton, Director of Library Services, 4 \ City of Newport Beach. THetherton@newportbeachca.gov (949) 717-3810. 13 1 Arts Plan: City of Mission Viejo–(Population 96,016) Cultural Arts Master Plan (2017). The result of a seven-month effort, this plan included substantial --------,. , • research, gathering community-wide input through key stakeholder interviews, focus groups, a community forum and an online survey. It also entailed working with an independent Steering Committee comprised of a former Mayor of Mission Viejo, members of the City's Cultural Arts Committee and City ,i staff. Arts Orange County held monthly meetings with the Steering Committee, presented the draft report to the Arts Committee, to the City's Community MrssanY,tpG,rmraeAn*M.tste+ e- Services Commission and, upon its approval,to the City Council in May 2017, which approved it. Contact: Ms. Genesis Hansen, Director of Library and Cultural Services, City of Mission Viejo.ghansen@cityofmissionviejo.org °'1' (949)470-3076. Public Art Project: OC Fair& Event Center- "Table of Dignity"–Orange County Agricultural Workers Memorial In 2013, Arts Orange County was -,I�.,:. '• µ ,, ,;r T contracted by the OC Fair& Event Center to conduct the selection process for the commissioning of a new work to commemorate the County's agricultural • workers. The work was completed and installed in by the OC Fair& Event Center, a State of California agency. Contact: Ms. Michele Richards,Vice '',� -.1 President, Business Development, OC Fair& Event Center. MRichards@ocfair.com (714) 708-1500 Public Art Project: City of Santa Ana - "We Too Were Once Strangers"In 2013, Arts Orange County was contracted by the City of Santa Ana to conduct the - ,a': ` �I` selection process for the commissioning of a new work to commemorate " Japanese-American farmers, located at the terminus of the Flower Street Bike - - Trail at Sunflower Avenue. The work was completed and installed by the City of -- •. .r m`_.. _ Santa Ana in 2015. Contact: Mr. Gerardo Mouet, Director of Parks, Recreation and Marine Department, City of Long Beach (formerly Director of Parks, Recreation and Community Services, City of Santa Ana). (562) 570-3100 • Arts Plans: City of Irvine (Population 277,453) -Animating Arts& Culture at the Orange . .: County Great Park(2008). Presented to the Orange County Great Park `X Corporation and Irvine City Council in August 2008, the plan became the Arts in th= � r x: blueprint for arts and culture programming in the Great Park from 2008 to Great Park 2015. The plan was based upon widespread community input-gathering, including key stakeholder interviews, focus groups and a community forum. A follow-up study was prepared by ArtsOC: City of Irvine-Arts in the Great Park: 2008-2015. Contact: Mr. Michael Ellzey, former CEO, Orange County Great Park Corporation—currently Director, Richard Nixon Presidential Library and ` Museum. michael.ellzey@nara.gov (714)983-9121 (City of Irvine contact for follow-up study is now retired.) 14 Qualifications - Arts Orange County Board of Directors Arts ORANGE COUNTY Arts Orange County's Board of Directors is comprised of leading figures in Orange County's arts, education, philanthropic and business sectors, and serves as a "brain trust" for its consulting activities. Rick M. Smetanka, CPA Partner-in-Charge, Audit& Business Advisory Services Group, Chair Haskell & White LLP, Irvine Mary Lyons Civic Leader, Newport Beach Past Chair Susan K. Hori, Esq. Partner, Manatt, Phelps & Phillips LLP, Costa Mesa Secretary Mechelle Lawrence Adams Executive Director, Mission San Juan Capistrano, San Juan Capistrano Matt Bailey Director of Ecosystem Development, UCI Applied Innovation, Irvine Dr. Stephen Barker Dean, Claire Trevor School of the Arts, University of California, Irvine and Executive Director, Institute and Museum of California Art, Irvine Ellen Breitman Former Director of Education, Newport Harbor Art Museum (now Orange County Museum of Art, Santa Ana) William Cusato Director - Service Engineering & Operations Center, Commercial Aviation Services, The Boeing Company, Seal Beach Thuy Vo Dang, Ph.D. Curator for the Southeast Asian Archive, University of California, Irvine and Commissioner (1St District), John Wayne Airport Arts Commission John Evans Senior Vice President & Regional Manager (Retired), Wells Fargo Bank, Newport Beach John Forsyte President, Orange County's Pacific Symphony, Irvine Sara Guerrero Founder & Artistic Director, Breath of Fire Latina Theatre Ensemble, Santa Ana Robert J. Klein First Vice President-Investments, Wells Fargo Advisors, Newport Beach Kathy Kramer, CFE Chief Executive Officer, OC Fair & Event Center, Costa Mesa Ernesto Maldonado Vice President, Pacific Premier Bank, Irvine Jerry Mandel, Ph.D. President, Irvine Barclay Theatre, Irvine Dr. Al Mijares Orange County Superintendent of Schools, Costa Mesa Kay Mortenson Artist & Professor Emeritus of Art, Golden West College, Huntington Beach Tim Shaw President, Tim Shaw & Associates, Irvine Todd DeShields Smith CEO & Director, Orange County Museum of Art, Newport Beach Paula Tomei Managing Director, South Coast Repertory, Costa Mesa Debora Wondercheck Founder& Executive Director, Arts & Learning Conservatory, Costa Mesa 15 1 Qualifications — Overview of Services and Clients Overview e0 of O Founded in 1995,Arts Orange County is Orange County's principal independent nonprofit arts services organization. Designated by the Board of Supervisors of the � ' �� County of Orange as its official local arts agency, Arts Orange County also serves as O G� U ri its State-Local Partner with the California Arts Council. The leadership of Arts Orange County, Orange County's nonprofit arts council, possesses many years of in-depth �'9LIF -��14' experience representing all facets of arts management, and assists government, education, business and nonprofit organizations through affordable contracted services, project management, and customized consultation services. Our knowledge base and services include: Municipal arts & culture master plans; public art program planning & management; organizational strategic planning; programmatic planning and evaluation; executive search & coaching; budget planning & management; fund development planning& research; feasibility studies; organizational development through building a culture of innovation; production planning & event coordination. Current and recent clients include: Government: )))■■■ � � 1I J� 1 azi © < © {� C�, " GONIPETITION et COSTA MESA n ! ,.„., MUM Education: ,'4A TOMO CALIFORNIA STATE UNIVERSITY40ki ; _ . CALIFORNIA ALLIANCE , (C/r3 eRscN�m� _ ' mat AB .Z CIae Trey() 'ArsEDUCATION CA t,ixEARTs FULLERTON FULLERTON Nonprofits: ,� BOWERS [�3H AN C E u\ 8 HUNTINGTON BEACH ART CENTER IRVINE BRcmv rt, backhausdance MUSEUM ♦KITE AITKENtheater arts CENTER " C\ I HIE i /1 OraountyJ JamboreeNICommunity`- (toraio MUZEO Foundation �� Pacfic Symphony :. ,SOCIETYroaena ,-i_ :,°:::,292:::::,' „.nu wnrcan«e .ed,:+ +, t C • L 1 F O N N 1 • 16 Fee Proposal Arts Orange County's hourly consulting rate is $125. Based upon the scope of work outlined above, we have calculated that the number of hours required to complete an Arts Master Plan for the City of Moorpark will be 312. We are willing to contract for this project for a not-too-exceed flat fee of$39,000. Arts Orange County requests that the City assist in arranging or providing meeting rooms for use in key stakeholder interviews, focus groups and the community forum at no charge.The City is also asked to assist in communicating through its various channels announcements about the community forums and online survey. All other costs associated with the project (e.g. graphic design and printing of the plan document, consultants' travel and accommodations, forum refreshments, clerical support, online survey) are included in ArtsOC's fee. Arts Orange County will invoice the City$7,500 upon contract execution (July), and $3,500 per month in nine (9) equal installments at the end of each month (August 2019 through April 2020), however the final monthly invoice (April, 2020) will not be issued until following presentation of the completed plan to the City Council. Invoices are payable within 30 days. This proposal price is valid through December 31, 2019. . * tie x m+ 3a� v k tt • f _ e-„f •. sem.. E '7 "End Moorpark Road"by Elizabeth Miller 17 Attachment 2 City of Moorpark, CA Parks, Recreation and C m unit-t. Services Departn Proposal for Planning Sere Public Art Master Plan Martin Cohen, Partner 901 Melrose Avenue Melrose Park, PA 19027 267.992.3792 martin@culturalplanning.com www.culturalplanning.com April 12, 2019 C Q The Cultural Planning Group City of Moorpark Public Art Master Plan Proposal CONTENTS TABLE OF CONTENTS APPROACH AND UNDERSTANDING OF PROJECT 4 PROJECT INITIATION 5 DETAILED METHODOLOGY 6 SCHEDULE AND TIMELINE 8 REQUESTS OF CITY OF MOORPARK STAFF 9 ABOUT CPG 11 KEY PROJECT PERSONNEL 13 RELEVANT PROJECTS AND REFERENCES 17 PROPOSED PRICING 22 1 I 0 g The Cultural Planning Group California Florida Philadelphia Hawaii Chris Ball, Management Analyst Planning Parks Recreation and Community Services Department 799 Moorpark Avenue Moorpark, California 93021 Dear Mr. Ball: The Cultural Planning Group(CPG) is pleased to present this response to the Moorpark Request for Proposals to develop a Public Art Master Plan and a broader plan for cultural arts development in the city. We believe the CPG team has the requisite knowledge,skills and experience to create a dynamic and innovative plan to address the scope of work outlined in the RFP and subsequent addenda. CPG has completed more than 85 cultural plans and public art master plans over the past 20 years. We are basing the following approach to the scope of work and cost proposal for this project on the information provided at this time and our understanding of the project. CPG, established in 1998, is an LLC partnership focused on arts and cultural planning for communities,creative placemaking,and arts-focused organizational strategic planning and research. Working with municipal, regional, and state governments,the non-profit sector, and private planning firms,CPG has created public art master plans and culture-related plans for communities and municipalities across the spectrum, including large metropolitan areas such as), Broward County, FL,, Raleigh, NC and Houston,TX;to smaller communities including Greensboro, NC; Boulder,CO, Alexandria,VA and Roswell, GA. Recent public art master plans that have been completed include Sunnyvale, CA(Silicon Valley), East Point, GA and Fayetteville, NC. For this project Martin Cohen will serve as the partner managing the project. Jerry Allen brings his expertise and extensive background in public art planning programming. Linda Flynn will serve in a role designing and overseeing community engagement. We are excited about the prospect of working collaboratively with Moorpark and the project staff to develop this plan. CPG prides itself on its collaborative approach to plan development and creating plans that reflect the character of a community and the vision of their residents. This effort will provide a roadmap for Moorpark's investment in public art. Please feel free to contact me with questions or requests for additional information. Best Regards, 04-t_b‘yie..... Martin Cohen, Partner 2 Public art expresses community values, commemorates local history and traditions, enhances the environment, transforms a landscape, heightens awareness of community concerns, and questions assumptions. Placed in public sites, the art is intended for everyone, a form of collective community expression and opportunity forinteraction. Public art reflects how one sees the world, the artist's response to our time and place combined with our own sense of who we are. APPROACH AND UNDERSTANDING OF PROJECT UNDERSTANDING THE PROJECT GOALS AND OBJECTIVES The overarching goal of this public art planning process is to shape the Moorpark's public art program as a creative, innovative platform for public art. Moorpark is seeking a Public Art Master Plan and a broader roadmap for cultural policy and strategy sounded on a collective community vision.The goal is to enhance the quality of life for Moorpark's residents, and to distinguish Moorpark's'visitor experience. Public Art provides a visible, dynamic, and creative opportunity to arts exposure for all residents. CPG's definition of public art reflects these aspirations. Moorpark is in a unique and enviable position with extensive resources that have been generated and reserved for investing in and implementing a comprehensive public art This provides an opportunityPUBLIC ART program. to generate interest, excitement, pride and PROVIDES A ownership among the residents of Moorpark on the possibilities and anticipation for VISIBLE, DYNAMIC, enhancing the built environment of the city. It is imperative that this opportunity is well AND CREATIVE utilized and approached thoughtfully and inclusively. It is also an opportunity to craft OPPORTUNITY TO broader vision for cultural policy and cultural development. ARTS EXPOSURE PREPARING FOR POTENTIAL CONCERNS AND ISSUES FOR RESIDENTS Civic planning projects present various challenges that may include issues as the following: AND VISITORS ALIKE • Any community planning process raises expectations among stakeholders and residents.We work to manage these expectations and work with the client to deliver on the promises of the planning effort. • Implementation of civic plans must garner the political support needed for adoption and implementation. Engaging City elected officials and executive staff and ensuring that there is community support behind the initiative is critical to the planning effort. • Controversy is inevitable in any public art program. Some residents may not like specific public artworks or may object to the very idea of devoting municipal resources for public art.These points of view deserve respect and voice in the planning process. • Public art cannot exist in isolation. Successful public art must be developed in a larger context that encompasses the social, political, economic, and physical conditions in which it is created and installed. Public art has a significant role in addressing these conditions and can support initiatives for urban problem solving, creative place-making, neighborhood revitalization, and complete streets. 4 TECHNICAL APPROACH At the highest level, a public art master planning effort seeks to craft a program that embraces innovative and creative public art of the highest quality. It seeks to position the Moorpark's program to integrate public art into the overall work of the City and to seek ways to use public art to support the missions of the various City departments, allowing artists to contribute to solutions to real world community problems and issues. PROJECT INITIATION The foundation of CPG's approach will be deep and meaningful community engagement. We believe every community is hopelessly and wonderfully idiosyncratic.We believe every community has the right to chart its own cultural and artistic future that is relevant and reflects the character of the community. Of particular interest will be engagement of culturally and economically diverse people, intergenerational people,youth, differently abled persons, and other groups of interest to the client. Direct community engagement will be augmented by both stakeholder engagement and the quantitative research described below. Our approach to this effort is rooted in our belief that residents are the ultimate beneficiaries of a successful public art plan and thus, play a significant role in shaping the plan.The paramount role of the CPG team is to listen carefully to the community and reflect back its expressed values and aspirations for public art in Moorpark. There is an extraordinary and rare opportunity in considering thoughtful, informed decision-making in utilizing the resources that have accumulated through the in lieu of fund. It is imperative for the success of the program that residents have a sense of input, ownership and, indeed, excitement for the future of the public art program as a key element in shaping the built environment and pride in their city. For this project,CPG will utilize a variety of engagement strategies, including one or more open town forums meetings, and discussion groups with direct stakeholders and selected individual key persons including City staff and elected officials. We will review existing City plans and policy documents to align the public art plan and will conduct a multi-city benchmarking study that will identify best practices in the public art field. Through a triangulation research approach, CPG's comprehensive planning process elicits a communitywide vision for an arts and culture strategic action plan and identifies resources, needs, opportunities and priorities for Moorpark, its residents, and its visitors. In partnership with the City,the CPG team will finalize the overall proposed community engagement process and design all research instruments and protocols. 5 DETAILED METHODOLOGY • PHASE 1 PROJECT INITIATION THE PRIMARY FOCUS OF Tour of City and any Existing Public Art PHASE ONE IS RESEARCH AND A tour of key any public art in the collection, and a general review of potential sites for PLANNING. future public art projects. A tour of the city is an opportunity to understand the context and character of the city. Schedule and Timeline Working with the client group, a project schedule and timeline will be developed and agreed upon. This will identify key project milestones,site visits, deliverables and periodi, communications with the client.This schedule is subject to adjustment through-out the planning process as it unfolds, responding to the realities of scheduling site visits, community engagement, stakeholder research and the arc of community life. Research and Orientation Protocols One essential component of a successful planning process is the creation of a project communications plan.This ensures effective internal and external communications among the consultant team, City staff,stakeholders,the media, and the community. A communications plan will be developed at the onset of the project.The CPG team will prepare for meetings including agendas, presentation, handouts and schedules. The client shall be responsible for meeting rooms, notifications and meeting logistics.The consultant team will provide the client with periodic updates and progress reports by video conference,telephone or email, depending on the needs of the client. If desired, regularly scheduled updates can be created. Public Art Slide Presentation A public art slide presentation will be created. This presentation will contain a survey of contemporary public art, emphasizing innovative approaches and demonstrating the possibilities for Moorpark. PHASE TWO IS FOCUSED ON LISTENING 411 PHASE 2 COMMUNITY AND STAKEHOLDER ENGAGEMENT TO AND REFLECTING THE COMMUNITY Steering Committee It is recommended the process be guided by a Steering Committee. Meetings of the Steering Committee will be held during each consultant site visit.The Steering Committ advise the CPG team throughout the planning process, receiving and responding to con reports, providing insights on Moorpark, developing the vision for public art in the futui reviewing and approving the draft and final master plan report.Steering Committee members will be asked to participate in various community and stakeholder activities. Community Forum The engagement process will begin with a general,open-call community meeting.The CPG team will provide an overview of the planning process. A survey of contemporary and innovative public art will be presented. Depending upon the number of attendees, small 6 groups may be facilitated developing input on a vision for the public art program and exploring relevant issues. Direct Stakeholder Engagement A series of key person interviews and discussion groups will be conducted. Stakeholder groups may include: • Moorpark-based and regional artists; City staff; representatives from key departments and agencies; staff responsible for oversight and management of public art; potential private sector funders; local private developers; local design professionals, including architects, landscape designers, engineers, etc. Community Meetings A series of community meetings will be held in several areas of the city. Attendees will be asked to respond to a variety of issues relating to development of the public art program. Community Public Art Planning Workshop A community workshop will be held to allow residents to identify approaches to public art and to identify sites and opportunities for public art across Moorpark. PHASE 2 DELIVERABLE Assessment and engagement tools/approaches; summary report of all community and stakeholder engagement and meetings. PHASE THREE IS FOCUSED ON • PHASE 3: DOCUMENT AND EXISTING PLANS/CONDITIONS REVIEW UNDERSTANDING LOCAL AND NATIONAL Review of Current City Plans and Policies CONTEXT In context with community visioning initiatives, review current mission, vision, and existi goals, City departments and programs. Benchmarking Study Moorpark's proposed public art program will be benchmarked against the public art programs of similarly sized cities.The specific cities will be identified in consultation with the client. PHASE 3 DELIVERABLE Summary of review and benchmarking study. 7 • PHASE 4 PLAN AND IMPLEMENTATION STRATEGY PHASE FOUR IS Vision and Goal Development FOCUSED ANALYSIS AND PLAN All engagement and research will be reviewed and analyzed,to identify potential them. DEVELOPMENT trends and possible public art approaches.This review and analysis will be used to develop a draft vision statement and key goals for public art in Moorpark. The vision a goals will be vetted with the client and with the project Steering Committee and result a draft plan and final plan. Final Report of Findings and Initial Recommendations The CPG team will prepare a report that summarizes the findings of the community engagement and research and presents initial recommendations. This report is intended to facilitate discussion and learning, and to test preliminary ideas for the plan. Draft Public Art Master Plan CPG will develop a draft plan that includes a summary of all research and assessment, with findings, a draft vision statement, preliminary goals and strategies. This draft will address the required core components identified in the RFP, including vision and mission statements; research summaries including public input; overview of existing programs and integration with planning and capital projects; recommendations to updating existing policies and processes; partnership opportunities; avenues and opportunities for funding; aspects of inventory management to include artist selection, staffing and program administration, maintenance of public art, acquisition and removal of public art, gifts and donations of public art and public art education; site selection and site opportunities; and implementation strategies. The draft plan will be appropriately vetted with the Steering Committee, the City staff, and others. Final Master Plan for Public Art We will develop a revised final draft plan that reflects the desired changes and edits, for review and adoption by the Steering Committee and County approving bodies. PHASE 4 DELIVERABLES Collective vision statement and goals for public art;final findings report;draft plan;final plan; presentations as required. SCHEDULE AND TIMELINE The proposed services would be accomplished over a series of four on-site consultant visits. The project can be completed within six months following issuance of a contract and notice to proceed. 8 REQUESTS OF CITY OF MOORPARK STAFF We look forward to working closely with the project staff.To best fulfill the project objectives, we request the following assistance from the City of Moorpark staff during the project: • Assembling and transmitting to the CPG team all documents, plans, ordiances, policies,studies,data and other literature relevant to the planning process. • All available data on existing public art projects—both those directly managed by the City and those projects in private development; • Access to relevant assessments on maintenance and other management issues related to any existing inventory in the public art collection; • Attendance at relevant meetings; also, at stakeholder and community meetings where the presence of staff would not deter candid input and discussion of planning ideas. • Development of engagement lists, such as interviewees, discussion group participants, etc., in consultation with the CPG team. • Scheduling of interviews,discussion groups, meetings and other planning activities and announcement/publicity for any community events. • Logistics for all meetings while on-site and other planning activities. • Coordination and oversight of the distribution of the community online survey,through electronic lists, newsletters, print, and other publicity, in cooperation with CPG's Research Director. • If desired, professional graphic design and/or printing of the final plan document. 9 .}.J (1' C W > :41-1 0 CM (1) C 0 W 4 (D E w mc 0 — ' ' " '.... 5.... o hi, 0 (1) a) E (1"1" ° 5 . in › ,... 0.. ...c, ir. 1. ...„..,.. a) (D 12) (-) .(.7) (13 uCD 00 L. 0 >> Clikk 0 ABOUT CPG The Cultural Planning Group is a consulting firm serving the field of arts and culture. Based in San Diego, our six partners are in California, Pennsylvania, Florida andHawai'i. Every project we undertake has the active participation of at least two partners.This hands-on participation by the partners ensures project management and quality control that lends success to virtually every project we undertake.As a firm,we are selective about the projects we undertake and always endeavor to schedule our projects so that each project receives the time and attention it deserves. CPG partners have prepared more than 85 arts master plans for communities throughout the nation. We have developed cultural plans for diverse communities, ranging from rural towns,such as Los Alamos and Santa Cruz,to major CPG PLANNING metropolitan regions, such as Houston,Boston and Washington,DC.Our practice is SERVICES INCLUDE Arts,Cultural and Creative grounded in the real-world experience of deep community engagement — a Economy Planning hallmark of our work—and a thorough knowledge of the local arts agency.While Public Art there are commonalities among arts plans,each community poses its own vision, Master Planning politics, aspirations, history and potential. Strategic Planning Cultural District Planning OUR PHILOSOPHY Creative Placemaking We believe that arts and culture are among a community's most powerful assets. They Support for Urban Planning distinguish each community and allow residents to better understand and celebrate the uniqueness of their lives.A vibrant,visible arts environment is a competitive tool for cities and strengthens many elements of civic life.As practitioners of the craft, CPG fundamentally views successful arts planning as fully understanding and reflecting a community's vision and values. We practice the nation's most advanced and inclusive arts planning process, emphasizing diverse community input, rigorous data collection,thoughtful team analysis of project issues, and substantial interaction with project leaders throughout the process. CAPABILITIES AND EXPERIENCE The Cultural Planning Group has extensive experience in developing more than 85 cultural plans and public art master plans,working in such cities/counties as San Diego, San Jose, Denver, Kansas City, Milwaukee, Raleigh, Broward County FL, Montgomery County PA, among many others. CPG is currently developing a public art plan for East Point,GA and Sunnyvale, CA (Silicon Valley). Specifically,Jerry Allen is a recognized leader in the public art field. He managed public art programs in King County (Seattle), WA, Dallas,TX and San Jose, CA. He developed the public art programs for Denver International Airport and San Jose International Airport. Jerry was one of the founders of the Public Art Network at Americans for the Arts. SELECT CLIENT LIST 11 GOVERNMENT AGENCIES ARTS AND CULTURAL Races Culturales Latino Americanas, ORGANIZATIONS Philadelphia,Pennsylvania Broward County,Florida i California Arts Council African American Museum of Philadelphia Scottsdale Public Art,Arizona • Amador County Arts Council Side Street Protects I City of Boston,Massachusetts California Pasadena,California City of Boulder,Colorado American Revolution Center Southwest ChamberMusic i City and County of Denver Philadelphia,Pennsylvania Pasadena,California City of Charlotte,North Carolina Americans for the Arts Smithsonian Institution City of Dallas Washington,DC Taller Puertorriqueno i City of Kansas City,Missouri Art Sanctuary Philadelphia, Pennsylvania Philadelphia,Pennsylvania I City of Los Angeles Wyck Association I Cultural Affairs Division Arts and Business Council of Germantown, Pennsylvania I Greater Philadelphia City of Minneapolis, Minnesota Yerba Buena Center for the Arts , Chamber Music Hawaii Yuba Sutter Regional Arts Council j City of Pasadena,California Honolulu, Hawaii g CityofPhiladelphia,OfficeofArts, Marysville Dallas Arts District Management CultureandtheCreativeEconomy Association and Arts Foundation City of Reno,Nevada Dance/USA Philadelphia PHILANTHROPIC FOUNDATIONS City of Riverside,California Ennis House Foundation California Community Foundation City of Roseville,California (Frank Lloyd Wright) Los Angeles,California City of San Antonio,Texas Los Angeles,California Hawaii Community Foundation City of San Diego, California Exploratorium Honolulu, Hawaii San Francisco,California Pew Center for Arts&Hentage City of San José,California Fresno Arts Council,California Philadelphia Cultural Management City of Santa Clanta,California Initiative. Hawaii Arts Ensemble The Community Foundation Serving City of Santa Monica,California (Halau Hula Ka No'eau) Honolulu and Waimea Riverside and San Bernardino Counties CityofThousandOaks,California California City ofTracy,California Hawaii Capital Cultural District The Emily Hall Tremaine Foundation Honolulu,Hawaii City of Upland,California Connecticut Historic Hawaii Foundation The James Irvine Foundation City of Ventura,California Honolulu,Hawaii County of Maui Office of Economic Humboldt Arts Council San Francisco,California Development/lao Theatre Restorationhe San Diego Foundation p CaliforniaCtifi Initiatives Task Force,Hawaii Terasaki Foundation DC Commission on the ZONA Contemporary Dance Theatre Angeles, f Los Honolulu, Hawaii Los California Arts and Humanities - Los Alamos County,New Mexico L.A.Stage Alliance URBAN DESIGN/ LEONARDO/The International Society ARCHITECTURE FIRMS Los Angeles County Arts Commission for the Arts,Sciences and Technology National Endowment for the Arts Music Center of Los Angeles, RaCOM Washington,DC Center Dance Association Raleigh and Sacramento Offices New Jersey State Council on the Arts DCE Design Community Environment Ohio Arts Council Berkeley,California HR&A Salt Lake County,Center for the Arts Los Angeles, California Salt Lake County,ZAP Program KPMG (Zoo,Arts&Parks) LMN Architects San Francisco Redevelopment Agency Seattle,Washington 12 KEY PROJECT PERSONNEL JERRY ALLEN, PARTNER Jerry Allen brings 30 years of experience in the local arts agency,public art and cultural planning fields.Jerry started his career as a studio artist and completed - his graduate studies atthe UniversityofWashington,concentrating on studio art and public administration.After completing his Master of Fine Arts in Sculpture, Ick he established a studio and foundry in Seattle,during which period he completed several public art projects in the Seattle area.He was the Visual Arts Coordinator for the King County Arts Commission(Seattle).King County had one of the • earliest percent-for-art programs in the nation and the first county public art f program ever established.In that capacity,he conceived and administered King County's acclaimed EARTHWORKS:Land Reclamation as Sculpture symposium, EXPERTISE widely regarded as one of the seminal projects in the history of contemporary Cultural planning;local arts public art.After serving three years as Executive Director of the King County agency management; Arts Commission,Jerry became the Director of Cultural Affairs for the City of public art master planning Dallas,Texas.While there,he assisted with the formation of the Dallas Arts and project management; District and the Arts District Foundation.In that position,he developed the City's cultural facilities planning first cultural plan and cultural policy and directed the first publican master plan ever completed by any city.While in Dallas,Jerry completed the nation's first N IS"'U L r"IN K IN public art master plan.Jerry went on to develop the Yerba Buena Arts Center in Writing the definitive history San Francisco,California,and recently retired as the Director of the Office of of public art in America with Cultural Affairs in San Jose,CA,where he was responsible for a general fund my urban plannerdaughter. budgetof$7 million and a publicartbudgetof$18 million.Jerryserved for 17 years on the board of Americans for the Arts,where he founded AFTA's Public Art Network.As a partner with CPG,Jerry continues providing his expertise to the development of community cultural plans and public art master plans for more than 50 city,county and state agencies. 13 MARTIN COHEN,PARTNER Martin Cohen joined The Cultural Planning Group in 2010 following a 30- year career in arts administration and arts philanthropy.He recently completed the Cultural Economic Development master plan for the Arts Council of Greater Lansing(MI)and the community cultural plan for Flower Mound, diVe. 104, TX.Martin has served as co-lead for the firm for Boston Creates,the cultural planning process for the City of Boston;and lead of the planning processes in Alexandria,VA,Boulder,CO and Hilton Head Island,SC.From 2010 through 2012 he served as the project director for development of the Local Arts Index,a national project of Americans for the Arts.In his role,he coordinated the research process of 100+participating local arts agencies EXPERTISE and led the design for primary research in each location.Prior to joining as a Partner with CPG,Martin served as director of the Philadelphia Cultural Working with organizations who Management Initiative(PCMI),a program of the are actively interested in addressing the need for change Pew Center for Arts&Heritage.In his role with PCMI,Martin conceived and implemented a comprehensive capacity building program focused on WISHFUL THINKING facilitating organizational change and implementing best practices Performing in a big band and throughout the arts,culture and heritage sector of the five-county touring the world! Philadelphia region.During his tenure,he created and launched programs focused on organizational assessment,providing organizations with opportunities for guided reflection and planning. Prior to his position with PCMI,he served as executive director of Dance/USA(the national service organization for dance),the Kansas City Ballet,the Washington Ballet,and the AMAN Folk Ensemble of Los Angeles. Martin holds a B.S.degree in Arts Administration from Ohio University and certificates in mediation from CDR Associates of Boulder,CO and in executive coaching from the Wharton School Executive Education Program. 14 LINDA FLYNN,PH.D. PARTNER AND RESEARCH DIRECTOR Linda Flynn is a partner and director of research for The Cultural Planning Group.She is a planner who has contributed nationally to best practices in research,civic learning and engagement for the arts and cultural sector.Linda designs innovative,customized research processes for master and strategic planning efforts,as well as targeted economic development and organizational assessments and urban planning initiatives.Her design process for community- based research is based on a foundation of quantitative community data, community public and private partnerships,inclusivity,and collaboration.She EXPERIENCE has demonstrated experience in leading large-scale research projects, 20 years facilitating civic engagement programs,and translating data to focused,action- EDUCATION oriented planning initiatives.Linda works with creative workers and artists to PhD.,Social Sciences/ infuse the research process with creativity and user experience insights. Conflict Resolution Nova Southeastern University Prior to her work with CPG,Linda's experience and relationships cross many Bachelor of Science, industries and sectors,working with all levels in organizations including Psychology conducting behavioral research with transportation firms,urban planners,other Florida Atlantic University government agencies,nonprofit organizations,and private sector corporations. MEMBERSHIPS Linda holds a doctorate in organizational management with a concentration LeadershipBprreviouvs Memmberrand paious in conflict management,and various certificates in qualitative and quantitative Board Member research.She is a published author of her research with organizations and Americans for the Arts, volunteers her time at several local nonprofit organizations focused on the Member improvement of youth educational experiences. American Planning Association,Member • 15 RELEVANT PROJECTS AND REFERENCES 16 s . . T. — , N _ Mk • ,--, '.,' -x _ - 443`' ..^'`'., ° :,..� „# sr..:::::,... it .:.::: ::- rsC a-^4.:-.. ' i a., Y:, r. 3 C.4 :zzi T +/_.-t lF s.,w .. a„ 411.0,k-.'- ..x. - w''-:c ARTS COUNCIL OF FAYETTEVILLE AND CUMBERLAND COUNTIES Fayetteville is a historic city and home to the world's largest military installation. CLIENT The City sought to enhance its historic downtown through development of a Arts Council of Fayetteville cultural district and integrated public art master plan.The public art plan goes and Cumberland Counties Fayetteville, North Carolina beyond the traditional"one percent for art"to set aside 2%for art for City capital improvement projects and a new 1%for art requirement for private commercial SCOPE OF WORK Master Plan for an Arts and and industrial development.Developers have the option of making an in-lieu Entertainment District contribution to the City's Public Art Fund.The Arts Council of Fayetteville/ MasterPublic Art Plan Cumberland County has already begun implementing the program,pending YEAR COMPLETE City Council approval,with a series of temporary public art projects in the 2017 downtown area. FOR MORE DETAIL http.//www theartscouncil The accompanying Arts and Entertainment District is also underway,includinga com/things-to-do/public-art newly formed nonprofit and recruitment of its first CEO.The A&E District is the expression of broadly-based civic leadership in the arts,design,business,economic Deborah Martin Mintz Executive Director development,tourism,recreation and community development fields.This Arts Council of placemaking initiative leverages the cultural assets in and near the district,while Fayetteville/Cumberland County addressing challenges in image,connectivity and vitality.The plan complements 910 323 1776 deborahm@theartscouncil co rnseveral downtown and area development projects,including the construction ofa minor-league baseball stadium. "M, �4 att-- ,. ♦ 44 ' r �.,- 4i�`w 4 , 1.4 $` i �} I' e _t ,4.4 his w ?� 10 `►"r' A' • i� .< • y lit, g o. it -A ill i.I _®111 T. 1 1T 1► firfirtpiftr—t� ,.. -: . :ikm,. ',..' .a ,. tea. a. r F,i giw �'a 144 �1i r �S _ J c.4 �ti�(.. riu — --,- a__ .. -,.... , ,.. ..: _ .„.. .- „...... .-,_.: .. „.., ...,,--_,_ , _ _..... . - „....„,....i . __„_. ..._.„ ..., ........ .......... ,_.,...„......e.i.: . . ___ _ _ M, ,, —!— _ _ Photo Keith Douglas Photography CREATIVEBROWARD 2020 Broward County's (Ft. Lauderdale) 10-year cultural master plan envisions a CLIENT transformation of one of the nation's largest and most successful local arts Broward County, Florida agencies.The plan includes specific elements for the creative economy,cultural SCOPE OF WORK tourism,and public art and design.The extensive countywide planning process Public Art Master Plan involved more than 1,000 people,online participation,two community surveys, YEAR COMPLETE community engagement,and four advisory bodies.As a result of this plan,the 2010 Steering Committee has created an Arts&Business Council to raise funds and FOR MORE DETAIL provide leadership in implementation of the plan. http.//www.broward.org/Arts/ Resources/Publications/Cul- tural Plan2020/Pages/Default. The public art master plan component was based on the prior public art master aspx plan,which Jerry Allen had developed.The new public art master plan benefited from the support generated by the communitywide visioning,which documented Leslie Fordham,Acting Director and demonstrated the community's ideas and priorities for public art. The Broward Cultural Division resulting plan established an expanded Countywide 2%for art requirement on Ifordham@broward.org County capital projects and on certain private sector developments.The plan has 954-357-7532 been fully implemented. • -� t f 3°� �� {� 4 A fes " t. V.it -I? a X 7-7.' - '„..*i'--0,-::. ' -N,,,,, , -,,, .. . p.,. 1 ; , ' soli 64' —fr/rf " If 711 i N k l-_ p e. rr , J i 1 dt ��'l t 5 yeYrs....,` ` - t 411 I / `M G pp_ - Ill li I i ' t1/ 44 Lr: ; +a -,l" It; l'it t r * Y` '' . - y. �;. lat �i r` IAI i' 1 Ill ' 6 - z1 y % s+t..?- 17' 7+-may:.- f-`a , - _ ... • 1 ::4,';''." . �ss3a -..,7---,1, ,',/ - ,i------... - y i i " ?_ S. + PiTl�*¢fYk�Sbr y t y JJ '644' �M amu` Photo.Keith Douglas Photography CITY OF FORT LAUDERDALE, FLORIDA CLIENT As a sub-consultant to AECOM,The Cultural Planning Group developed a citywide Public Art Master Plan.The Plan was part of a comprehensive AECOM SCOPE OF WORK Parks Master Plan project so its development was fully integrated into and informed by the communitywide visioning and priorities identified for the Public Art Master Plan YEAR COMPLETE parks plan.Community engagement activities included key person interviews, community meetings and workshops,and discussion groups.The resulting 2015 plan included a recommended ordinance,program guidelines and policies,and FOR MORE DETAIL recommended program management and operational systems. https.//www fortlauderdale gov/home/showdocu- ment7ld=19637 Joseph Webb Director of Park Planning AECOM Technical Services Design + Planning D 561-515-3932 C 561-308-0138 I r ,,, . :, , ., r , . . .___ ,,, i . .. l0. i . .. , +tt. . „...1 ..- ,. i.4", 4 �F t N. ,.,...k - ,... 1 ' ,..N , , ..., . \ ,,,.. , 1 x '..%••••,... ,: ire.. : ' * •max � i Pik .',.iiimi , —Id' — —'. '-•;' '.:*. ' ' '.v.:% '—-r— - r--' -' ,_ A r SCOTTSDALE PUBLIC ART PROGRAM This plan asked the question,"What's next?"for one of the nation's most CLIENT acclaimed public art programs.It included a review of all aspects ofScottsdale's Scottsdale Public Art award-winning,30-year-old program.Because of the high-level challenges in SCOPE OF WORK this plan,CPG organized a two-day symposium, The Future of Public Art, Public Art Master Plan attended by a dozen national and regional experts to identify trends and new YEAR COMPLETE ideas for Scottsdale.The plan included new recommendations for strategies, 2012 i funding sources and organizational structure.The revamped program includes FOR MORE DETAIL permanent and temporary art projects and events. http.//www scottsdalepubli cart org Donna Isaac Vice President&Public Art Director Scottsdale Arts Council 480 874 4670 DIsaac@ScottsdaleArts.org • I . PROPOSED PRICING ESTIMATED (NOT TO EXCEED) BUDGET AND PLANNING OUTLINE The estimated budget and total not-to-exceed price is $112,865 based on the technical approach outlined above, built around a series of five site visits for community engagement and plan development. This estimate includes all professional fees,overhead, and out-of- pocket for travel and related expenses and meeting all deliverables outlined in the RFP . Following is a detailed estimate aligned with planning activities that The Cultural Planning Group professional fees are based on $175 per hour plus 10%overhead. Travel and related expenses are estimated separately. CPG does not charge for travel days. TASKS AND CONSULTANT HOURS ALLEN COHEN FLYNN Project Initiation 32 20 14 Detailed project work plan and time line Formation of project Steering Committee(with City staff) Review of existing public art program policies,guidelines,policies Review City General Plan,Area Specific Plan,Parks Plan,etc. Develop community engagement plan Develop list of key stakeholders(with City staff) Prepare materials for project Steering Committee Prepare materials for town hall kick-off meeting Prepare orientation presentation for Arts Commission Telephone/videoconference meeting(s)with City staff Site Visit#1:3 days(Allen,Cohen) 24 24 Meeting with client staff Tour city- identification of potential sites for public A\art Steering Committee meeting#1 Meetings with key City staff/key person interviews Community visioning town hall meeting Public Art overview/orientation presentation for Arts Commission Interim Activities 8 8 14 Develop community online survey Develop materials for community meetings(each Council district) Telephone/videoconference meeting(s)with City staff Site Visit 2:4 days(Allen,Cohen,Flynn) 32 32 32 21 Meeting with client staff Steering Committee meeting#2 Continued key person interviews and discussion groups City Council District Meetings(5) Interim Activities 10 4 10 Distribution of community survey Development of materials for community public art workshop Telephone/videoconference meeting(s)with City staff Site visit#3:2 days(Allen,Cohen) 16 16 Meeting with client staff Steering Committee meeting#3 Continued key person interviews and discussion groups Community Public Art Planning Workshop Interim Activities 48 26 18 Analysis of community survey,prepare summary report Develop revised public art ordinance,policies,guidelines Develop site map of potential public art sites Develop recommendations for public art projects Develop recommendations for arts programming Develop funding strategies for public art program Develop procedures for public art collection management Prepare draft public art plan Develop implementation matrix/strategies Telephone/videoconference meeting(s)with City staff Site visit#4:3 days(Allen,Cohen) 24 24 Meeting with client staff Steering Committee meeting#3 Stakeholder meetings for review of draft plan Community townhall meeting to present draft/receive feedback City Council work session to review draft plan Interim Activities 16 10 Write final Public Art Master Plan Review draft on videoconference with City Staff Site visit#5:2 Days(Allen) 16 Meetings with client staff Re:plan implementation Steering Committee meeting#5 Presentation of final plan to appropriate groups 22 Presentation to the City Council/Commission Three months follow-up telephone consultation -pro bono CONSULTANT HOURS ALLEN COHEN FLYNN Total consultant hours 226 164 88 x hourly rate 175 175 175 Consultant Fees $39,550 $28,700 $15,400 Total Professional Fees: $83,650 Overhead(legal,accounting,insurance,licenses,etc.) 10%of Professional Fees $8,365 Estimated Travel and Related Expenses $20,850 Total Professional Fees,Overhead and Travel Related Expenses: $112,865 Estimated travel and related expenses detail: Allen-SJC-BUR(5 round-trips @ 400) $ 2,000 Cohen-PHL-BUR(4 round-trips @ 600) $ 2,400 Flynn-FLL-BUR(1 round-trip @ 600) $ 600 Hotels 45 room nights @$175(inclusive of taxes and fees) $ 7,875 Per diem 45 days @$75 $ 1,875 Car rental 45 days @$60 $ 2,700 Airport parking 45 days @$20 $ 900 Project contingency $ 2,500 Total Estimated Travel and Related Expenses Budget $ 20,850 23 Item: 9.A. MINUTES OF THE ARTS COMMISSION REGULAR MEETING Moorpark, California February 19 2019 1. CALL TO ORDER: Christopher Ball called the meeting to order at 6:00 p.m. A. The City Clerk will Administer the Oath of Office to the Newly Appointed Arts Commission. City Clerk Maureen Benson administered the Oath of Office to the newly appointed Commission. 2. PLEDGE OF ALLEGIANCE: Chair Blaugrund led the Pledge of Allegiance. 3. ROLL CALL: Present: Commissioners Michelle Barrett, Charles Blaugrund, Tania De Haz, Rose Hoberg, and Carol Roullard. Staff Present: Jeremy Laurentowski, Parks and Recreation Director; Chris Ball, Management Analyst, and Kimberly Sexton, Administrative Assistant. 4. SPECIAL AGENDA ITEMS: A. Consider Nomination and Selection of Chair and Vice Chair. MOTION: Commissioner Roullard moved and Vice Chair Hoberg seconded a motion to appoint Commissioner Blaugrund as Chair. The motion was carried by voice vote 5-0. MOTION: Chair Blaugrund moved and Commissioner De Haz seconded a motion to appoint Commissioner Hoberg as Vice Chair. The motion was carried by voice vote 5-0. B. Review of the California Public Meeting Law (The Brown Act). Christopher Ball gave a PowerPoint presentation on The Brown Act. 5. PUBLIC COMMENTS: Minutes of the Arts Commission February 19, 2019 Page 2 None. 6. REORDERING OF, AND ADDITIONS TO, THE AGENDA: None. 7. ANNOUNCEMENTS, FUTURE AGENDA ITEMS AND REPORTS ON MEETINGS/CONFERENCES ATTENDED BY COMMISSIONERS: Commissioner Hoberg proposed a future agenda item to review the design of the City flag. 8. PRESENTATIONS/ACTION/DISCUSSION: A. Consider Request for Proposal for an Arts Master Plan. Staff Recommendation: Approve Request for Proposal as presented and forward recommendation to the City Council. Christopher Ball gave staff's report. There were no speakers. The Commissioners and staff discussed making minor adjustments to the Request for Proposal, including the addition of Pacific Time to the cover page and RFP deadline, spelling of the City of Moorpark consistently throughout the document, addition of a hyperlink to the bid posting web page. The Commission and staff discussed the language contained in the Professional Service Contract, including Contractor Exhibits, and legal authority granted by the contract that would enable the City to hold the contractor accountable to the proposed timeline and to apply penalties if completion is delayed. The Commission and staff discussed the Request for Proposal which will include the Ad Hoc Committee and Staff's recommendation being presented to the Arts Commission for consideration prior to making a recommendation to City Council. MOTION: Chair Blaugrund moved and Commissioner Hoberg seconded a motion to recommend to the City Council for consideration staff's proposal for an Arts Master Plan including consideration of the comments presented by the Commission. The motion was carried by voice vote 5-0. Minutes of the Arts Commission February 19, 2019 Page 3 B. Moorpark Multicultural Arts Festival Committee. Staff Recommendation: Appoint one commissioner to serve on the Moorpark Multicultural Arts Festival Committee. Christopher Ball gave staffs report. There were no speakers. Vice Chair Hoberg and Commissioner Barrett volunteered to be on the Moorpark Multicultural Arts Festival Committee. Staff accepted both volunteers. MOTION: The Commission appointed two commissioners to serve on the Moorpark Multicultural Arts Festival Committee. 9. CONSENT CALENDAR: A. Approval of Minutes for the Arts Commission's Regular Meeting of August 21, 2018. Staff Recommendation: Approve as presented. MOTION: Chair Blaugrund moved and Commissioner Roullard seconded a motion to approve the Consent Calendar as presented. The motion was carried by voice vote 5-0. 10. ADJOURNMENT: The meeting was adjourned at 6:38 p.m. APPROVED: CHARLES BLAUGRUND, CHAIR ATTEST: Kimberly Sexton, Administrative Assistant