City of
Santa Clarita
Proposal for
Museum &
Cultural Center
Feasibility Study
# REC-21-22-42
June 24, 2022
MGMP
June 24, 2022
Jonathan Cosh
City of Santa Clarita, California
Re: Response to PROPOSAL # REC‐21‐22‐42
Santa Clarita Museum and Cultural Center Feasibility Study Dear Mr. Cosh,
It is with great pleasure that we at M. Goodwin Museum Planning, Inc. (MGMP) are responding to the request for proposals from the City of Santa Clarita to develop a feasibility study for a new museum and cultural center. We hope to offer our extensive experience, our passion for museums and our proven track record to your project.
We believe that our team is in a unique position to help guide the development of an exciting yet pragmatic vision for the institution's future—one that embodies your highest aspirations.
We know museums and cultural centers. Our team members are well-versed in the essential considerations for developing successful heritage sites and museums. MGMP’s team members are veteran cultural planners, having worked on over 150 museum planning projects nationwide, and internationally, including dozens of city, county, and state-owned or managed projects. Our team understands that planning a museum and cultural center is more than just addressing technical issues of a site and its buildings—our core work is about creating a framework for the institution and its identity to build a sense of community, and to create a meaningful and enduring destination.
Because of our experience, we know that in a museum, everything is interconnected. Every one of the museum’s components—programs, exhibitions, staffing, finances and facility—impacts every other aspect of the museum’s operations, identity and potential for success. Navigating this challenging matrix of relationships within a holistic framework is a core asset of our team. Because we offer our clients a comprehensive range of planning services, from operational and business plans to building programs and feasibility studies, our planning process incorporates a unique understanding of the real-time implications of strategic, interpretive and programmatic choices on a museum’s operations and impact.
We know what it takes to make this project a success. We understand how each of a museum’s program components—every building, interior space, landscape element and built structure—represents a series of requirements for diverse uses and audiences. As we work to define the museum and cultural center's core audiences and desired visitor experiences, we'll also identify the core messages and narratives that will support telling stories intrinsic to Santa Clarita. We'll also explore programming opportunitiesand approaches to bring those stories to life.
Once we define the range of events and programs likely to be presented on site, we can develop visitation projections, a staffing and administrative model, and a building program that will form the basis of an economic study describing future operational costs, revenue production and regional market impacts. At every step of the way, we’ll apply our experience to develop realistic yet creative solutions to issues and needs related to facility and site identity and access, circulation and safety for visitors and staff, while also considering the long-term impacts of our planning.
From this information we will work to align the site, the visitor experience, and the institutional identity with the City's operational needs and expectations for performance. As you’ll see throughout this proposal, our work products and process are tailored to offer you data and information that will help you to make informed, prudent, long-term decisions. Our comprehensive and incremental approach to planning—first addressing big-picture issues of mission, vision and identity, and then applying these anthems to interpretive content and physical spaces—provides a roadmap for every step of the project.
Community engagement forms the core of our process. We know that securing buy-in from the City's residents and constituents is an essential part of the project’s success. Each of our team members has directed and participated in dozens of community outreach programs, including online surveys, community planning workshops and Town Halls. We secure successful outcomes by working with the client team to shape presentations and guide dialogue to incorporate positive-outcome discussions of project-sensitive subjects or challenges.
We love our work. We believe the planning process should be fun, engaging, creative and inspiring. We see our clients as team members, and we strive to develop lasting relationships. We appreciate your consideration of our proposal and relevant project experience and look forward to the opportunity to collaborate with you and your team to create a Feasibility Study for an institution that attains, and surpasses, your expectations.
Best wishes,
Marcy Goodwin, President
M. Goodwin Museum Planning, Inc.
18645 Hatteras St. #190
Los Angeles, CA 91356
505-832-7114
[email protected]
Consultant: Client representative:
M. Goodwin Museum Planning, Inc. (MGMP) Jonathan Cost
Marcy Goodwin City of Santa Clarita
President [email protected]
18645 Hatteras St. #190 Tel: 661 286 4187
Los Angeles, CA 91356
Tel: 505 832 7114
[email protected]
www.mgmp.us
Cover photo credit:
Western City Magazine
Photo dated 5/1/16
Courtesy of the City of Santa Clarita and League of
California Cities
Table of Contents
06 Introduction
12 Work Proposal
46 Statement of
Qualifications
66 References
70 Assigned Personnel
78 City Resources
84 Subcontractors
88 Additional Data
Consultant: Client representative:
M. Goodwin Museum Planning, Inc. (MGMP) Jonathan Cost
Marcy Goodwin City of Santa Clarita
President [email protected]
18645 Hatteras St. #190 Tel: 661 286 4187
Los Angeles, CA 91356
Tel: 505 832 7114
[email protected]
www.mgmp.us
Yale University Art Gallery | New Haven, CT
Introduction
MGMP
8 We offer a full range of operational planning services, integrating our clients’ strategic, administrative, staffing and financial needs within every aspect of our work.
Our projects represent museums all over the US and around the world. Organizations of all sizes are represented in our work—large, medium and small.
The breadth of our experience demonstrates our full
understanding of the needs and goals of museum
professionals working today.
Feasibility
Studies
44 Facility
Plans
85 Operational
& Business
Plans
73 M. Goodwin Museum Planning, Inc. is a national leader in planning for museums. In over 35 years we have provided more than 150 civic, private and university museums with facility, operational, organizational, strategic and business planning services.
We specialize in helping our clients articulate and define their future via a holistic examination of the museum’s goals, identity, audiences, programs, facility, governance, and finances.
Museum
Planning
Projects
150+
City of Santa Clarita Museum & Cultural Center Feasiblity Study 9 MGMP works only with museums.
Our practice is informed by contemporary space use
and facility development models, as well as extensive,
hands-on experience working in museum operations
and on capital projects. We offer you, our client, a
comprehensive understanding of what your peer
organizations have done as they bring their institutional visions to life.
When I moved to Harvard as Deputy Director of the art museums, we needed a com- prehensive facility plan. MGMP are the only consultants I know of that treat each project as unique. They don‘t use a cookie-cutter approach. — Richard Benefield, Former Deputy Director,
Harvard Art Museums
Advocacy
Throughout all of our work, we act as our client’s core advocate. We help our clients advance their interests
through a forward-looking analysis of the impacts of
each project-related decision.
Interconnectivity
Our comprehensive analysis and planning approach
allows our clients to confidently develop a coordinated operational vision, one that employs facility
development, operational and business strategies and
solutions tailored to the unique circumstances and
conditions of their communities.
Each project is unique
We do not have a set of pre-determined answers.
We employ a data and dialogue-based approach to
determine our clients’ specific needs and priorities,
and apply our experience and industry knowledge
to propose novel solutions rooted in the realities of
operating a museum today.
MGMP
10 The MGMP team brings a sense of civic responsibility and financial stewardship to every project. We work frequently with public entities, and we understand the importance of both creating an environment of openness and collaboration with the community, while ensuring that a clear and workable plan is created as a roadmap for the future of the organization.
To us, diversity, equity and inclusion aren’t just buzzwords; they’re who we are. We are a woman-owned business with core team members that are Native American and Caucasian, Boomer and Millennial. We’ve built a culture of collaboration and inclusion within our team, and we work to exemplify these values as we interact with our clients and their communities.
This spirit of equity has empowered us to work with a broad range of cultural groups and constituencies, including planning for museums and heritage sites focused on the history and cultures of Latinx/Hispanic Americans, African Americans, Indigenous Americans, Jewish-Americans, and Asian Americans.
Our proven track record of community consensus-building is grounded in high quality, long-term client relationships. With decades of experience managing large-scale community projects, our team is adept at encouraging and sharing the ideas and concerns of all project stakeholders. We achieve this through workshops and a variety of collaborative formats and techniques that are appropriate in our current world of social distancing. We work diligently to incorporate these ideas and concerns throughout each phase of our planning work.
Our Project Team
City of Santa Clarita Museum & Cultural Center Feasiblity Study 11 Developing a feasibility study is not a one-sided undertaking—it’s a conversation, one that explores various options and sets out your shared priorities. We work with you as team members, to listen, to respond, to help you frame and define your programmatic, operational and financial goals.
We apply our experience to help explain your options, and to help your team and stakeholders understand the resources needed to achieve each goal. Our job as your consultants is to provide the structure, the knowledge base and the working environment needed for you to shape an exciting, vibrant and sustainable vision for your institution.
Because only by truly understanding the community’s and City’s desires and site-specific context can we collaborate on a solution that best supports your vision. This is what makes our process different. It’s our job to solve problems within the given constraints and advise you on your options. It’s all about collaboration. The best projects—the ones that are truly successful—happen because the client team, the stakeholders and the planning team are all dedicated to working together to create an inspiring, successful project.
Our firm has a commitment to enhancing public and civic spaces, to helping communities to define themselves through their civic organizations and sites, and to collaborating with our clients to assist them to realize their core vision. Each of our projects represents civic pride, because our plans, studies, concepts and designs are unique to each client’s specific community and place. We will work to make your place inviting, and appropriate for the community’s long term use.
Our Approach
Louisiana State History Museum | Baton Rouge, LA
Work Proposal
MGMP
14 To MGMP , this Feasibility Study is not merely an assessment of whether the proposed museum can succeed given a set of specific conditions. Our approach to this project is to work with the City leadership to create a road map for building a successful, dynamic and enduring organization.
The development of a museum and cultural center’s programmatic, operational, and design program is rooted in the specifics of place. In this case, the proposed institution presents an amazing opportunity to enrich people’s lives—encouraging visitors to experience a deeper awareness of the remarkable individuals who built, developed and continue to sustain this unique place.
This is an exciting time for Santa Clarita. As Southern California locals, our team is greatly impressed with the City’s renewed and continued development and dynamic, inclusive initiatives. Our approach will be to develop a Feasibility Study for a museum and cultural center that not only enhances the connectivity of its interpretive content throughout its own physical site, but that also empowers the City to extend its connectivity to all audiences.
We’ll explore ways to extend the audience to encompass broader age levels served and geographies and cultures represented, and to offer active community outreach opportunities and a broad range of exhibit topics, programming subjects and engagement / interpretative formats.
While our previous experience gives us a broad perspective from which to help our clients articulate a clear vision for the project, our approach incorporates a major priority:
We always remain open to the insights, opportunities and cautions presented by our planning team members. We seek to listen, and to incorporate these insights into our finished product.
Project Understanding
The Feasibility Study proposed by MGMP will provide the City of Santa Clarita to determine the organizational start-up requirements, site and facility needs, financial viability and long-term sustainability of the City of Santa Clarita Museum and Cultural Center.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 15 We’ll provide context and data via a suite of data and background information gathered through a multi-level analysis of comparable institutions and markets, as well as our own experience working with similar organizations. Together, these components will help paint a realistic picture of the expectations, professional practices, and performance standards for the museum, and will guide the planning team in developing an operational vision that meets the needs of the City’s diverse communities. Analysis of this contextual information leads into a period of defining the City team’s goals and priorities, and clarifying our planning mandates and terminology so we can plan together from the same assumptions.
We approach our public and stakeholder planning process in a similar fashion, as we develop a more public agenda that can accurately and sympathetically explain the project framework and convey the importance of this very special place.
Because securing buy-in from the museum’s constituents, public stakeholders and supporters will be an essential aspect of the project’s ultimate success, well-strategized community engagement forms the core of our process. Throughout the project we’ll employ different methods of creating community exchange, offering a variety of formats for stakeholders to discover mutual understanding and share diverse ideas, desires and knowledge.
Our visioning process for the museum continues with an exploration of big-picture dreams and aspirations, crafting preliminary mission and vision statements for the institution, and describing its audiences, exhibits, and program offerings.
Telling the museum and cultural center’s stories via a variety of interpretive formats is essential to engaging with the institution’s audiences. While many Baby Boomers seek out print and simple signage, younger visitors often prioritize digital interactivity, augmented reality, new forms of graphic projections or imaging, physical or immersive experiences, and personal contacts. And, younger audiences have different priorities for exhibit and interpretive content. The desires and expectations of different audience segments will inform our process of identifying and prioritizing the museum’s exhibit topics and programming types.
Throughout our work process, MGMP employs a dialogue-based approach built through incremental decision-making. We first begin with a series of high-level investigations, and then proceed to targeted, operational, budget-related and impact-driven goals.
MGMP
16 Whether traditional methods of interpretation, QR codes, audio recordings, video projections, or any other format, our planning work will incorporate the consideration of every available medium which might encourage visitors of all ages, backgrounds and geographies to experience and actively engage the unique history and context that makes Santa Clarita a special, important and enduring part of the American story.
We’ll then use our market research and assessment data to outline a sustainable operating model, including the staffing, administrative structure, facility size and City support and coordination needed to bring the museum to life.
As we work through the specifics of the future site and facility space program, we’ll examine the multiple ways each individual space can reinforce the museum and cultural center’s desired future identity and visitor experience.
Finally, we’ll compile all previously-developed deliverables into a single Feasibility Study document, which we will share with the Santa Clarita civic leadership and community in a series of public meetings. After receiving feedback from these meetings, we’ll then make a series of revisions to the document, and issue final recommendations.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 17 Work Plan & Scope
This proposed scope of work will provide the City of Santa Clarita with a Feasibility Study for a proposed new museum and cultural center.
Our proposed 32-week planning process will include the following tasks and deliverables (please see page 20 for a detailed description of each project task and deliverable):
• Project Start-Up
• Site Assessments
• Comparable Institutions & Markets Study
• Community Needs Assessment
• Project Visioning
• Exhibit Resources, Topics & Core Messages
• Programs & Activities Statement
• Staffing, Administrative & Operational Concept
• Building Program
• Financial Analysis
• Report Synthesis
• Final Presentations
MGMP
18 Project timeline
The timeline we have developed estimates a total of eight months, or 32 weeks, from the initiation of work to the delivery of Final Presentations of the Feasibility Study.
Careful discussion with the client’s project coordinator will be necessary at the start of the planning process to confirm the overall project schedule. 16/25/2022
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Task 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 Project Start-Up
2 Site Assessments
3 Comparable Institutions &
Markets Study
4 Community Needs
Assessment
5 Project Visioning
6 Exhibit Resources, Topics &
Core Messages
7 Programs & Activities
Statement
8 Staffing, Administrative &
Operational Concept
9 Building Program
10 Financial Analysis
11 Report Synthesis
12 Final Presentations
Travel to Santa Clarita
• • • • • •
Project Management Zooms • • • • • • • • • • • • • • • • City of Santa Clarita Museum & Cultural Center Feasiblity Study 19 Planning workshops & travel to Santa Clarita
In addition to the regularly-scheduled, bi-weekly project management meetings outlined in our work plan, our team has scheduled six (6) total trips to Santa Clarita for planning sessions, stakeholder engagement and presentations. In addition to reviewing and confirming all planning documents developed by MGMP to date, the planning sessions will focus on the following topics:
• Project week 6: MGMP & Client team introductions, site(s) tour, priority stakeholder meetings, information-gathering and initial visioning discussions • Project week 12: Comparable institutions and markets research findings, project visioning, exhibit topics, programs & activities and stakeholder engagement
• Project week 16: Confirmation of project visioning and direction, public Town Hall meeting, staffing & operational conceptualization
• Project week 20: Building programming
• Project week 24: Review of financial analysis, re-assessment and as-needed revision of planning documents for Report synthesis
• Project week 28: Final presentation(s)
While our preference is to have these work sessions occur in person, due to the challenges and uncertainty surrounding the ongoing Covid-19 pandemic, our team anticipates the need for some of our planning meetings with the client team and project stakeholders will occur remotely, via Zoom or a similar platform. This assumption is made in order to reduce the likelihood of Covid-related disruptions and delays to the work process, manage planning and client team availability, and ensure the safety of planning and client team members.
However, our Los Angeles-based Project Manager is available to participate in in-person planning, client team and stakeholder meetings at the client team’s request, including unscheduled, as-needed meetings with the client and stakeholders, throughout the project.
MGMP
20 Plan Deliverables
At the project outset, we will work with the client team to confirm the overall work process, project timeline and project management protocols.
We will also work with the client representative to confirm a core client Planning Team who will participate in our on-site planning sessions, and will review and approve all MGMP-G documents and deliverables as they are developed.
Our team will review all client-provided relevant studies, development initiatives, existing reports, historical documents, City-generated materials, position papers, preliminary programs, data and information to identify the current planning and development environment within Santa Clarita. This review will form a means of establishing a baseline for recommendations and other components of the scope of work.
Our team’s efforts will include correspondence with members of the client team to identify previous and current priorities and considerations, as well as their “preferred direction” for the proposed museum moving forward. This communication will also include a discussion of the overall site’s development plans, relationships, currently planned or desired site infrastructure projects, and the client team’s recommendations for the project’s potential “partners” within the area and surroundings. The “partners” may include local and regional K-12 and higher education institutions, civic entities, and any other groups the client team feels would be helpful to the planning project’s success.
Because the Community Needs Assessment is such an important component of the planning process, we’ll also work with the client team to refine our approach to community engagement.
At this preliminary stage, we’ll begin to identify the key stakeholders, whether individuals or groups, that might provide useful insights that will facilitate the planning process. 01 Project Start-Up
City of Santa Clarita Museum & Cultural Center Feasiblity Study 21 Project management
In our experience, a project’s success is the product of regular communication and close coordination between MGMP and the client’s project manager. Scheduled correspondence not only highlights specific areas of concern, but also helps to create working efficiencies and subject tracking that will ensure the satisfactory, on-time and on-budget delivery of project deliverables.
This process begins in project month one with initial meetings with the client team’s project manager and leadership to define the project’s parameters, goals and schedule, to confirm the resources needed to complete all project tasks, and to confirm a reporting and review process for all deliverables.
Throughout our work process, we will participate in regular, bi-weekly project management meetings (excluding weeks during which our team will participate in planning meetings) with the client project manager to flexibly address any challenges that may arise.
Each month we’ll also submit to the client project manager all relevant reporting and analysis from planning team and stakeholder meetings, workshops, correspondence and engagement sessions. This will ensure that both the entire project team is always operating from the same page, and working together to maintain and improve the overall structure of the project.
Research & contextual memoranda
Throughout the work process, the MGMP team will develop a series of as-needed memoranda and position papers for the planning team identifying and describing peer and museum- professional standards and best practices.
These documents will support the decision-making process, empowering the client team to assess their choices within a realistic and achievable framework.
Prior to each planning meeting, our team’s agendas will be supported with documents and supplemental materials designed to efficiently focus conversations on priority topics, and provide additional context for discussion.
MGMP
22 During our first visit to Santa Clarita, our walkthrough of potential project sites will provide the basis for a review and assessment of the future institution’s presence and identity, its connections to other notable City sites, the potential site access conditions for visitors and service vehicles, and the existing and potential future use of interior spaces.
Members of the client team will accompany MGMP on a tour of no more than three (3) City-identified properties and other impacted sites within the area. This visual assessment of existing conditions will help MGMP to understand the site, but also to understand the client team’s point of view for the museum’s future identity, programs and functions within the context of existing and future City development plans and initiatives.
As we move through the sites, both MGMP and the client team can discuss the project’s potential possibilities and challenges. Our site visits can help us to highlight and prioritize issues and opportunity areas that may become focus points during the planning process.
MGMP will then prepare a preliminary analysis of the proposed sites, with an eye toward the critical components that can support interpretive, operational and programmatic success.
Expected areas of emphasis include site limitations with respect to areas for future growth, circulation, approach and accessibility, security, connectivity, functional relationships within the property, perimeter access control, parking, and placemaking opportunities.
Our site visit will also include consideration of potential bus and ADA drop-off points, service and support truck access, fire and life safety vehicle access and even bicycle and pedestrian movement.
02 Site
Assessments
City of Santa Clarita Museum & Cultural Center Feasiblity Study 23 Main
Library
Main Library
N Oregon
N Oregon
W Missouri
9 Sample site assessment
MGMP
24 Because this project represents a new or “start-up” museum, establishing benchmarks and performance metrics using data gathered from a study of comparable and regional institutions will be critical to assessing the project’s feasibility.
MGMP will study the operations of other museums within locations, especially regional locations, comparable to those of Santa Clarita. We will particularly focus on museums that may have similarities in terms of mission, subject matter, and programming.
Data gathered from this study will include:
• Facility square footage
• Annual visitation
• Hours of operation
• Staffing levels
• Annual budget
• Earned and contributed income
• Governmental support
• Programming types
03 Comparable
Institutions &
Markets Study
Georgia Museum of Art
Johnson Museum of Art
26 61
55 59
68 59 60
Ackland Art
Museum
Kemper Art Museum
Univ. of Michigan Museum of Art
Utah Museum of Fine Arts
AVERAGE
Sample comparable staffing data
City of Santa Clarita Museum & Cultural Center Feasiblity Study 25 Additional research will be developed by studying the regional market, as well as markets comparable to Santa Clarita, especially those within Southern California. MGMP will analyze these data to identify sector-wide trends and develop benchmarks and metrics which can be applied to the museum’s unique operations and programming.
Application of these metrics will help us to develop initial projections and expectations for the museum’s financial performance and economic impact to Santa Clarita, aid in right-sizing the facility to meet operational demands, and provide important context for the development of realistic expectations for visitation and program participation levels. 0 100,000
200,000
300,000
Berkeley
Art
Museum
and Pacific
Film
Archive
Hammer
Museum,
UCLA
University
of Michigan
Museum of
Art
Weisman
Art
Museum,
Univ
Minnesota
Blanton, UT
Austin
Henry Art
Gallery, UW
Seattle
Chazen, UW
Madison
Georgia
Museum of
Art,
University
of Georgia
Spencer
Museum of
Art,
University
of Kansas
Utah
Museum of
Fine Arts
AVERAGE Ackland
(current)
Facility GSF # Annual Visitors
Facility GSF and # Annual Visitors
MGMP
26 Nearly every one of MGMP’s museum feasibility studits incorporate a work process that includes dialogue with a variety of stakeholders representing diverse demographic, educational, racial and ethnic backgrounds.
When we work on projects such as the proposed museum that incorporate multiple community and cultural narratives, it is important to remember that each planning participant usually represents a specific constituency. They are often quite committed to and passionate about that constituency, and they’re usually quite vocal about that commitment.
Our job is to build bridges, to help form an organization that can move forward by sharing and incorporating diverse points of view. We work to produce public and semi-public conversations with our planning team members and the general community, with a goal of developing a sense of the perspectives each of these community members may represent, and how their own narratives may intersect with others. Many community members see opportunities for sharing cultural narratives—family, faith, holidays, seasonal observances, ways of speaking and acting, historic events, and even their priorities for sharing within the framework of the museum’s mission.
We are often asked to help community planning groups to understand that we are not creating a single political construct, we’re weaving a narrative of the whole. Our job is to encourage dialogue and to encourage community members to speak, while at the same time, helping them to understand the work (s) the museum must perform or achieve in a broader context.
The museum’s roles and responsibilities are always much more extensive than a simple gallery sequence.
We seek to create a planning framework, and to ask community members and planning group members to offer their thoughts as contributions to the overall narrative within that framework.
We usually find that if they are allowed to develop their ideas in a survey-based and dialogue- based context, they understand that their voices are being heard. They understand that ultimately the organization seeks to offer a broader framework for all of the stories it needs to tell.
Our planning approach offers several different forms of community engagement:
04 Community Needs
Assessment
City of Santa Clarita Museum & Cultural Center Feasiblity Study 27 Specialized Online Surveys
Our Community Needs Assessment process begins prior to our first in-person meetings with stakeholders.
At the project outset, our team will develop and distribute a set of project-customized online surveys. There are usually multiple, custom-designed surveys. For example, there is a more extensive, in-depth survey for the City planning team, a simpler one for State and civic leadership, and a very simple one for the general public. The surveys will be distributed via a URL link, and can be completed online or on a mobile device.
After the respondents have completed their surveys, we will compile and analyze the responses, which will then be used to develop targeted meeting agendas, discussion points, and our deliverables.
11. What are the site and facility-related challenges and/or limitations you experience today? How do these impact your ability to do your job or fulfill your role?
space
artelevator
galleries
front
officeor
staff
buildingchallenge
large
lot
museum
workworks
access
basement
difficult
doors
groups
parking
room
accommodate
bathrooms
classes
What facility-related
challenges and limitations
do you experience today?
Sample questionnaire response
5. What are the greatest assets of the Ackland’s site and building today? location
building campus
townuniversity
community
large
middle accessible
accessingacklandadded
adjacent amenity
art
arts
assets
attendance
centrallyceramicschapelcontemporary
corner dimensional entrance
What are the greatest assets
of your organization and facility
today?
The survey preparation, review, and analysis process is essential to our project deliverable development sequence, because it allows us to hear, on an individualized, confidential basis, the separate voices of each of the client team members and project stakeholders, - all before we begin work in our planning sessions. Through this process, we can better understand the issues unique to this project, the City, and the local and regional communities prior to any in- person engagement.
MGMP
28 Individual / Small Group Stakeholder Meetings
During our first visit to Santa Clarita, MGMP will participate in individual and small group meetings with parties prioritized by the client team. People that might participate in this priority meeting outreach process include regional educational leaders, senior leadership at other regional museums, civic leaders, and potential future institutional partners.
MGMP will use this opportunity to describe our work process and work scope, and also to solicit input related to their concepts related to their own priorities for the project, as well as to the future community stakeholders’ dreams and priorities. The goal of these meetings is to secure input and support from the museum’s future constituents and stakeholders, and to encourage their continued participation and engagement. Additional individual stakeholder meetings can also occur remotely.
Town Hall Meetings
During our subsequent visit to Santa Clarita, we will moderate a Town Hall meeting at a City- designated site for the general public and project supporters.
The Town Hall will be developed using the framework of a PowerPoint-style presentation. This structured approach allows us to effectively moderate and guide discussions with large groups that may exceed 100 participants.
As we work, we’re careful to not ask broad, open-ended questions that might encourage highly opinionated statements such as, “What about the ____?” or “What should we do or say?” Town Hall meetings will be scheduled for the work period after we are able to evaluate the online survey responses, engage in several individual/small group meetings, complete our Site and Facility Assessment, and participate in initial Visioning sessions with the client team.
By waiting until this preliminary work is complete, our planning team can then take advantage of a greater depth of knowledge about the project’s potential goals and limitations. We can then present a more structured, subtle, and sequential framework of questions and discussions regarding the prospective overall narrative, issues of the center’s future possible identity, and potential program offerings.
04 Community Needs
Assessment
City of Santa Clarita Museum & Cultural Center Feasiblity Study 29 We’ve found that this presentation framing sequence and structure allows us to develop a complex, nuanced approach, rather than assembling individualized, separate-interest statements, or presenting the mandates of a single individual or group.
Our work process related to identifying topics for community presentation and discussion will represent a joint effort between MGMP and the client team. Working together, we’ll set an overall agenda for each meeting, define the primary discussion points, and identify supportive materials, information and visual aids that will provide the most useful context for informed and congenial dialogue.
Later on in the feasibility study work process, we’ll moderate a second Town Hall meeting in which we will present our initial findings.
After each Town Hall meeting, we’ll develop a summary of the engagement session to share with the client team, including key takeaways and notable quotes that, moving forward, might impact the planning process. We’ll then use the information gathered in this community engagement process to revise and refine the in-process deliverables,and to ensure that the community’s desires and needs for the project are reflected within the Feasibility Study.
MGMP
30 Mission, Vision & Values
The visioning process is a concerted definition of the museum’s future focus, mission, vision and values. As the organization’s anthem, a successful mission statement should be able to carry it forward for the next 20 years or more, while a successful vision statement should present an ambitious, yet achievable, path forward for the institution as it continues its growth and development.
Because much of our subsequent planning work will be based upon the museum’s mission and goals, these statements serve as the essential connective fiber of all of our planning work.
Our team will guide a process of research and team dialogue among the client team to best articulate the mission, vision and priorities for the museum. These statements will take into consideration the institution’s responsibilities to all of its audiences and users, and the needs and goals for each group. It will also incorporate an assessment of the object-based and human resources available to the City for use at the museum.
While the museum’s missions statement will determine the museum’s core program offerings, the overall project presents many additional opportunities for interpretation, engagement and revenue production. Part of our work at this stage will involve the identification of key visitor amenities and programs that offer unique and place-specific visitor experiences, especially those that can generate revenue, and that reinforce the museum’s mission and values.
The planning options will be presented to the client team and then evaluated against the overall goals and objectives for the project. Interactive discussions as well as Pros and Cons of the scenarios will assist with understanding the various options, with “what-if” ideas will stimulate dialogue and feedback.
Audiences
Because of our need to identify the organization’s mission, vision, strategies and priorities, a significant feature of our work for this project deliverable will be to define the museum’s potential audiences, to outline the priorities for each core audience sector, and and to create a series of “achievables” that the museum should provide for each audience group. 05 Museum
Visioning
City of Santa Clarita Museum & Cultural Center Feasiblity Study 31 1,342
697
2951,432
121
148
150
1,109
Other / Unpaid
20.9%
LA College Students
2.8%
ULL Faculty & Staff
2.8%
Child
2.3%
ULL Student
27.0%
Adult
25.3%
Senior
13.2%
Student (5-17)
5.6%
Sample visitation segmentation data
In addition to geographic audience groups there are several other audience segments that must be defined, which include age-based groups, tourists (which can include national and international, cultural, identity and heritage-interest, etc. ), specific-interest tour groups, local educators and school children, etc. As we begin to identify these core audiences, and the client group’s prioritized visitor/audience groups, we can then concurrently begin the process of identifying the range of Exhibit Topics that will deliver the institution’s mission to these audiences.
Working with the client team, MGMP will discuss the interrelationships of the museum’s mission, program planning, exhibits and public presentations, and the museum’s future priorities and targets/goals for visitation and attendance on an annual and seasonal basis.
We will then explore the impact these institutional priorities, targets and goals will have on visitation expectations, space planning, operations and fundraising.
MGMP
32 Concurrent with the Visioning process, we will work with the client team to identify the core, or “take-away” messages for the museum’s exhibits and program offerings.
We will achieve this by working from the input gathered during our stakeholder and public engagement meetings, as well as the input from our meetings and interactions with the client team.
These core messages will be developed through a process of exploring the place, people and stories intrinsic to Santa Clarita. What makes this place special and memorable? What happened here? What does this place represent? And, in order to reinforce the City’s broader narrative goals, these core messages will be developed in alignment with the range of messaging that has been developed and employed at other sites throughout the City.
We will then develop a concept for the museum’s overall narrative or “story” that will offer interpretive approaches to the museum’s core messages that are space, age and culturally- appropriate.
After the core messages and narrative have been outlined, we’ll work to create a list of exhibit topics that is supportive of the City’s desired narrative for the museum. These exhibit topics will then be prioritized by assessing their desired impact to the overall narrative and by identifying the City resources that can be leveraged to support exhibit content and development.
After identifying the exhibit topics, we can then outline the desired visitor experience and potential program offerings, as well as the interpretive, programming and experiential priorities for the exterior site areas.
06 Exhibit Resources,
Topics &
Core Messages
City of Santa Clarita Museum & Cultural Center Feasiblity Study 33 WISCONSIN FORESTRY E DUCATION C ENTER
Open
Demonstration
Area
6 Green Means Go!
Energy and Power Center
Biomass, biofuel, heating, recycling, race car and
rocket fuel.
Try a leaf racer!7
The Paper Tree
Trees provide a source of paper;
play with dozens of objects made from paper.
Make your own paper!
5 Construction Zone!
Green products, certified forests, wood vs.
substitute products, try out the strength of
engineered wood products!
Glu-lam beam design.
Experiment with balloon-frame
construction
8 Experiences, People,
and Career Opportunities
Be part of a forestry SWAT team, cutting-edge
technology, fire-fighting today! Try out a 21st
century logging machine, use a GIS system,
explore geocaching, experience forestry’s
opportunities Orientation Theater
What is sustainable forestry?
3 Wood is Everywhere!
Objects made from trees. Wisconsin forests,
global forests. Try the amazing and beautiful
computer design and milling exhibit!
1 The World of Forests
(Forests as Systems)
The environment, climate change, soils, water,
the natural world of trees & forests, native and
invasive species.
4 Nature’s Chemistry Workshop
Learn about health products, pharmaceuticals,
gunpowder rubber, turpentine
Seedling Zone
Small children’s discovery,
experience and play space
4C
Forest Science Lab
3A
Computer Design
Lab
4B
Tree Food Court
Edibles: Maple syrup, fruit,
chewing gum
4A
The Science of Trees
Photosynthesis, nitrogen,
carbon, glucose,
cellulose
Gift Shop Restrooms
2 Woodland Canopy
Viewing Tower
LOBBY
9 Temporary Exhibit Gallery
Including changing art, technology, forestry and
history exhibits
Preliminary Exhibit Concept. This will be further developed at a later date. 7 and craftspeople demonstrating their professional skills and techniques. Several times a year we will hold career festivals, each focused on a diff erent type of natural resource, forestry, or sustainability-related career. Just a few of the cool green jobs include:
Wildlife biologist, biology “mapping” specialist, sustainable design architect, green building engineer and forest firefighter.
The Construction Zone opens up the world of wood
construction (both industrial and residential) with
hands-on tests of your skills at wood engineering,
balloon frame construction and creating green
projects. Do you know how to scale a log and grade
lumber? Is it hard to do? What happens if your forest is certified? Learn how wood is the only renewable
construction material. How is plywood made?
What makes it stronger? Watch the shattering story
of how engineers figure out ways to make hurricane-
proof wooden walls.
The Green Means Go! exhibit encourages visitors to try out diff erent fuel sources from wood or forest-based origins.
Can cars be fueled by wood chips? Try out a wood-fueled racer! What are your options for home heating? Can you build a biomass? Can biomass be harvested from Wisconsin forests? What can you do with one?
The Paper Tree explores how paper is made today, as the paper industry moves toward radical new products like nanopaper, which can carry electrical charges and has a tensile strength greater than cast iron! Try tearing a piece! And make your own paper right in the gallery.
The largest gallery, the Career
Center, provides a variety of
amazing simulation ex -
periences related to ev -
eryone’s daily lives. Be
part of a forestry fi re-
fighting SWAT team!
Try out a computer-
driven 21st century
logging machine! Use
a GPS system! Each of
the simulators is a thrill-
ing ride; you can put your -
self in the seat of the pros.
If you think one of these jobs is for
you, this interactive exhibit also explains
the skillset, training and education you need to realize your career dream.
Sample thematic bubble diagrams
MGMP
34 Programs & Activities Statement
This deliverable will recommend the range and types of programs, educational opportunities and interactions the museum may prioritize, as well as the desired program mix, scope of offerings, and the City’s goals for the range of programs, services and activities the museum will offer. These might include:
• Education programs (on-site, off-site or outreach)
• Living history interactions and demonstrations
• Site-based interpretation, including augmented reality programs • Online and social media-based programming
• Affinity programs with local and regional organizations or partners • Regularly-scheduled, ongoing museum-generated public events • Museum-generated performances and festivals
• Event rentals to third parties
This work will also include discussion of potential special events and programs for membership, fundraising, and other programs, including staff-managed and generated lectures, parties, films, family days, festivals, etc. We will discuss and prioritize each program’s potential for generating revenue, the potential audience size, etc.
We will first identify potential synergies between the museum’s mission, exhibit topics, desired visitor experience and local and regional tourism initiatives. This process will help us to identify a “menu” of on-site, remote and digital programs that can be prioritized and targeted to achieve the institution’s larger strategic goals. A special point of emphasis will be programming that actively supports local and regional educational initiatives and scholarship.
For each program type, we will describe:
• Desired goals and outcomes, identifying the metrics for determining program success, and ensuring the museum’s mission is being delivered via its many programs and initiatives
• Program participation levels, assessing the impact of programs on targeted audience segments
• Resources and support needed to deliver and administer programs 07 Programs
& Activities
Statement
City of Santa Clarita Museum & Cultural Center Feasiblity Study 35 For on-site programs, this deliverable will seek to regularly and continually activate the museum’s program delivery spaces (interior and exterior), thus maximizing its capacities to offer mission-driven experiences and presentations, while also increasing membership and generating the earned income needed to sustain operations.
For remote and digital programs, determining the scale of desired programming will ensure that museum has adequate staffing and technology resources to achieve meaningful and far- reaching impacts beyond the boundaries of its site. These online and social media programs can be integrated into the City’s existing platform of digital initiatives. 1,973
2,189
2,346
2,628
3,620
0 1,000
2,000
3,000
4,000
YR1 YR2 YR3 YR4 YR5
Film Events
Drop-in art activities on Sat.
Other fee-based classes
Adult art / visiting artist
workshops w. local art assoc.
VTS training
Museum Hack
French Table / Food Event
Book Club
Senior Art Workshops
Teen Club
Sample program participation projections
MGMP
36 This deliverable will outline the type and number of staff needed, the potential overall staff organization, and a brief description of each staff member’s role and responsibilities. 08 Staffing,
Administrative &
Operational
Concept Sample communications department staffing
FT PT
Non-
Salary
Director of Communications
Communications Assistant
Visitor Services Coordinator
Digital Content Manager
Business Coordinator
Graphic Designer
Content / Copy Editor
Photographer / Videographer
Publications Manager
Priority 1 total
3 2 0
Priority 2 total 2 0 0
Priority 3 total 1 1 0
FT PT
Non-
Salary
Director of Communications
Communications Assistant
Visitor Services Coordinator
Digital Content Manager
Business Coordinator
Graphic Designer
Content / Copy Editor
Photographer / Videographer
Publications Manager
Priority 1 total 3 2 0
Priority 2 total 2 0 0
Priority 3 total 1 1 0
FT PT
Non-
Salary
Director of Communications
Communications Assistant
Visitor Services Coordinator
Digital Content Manager
Business Coordinator
Graphic Designer
Content / Copy Editor
Photographer / Videographer
Publications Manager
Priority 1 total
3 2 0
Priority 2 total 2 0 0
Priority 3 total 1 1 0
FT PT
Non-
Salary
Director of Communications
Communications Assistant
Visitor Services Coordinator
Digital Content Manager
Business Coordinator
Graphic Designer
Content / Copy Editor
Photographer / Videographer
Publications Manager
Priority 1 total 3 2 0
Priority 2 total 2 0 0
Priority 3 total 1 1 0
We will develop a recommended organizational chart outlining the City’s preferred administrative structure for the museum. This chart will describe the staff reporting structure, and will be developed to encourage interdepartmental and inter-organizational collaboration and accountability.
Once the overall staffing and administrative structure has been determined, MGMP will develop a hiring and contracting timeline, which will outline the City’s onboarding goals for the museum during the ramp-up period prior to opening day. This timeline will show the needed “ramp-up” staffing sequence, which incorporates the staff that will need to be trained and in-place on the museum’s opening, as well as the initial, top-level hires who will be needed to determine the museum’s strategic initiatives. Our designations for future staff positions needed (full-time, part-time and contract) will be made to ensure the museum is adequately staffed to support and deliver every one of its core functions.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 37 The staffing concept will also offer an insight into how the organization expects to develop and deliver the full range of programming and service features described in the Feasibility Study.
The City may also wish to contract with outside vendors for select museum operational functions, including security, custodial and cafe/catering services. We will examine these options, and describe the pros and cons for each.
In support of the Financial Analysis deliverable, we will also outline provisional salaries using staffing and salary data generated from position salary data from other regional museums, as well as data from other comparable museums across the US.
DIRECTOR
Curator
Preparator
Curatorial Graduate
Assistant
Collections Graduate
Assistant
Collections Manager
Education Director
Educator B
University Academic
Outreach Coordinator
Educator A
K-12 / Campus
Coordinator
Education Graduate
Assistant
Assistant to the
DirectorDevelopment Manager
Membership Manager Digital Marketing
Coordinator
Marketing Manager
Marketing Intern
Chief Financial Officer
Museum Store
Manager
Events Coordinator
(Nights & Weekends)
Events Manager
Facilities Manager
Security Guard
Security Supervisor
Volunteer Manager
Admissions / Visitor
Services (6)
AV / IT Technician
Full time
Part time
New
Sample organizational chart
MGMP
38 In a planning workshop with the client team, MGMP will develop a Space Needs Statement.
This relational database document will represent a space-by space list of each future museum interior space.
For each future space, the Space Needs Statement will outline:
• Space name
• Net and provisional gross square feet
• Program area category (e.g. “Education,” “Galleries,” “Storage & Support,” etc.) • Potential floor level stacking
• Staffer(s) occupying
Once the Space Needs Statment is complete, this deliverable will help MGMP and the client team to assess the existing building’s ability to support the desired future levels of programming and exhibitions detailed in our previous planning documents. 09 Building Program
Sample in-process future space needs database
City of Santa Clarita Museum & Cultural Center Feasiblity Study 39 Each visitor type has a different set of needs and goals for their museum “ride” or experience.
General public visitors, K-12 students, and event attendees will each visit the museum for different reasons, and with different expectations. For each, the visitor’s movement begins with how they arrive at the site, as well as what they’re hoping to experience during their visit.
MGMP will develop a series of visitor flow and circulation diagrams for the museum. These diagrams will not only show the preferred spatial relationships or adjacencies of each museum interior space, but also how each visitor type moves through the building, from their initial entry point, into reception and exhibit areas, through program and activity areas, and to amenity spaces.
The diagrams will also track visitor movement between points of interest on the site that might be supported by additional interpretation, or that might provide places for respite and reflection.
Throughout this process, we’ll encourage the client team to see and make bigger connections between museum’s site, facilities and program offerings with the experience of multiple visitor types, while understanding how their choices and priorities create intrinsic forms of movement.
Front Entry Lobby
Museum
Store
Museum
Store
Inventory
Museum
Store
Office
Coats &
Lockers
Lactation
/ Quiet
Café /
Coffee Bar
Outdoor
Seating &
Events
Restrooms
(M/W/F)
Green
Room &
Restroom
AV
Tech
Booth
Auditorium
Flat-Floor
Multipurpose Event /
Community Space
Stairs to
Floor 2
Passenger
Elevator
Orientation
Room
K-12
Storage
Catering
Kitchen
Café /
Catering
Storage
Liquor
Storage
Galleries
• Changing Exhibitions
• Modern & Contemporary
• Black Box
Freight
Elevator
Iso.
Room
Trash &
Recycling
Table &
Chair
Storage
Café /
Catering
Receiving
Loading
Dock
Interior
Security
HQ
Sec.
Office
Facility
Mgr.
Office
Locked
AV Stor.
Ackland
Tomb
OPTION 1
FLOOR 1
Loading
Dock
Exterior
Staff &
Special Visitor
Entry Via
Sally Port
Public
Semi-public
Private
Vertical circulation
Sample adjacency diagram
MGMP
40 Financial stability and success are an essential foundation for the museum’s sustainability.
Financial success is based upon establishing a complex balance of revenue sources such as ticket sales, membership sales, fundraising, grants, corporate support, social or special events, facility rentals, outreach programs, festivals, museum shop and online sales, food service and catering, etc.
The Financial Analysis will outline the museum’s priorities, in terms of the necessary revenue streams, programming, staffing needed and space requirements that will allow the future museum to succeed in achieving these revenue streams.
Additional economic data supplied by the City will provide useful context for developing a market analysis and assessing the museum’s impact on the region. Paired with this data will be our team’s knowledge and experience with comparable operations and impacts gained from working on other comparable projects.
Further analysis of the City’s desired audiences and visitation goals will help to determine the resources, programs, goals, and the web of connections through which the museum will serve its communities.
10 Financial Analysis
Retail Public
Programs
Rentals Memberships
$99,682
$234,454
$9,469
$81,343
$16,262
$93,887
$55,795
$295,555
Sample earned revenue projections
FY21
Year 5
City of Santa Clarita Museum & Cultural Center Feasiblity Study 41 Using these audience identifications and priorities, and visitation data gathered from comparable and regional institutions, we can then develop realistic visitation projections.
Overall visitation and participation will then be segmented by program and activity type to assess the impact of individual program initiatives.
We’ll use this assessment of the museum’s programming impacts to develop a Pro Forma for the first year of operations.
The Pro Forma will include projections for the Museum’s earned revenue streams, including contribution to profit and overhead where applicable, for:
• Ticketing and admissions
• Memberships
• Program revenue, including for fee-based classes, performances, etc. • Digital initiatives revenue
• Museum retail
• Food service: cafe/restaurant and catering, including suggested vendor relationships • Event rentals
This deliverable will also include an outline for the preliminary development and fundraising targets from the following sources:
• Governmental support
• Individual & family giving
• Corporate giving
• Foundations & trusts
• Fundraising events
The Pro Forma will also outline projections for the operating costs associated with delivering the programs and activities the museum will generate, including:
• Direct facility-related expenses (e.g. utilities)
• Staffing expenses and vendor contracts
• Program expenses
• Departmental overhead
• Marketing and public relations expenditures
MGMP
42 10
Financial Analysis
We will also identify program areas in which additional investment will be made to ensure the museum is well-positioned to support continual changes in programming mix and needed human and technological resources.
The Pro Forma will allow a side-by-side comparison of future operating expenses and revenue production, helping the client team to understand and reconcile the impacts of museum’s program needs within an acceptable range of performance expectations.
During this process, we’ll work with the client team to identify areas in which additional staffing, fundraising / development, governmental support, or program-based resources are needed in order for the museum to operate with an annual budget-neutral or surplus-generating balance sheet.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 43 Sample 2-year profit and loss
UL accounts provided $870,000 operating funds for exhibits, general operating (salaries, marketing, supplies) and utilities.Foundation accounts are used for expenses not covered by the university (Education expenses).
Earned revenue from admissions, store sales and event rentals is deposited back into the operations account. All donated revenue (memberships, private grants, annual appeal) is deposited in Foundation accounts.
YR1 YR2 YR3 YR4 YR5
Expenses Revenues Expenses Revenues Expenses Revenues Expenses Revenues Expenses Revenues Exhibitions
Travel -314 -376 -451 -542 -2,000
Operating services -98 -118 -141 -170 -230
Supplies -20,785 -24,942 -26,000 -26,000 -26,000
Other charges (shipping, rentals) -35,440 -42,528 -51,033 -61,240 -35,440 Prof Services -16,846 -20,215 -24,000 -24,000 -24,000
Capital -871 -1,045 -1,254 -1,500 -1,500
Grants & Underwriting 75,000 75,000 92,000 105,000 105,000 SUBTOTAL -74,353 75,000 -89,223 75,000 -102,880 92,000 -113,451 105,000 -89,170 105,000 Operations
Store Sales -14,980 48,321 -17,097 55,152 -17,897 57,732 -18,938 61,090 -22,623 72,977 Event Rentals -23,520 56,000 -23,520 56,000 -23,520 56,000 -23,520 56,000 -50,862 121,100 Photo shoots -520 2,600 -520 2,600 -520 2,600 -520 2,600 -520 2,600 Admissions -2,682 15,776 -2,816 16,565 -2,957 17,393 -3,105 18,263 -4,358 25,633 Education & Events -1,422 12,929 -1,690 15,363 -1,894 17,220 -2,030 18,451 -2,712 24,653 Future Events -1,524 13,850 -1,850 16,815 -1,934 17,584 -2,327 21,158 -3,531 32,100 Cafe 0 0 4,835 5,449 6,094
Catering 7,790 7,790 7,790 7,790 22,262
Grants 240,000 240,000 240,000 240,000 327,000
Transfers from Foundation 360,000 378,000 396,900 575,505 949,583 Labor -605,307 -635,307 -644,667 -779,667 -809,667
Fringe -208,950 -208,950 -208,950 -258,950 -270,950
Marketing -161,232 0 -174,072 0 -182,384 0 -188,726 0 -209,524 SUBTOTAL -1,020,136 757,266 -1,065,822 788,284 -1,084,723 818,054 -1,277,782 1,006,307 -1,374,747 1,584,002 `
FOUNDATION FUNDS - UNRESTRICTED
Membership
Memberships 27,485 29,400 33,600 37,800 42,000
Admin Fees -1,293 -1,379 -1,576 -1,773 -1,970
SUBTOTAL -1,293 27,485 -1,379 29,400 -1,576 33,600 -1,773 37,800 -1,970 42,000 Management
Annual appeal/donation 10,000 10,000 10,000 10,000 20,000 Ticket sales 5,000 20,000 5,000 25,000 25,000
SUBTOTAL 15,000 30,000 15,000 35,000 45,000
Hilliard Society
Memberships 55,000 65,000 75,000 90,000 100,000
FR events -11,556 -11,556 -11,556 -11,556 -11,556
Prof Services -12,427 -12,427 -12,427 -12,427 -12,427
SUBTOTAL -23,983 55,000 -23,983 65,000 -23,983 75,000 -23,983 90,000 -23,983 100,000 Education
Sponsorships/grants/donations 20,000 22,000 24,200 26,620 31,944 Prof services -3,800 -4,180 -18,380 -5,058 -6,069
Supplies -601 -601 -601 -601 -601
admin fee -4,743 -4,743 -4,743 -4,743 -4,743
Prof Development -1,854 -1,854 -1,854 -1,854 -1,854
SUBTOTAL -10,998 20,000 -11,378 22,000 -25,578 24,200 -12,256 26,620 -13,267 31,944 MGMP
44 Based on work products developed throughout the planning process, our team will produce a single draft Feasibility Study document.
All information collected and analyzed to date will form the foundation of this effort. Text, graphics, plans, and illustrations will be finalized. The technical memos and community engagement meeting summaries produced will all be compiled into the document.
The draft Feasibility Study document will be designed as a visually illustrative, user-friendly document to effectively communicate the results of the plan to a broad spectrum of audiences including potential donors, with the goal of building support for following the recommendations of the plan.
After a Final Presentation to the client team and designated parties for review and discussion, our team will incorporate recommended revisions as directed by the client team into a final Feasibility Study document.
11 Report Synthesis
39 Increased operational costs
However, an increase in facility size and the parallel need for additional staff will result in an annual budget increase. The Museum’s current budget of $3.69 M will grow in the initial year of operations at minimum to $4.06 M and at maximum to $5.85 M, with the upper range the most likely outcome.
While reconciling expenses with revenues was not a stated goal of this exercise, we note that in each model (minimum, maximum and median), the Ackland is projected to generate a modest profit during the opening year of operations in a new facility.
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$5,000
$10,000
$50,000
$100,000
�useum
Store
Education &
Public
Programs
Rentals Catering Royalties �embers�i�s Curatorial
Current Future (median)
$99,682
$234,454
$9,469
$81,343
$16,262
$93,887
$23,149
$55,795
$295,555
$20,000
$1,460
$1,192
$0
$0
38 The Ackland’s strategic goals and planning mandates all point to a desire for a greater level of public engagement. In quantitative terms, this equates to higher levels of annual visitation for all audience segments.
Increased earned revenue
While the Museum now achieves high levels of support via fundraising and from foundations and trusts, the Ackland today has very few methods for generating earned revenue due to higher visitation levels.
Throughout the planning process, consideration was given to providing physical spaces capable of gener- ating additional earned income.
New and larger public amenity spaces such as a café and retail store represent visitation inducements as well as opportunities for generating greater revenue.
The result of these new and improved amenity and revenue producing spaces is a projected increase in earned revenue from approximately $180,000 to $627,000 in the median projection, a nearly 350% increase.
Financial Impacts
Sample Final Report
City of Santa Clarita Museum & Cultural Center Feasiblity Study 45 MGMP will also develop and deliver in person one final presentation of the draft Feasibility Study to the client team and designated parties. During this meeting we will solicit feedback to revise the Draft Feasibility Study to a Final Feasibility Study document.
This deliverable will consist of a PowerPoint-style presentation highlighting key project deliverables, findings and insights, along with presentation boards and other materials needed to illustrate and communicate the Plan.
12 Final Presentations
Walker Art Center & Minnesota Sculpture Garden | Minneapolis, MN Statement of
Qualifications
MGMP
48 Throughout the project, we’ll apply our experience to help you to contextualize your range of choices by highlighting the potential outcomes, opportunities, limitations and requirements the City may encounter.
We’ll guide a series of dialogues with your leadership team about each project- related subject, and assess the impact that planning decisions will have not only the proposed institution, but also the City’s overall slate of public offerings, initiatives and responsibilities. And, we’ll offer your team opportunities for community engagement, whether it’s in person, via Town Hall-style community engagement sessions and individual stakeholder meetings, or online via a series of targeted questionnaires.
Once the Feasibility Study process is complete, the City team will not only understand the how’s and why’s of their choices, they will feel confident in each of these decisions.
All of our work will be performed to help you to develop a successful, long-term future for the City of Santa Clarita Museum and Cultural Center.
As you’ll discover on the following pages, our team has tremendous experience working on other projects with components and contexts comparable to the proposed City of Santa Clarita Museum and Cultural Center’s relevant issues and subjects.
Project Examples
City of Santa Clarita Museum & Cultural Center Feasiblity Study 49 Ontario Museum of History & Art | Ontario, CA
MGMP
50 MGMP worked with the City of El Paso to develop the MACC as a “new” building comprising the renovation and adaptive reuse and expansion of an existing public library. The park adjoining the MACC and the El Paso Museum of History will be renovated to offer new, interpretive and interactive outdoor experiences and performances.
MGMP developed an organizational and staffing structure that aligned with and leveraged El Paso’s Museums and Cultural Affairs Division existing resources, expertise and personnel.
MGMP also regularly presentied skateholder and public workshops to discuss MACC’s future mission, vision, audiences and programs, and to solicit feedback during the design process.
MGMP then worked with MCAD to define the new Center’s functional and operational needs, including a statement of space, technical and construction needs for each interior space, functional adjacency diagrams, and detailed room descriptions and layouts for each primary program area.
Location
El Paso, Texas
Services
Strategic Planning
Operational &
Administrative
Planning
Program Planning
Space Planning
Public Outreach &
Engagement
Facility Design Review
El Paso Mexican American Cultural Center
City of Santa Clarita Museum & Cultural Center Feasiblity Study 51 LA Plaza de Cultura y Artes is a museum and cultural center focused on the Hispanic experience in the Los Angeles region. The museum addresses a variety of topics related to the political and cultural history and achievements of Hispanics in Los Angeles, delivering narrative content via a variety of formats such as art, music, performance, and cuisine.
Because the Museum did not exist as an operating entity during our planning work, MGMP was asked to project the range of program needs the future museum would require in order to meet its mission-related goals. We were tasked to define the museum’s target audiences, and to outline the possible visitor experience.
We also developed an operational and staffing concept, as well as revenue and expense projections. Our space planning for the building interiors had to carefully respect historic preservation needs while addressing the adaptive re-use program’s future needs.
Location
Los Angeles, CA
Services
Audience Studies
Operational &
Administrative
Planning
Program Planning
Business Planning
Space Planning
Public Outreach &
Engagement
Space Planning
Facility Design Review
LA Plaza de Cultura y Artes
MGMP
52 MGMP worked with the Tampa Museum of Art staff to develop a space analysis, facilities master plan and possible expansion feasibility study.
MGMP first examined the existing TMA facility to assess its current capacities and limitations, including an analysis of current space use and the development of up- to-date, actual use floor plans. In meetings with the museum’s staff, we developed statements of their future departmental staffing, programmatic and space needs.
We also analyzed of the museum’s current finances, and identified the operating cost per square foot and the revenue produced per square foot for each of the museum’s spaces.
Using our analysis and projections as a guide, we then developed two expansion concepts, which proposed to develop a new building and connector to the existing facility.
The new expansion “pod” would house all of the museum spaces that did not require gallery or collection storage-quality climate control and air handling, including new a new entry lobby, museum store, food service, auditorium, large special events space, and staff offices.
Location
Tampa, FL
Services
Space Analysis
Operational &
Administrative Planning
Business Planning
Facility Planning
Site Planning
Tampa Museum of Art
City of Santa Clarita Museum & Cultural Center Feasiblity Study 53 Meanwhile, the existing TMA facility would be
repurposed for use as galleries and collection storage
areas, as well as a brand-new education center.
Using the operating costs and revenues per square
foot developed in the first phase of our work, we then
assessed the proposed expansion plan’s affect on the
museum’s finances. This work resulted in projections for possible future annual operating costs, annual revenues, and the annual budget.
In October 2021, TMA announced their new, $65 M
renovation and expansion project with Weiss/Manfredi
architects.
MGMP
54 The Museum of New Mexico is a multi-venue museum organization that is State-owned and operated. The Museum of New Mexico manages and operates over 20 museums and historic sites statewide.
MGMP worked with SMWM Architects to develop a master plan for all of the Santa Fe Museums, including the newly-constructed New Mexico History Museum downtown, as well as the complete renovation of the Camino Lejo museum complex site (the suburban location of the Museum of Indian Arts & Culture, the Museum of Spanish Colonial Art, and the International Folk Art Museum). The project included both sensitive historic renovation (the earliest building, the Palace of the Governors, was built in 1610) and new construction.
MGMP developed a detailed architectural building program plan for every one of the museum- related facilities owned by the State in Santa Fe. These 15 buildings included separate new, non-public support and administrative buildings for staff offices, collections, library and archives, and exhibit planning and preparation. We developed a functional site use analysis for each existing and future site, as well as programming documents outlining the space needs and adjacencies for each facility.
Our planning work included programming plans for several outdoor plaza and site-based event spaces, and for all conventional building interior spaces. We also prepared a conceptual exhibit plan for the new State history museum. This detailed planning work allowed the Museum of New Mexico to fulfill a longterm master plan for all new and existing facilities.
Location
Santa Fe, NM
Size
262,285 gsf
on multiple sites
Services
Master Planning
Space Planning
Site Planning
Program Planning
Exhibit Concept
Development
Fundraising Support
Community
Engagement
Museum of New Mexico
City of Santa Clarita Museum & Cultural Center Feasiblity Study 55 Another MGMP contribution to the project was the
conceptualization and detailing of the new Camino Lejo
performance plaza and parking.
MGMP also developed the initial exhibit concept plan and the building program for the recently-completed New
Mexico History Museum, now located behind the Palace
of the Governors.
MGMP worked for approximately 16 months on this
project, with all work completed in advance of the
architectural design phase. We led six Town Hall
community meetings to discuss the project plan
concepts with several different community interest
groups.
Our full report was used to initiate legislative support and to secure long-term funding for the very large-scale, multi-phase, multi-venue project. The Camino Lejo site, including the new Performance Plaza, was the first
project to be completed.
MGMP
56 MGMP developed several planning studies to determine the ITC’s long-term strategic, organizational, academic, site and facility needs.
MGMP first prepared a full strategic plan, including a new mission, vision and values. We then developed an Audience Plan through series of audience studies, defining the current and future audiences anticipated, the desired future visitor experience, and the ITC’s desired future image and identity.
A major part of our work was to develop an extensive series of meetings and discussion forums with UTSA’s leadership, academic departments, students and faculty to integrate their visions for the organization within our plan. We also held several Community Town Hall Forums to hear the opinions of the ITC’s members, volunteers, neighbors, researchers, City officials, and the general public.
Location
San Antonio, TX
Services
Strategic Planning
Governance Planning
Operational &
Administrative
Planning
Business Planning
Facility Planning
Site Planning
The Institute Of Texan Cultures
University Of Texas San Antonio
City of Santa Clarita Museum & Cultural Center Feasiblity Study 57 MGMP prepared a future operations concept, outlining the potential staffing needed, as well as future revenue and operating costs. A new Governance Statement evaluated
the possible separation or re-distribution of the ITC’s resources among the University’s existing Academic units and Academic/Research services.
Part of our mandate was to define the museum’s long term space and organizational needs for an
“undetermined” potential new site in San Antonio.
We then used the newly-created strategic and
operational plans to develop a Future Space Needs
Statement, Adjacency Diagrams, a Technical Needs
Statement, and a Parking Needs Statement.
We also reviewed several potential sites in various parts of the City, and prepared a project cost budget for both a full-scale relocation and replacement, as well as for a partial replacement project. We then prepared a full
scope Potential Project Timeline, one that might take
the museum from its current state forward, to a new
location and a new identity.
MGMP
58 The Houston Museum of African American Art and Culture (HMAAC) retained MGMP to provide strategic planning, administration and governance reform. We also developed plans for future development and marketing initiatives.
MGMP assisted HMAAC’s leadership in strategic goal setting, and revising the Museum’s mission, which had not changed in the twelve years since the museum’s original founding.
MGMP also led the process of Board expansion and reorganization, including the development of new bylaws, new Board policies for nominations, accountability, terms of service, reporting structure, giving requirements, attendance, and more. We managed larger negotiations and held Board retreats focused on the changeover between a long-term, founding board and a new, governing board.
MGMP also created a new agenda and accountability program for the museum to achieve its new initiatives, and to ultimately reach its next stage of development. We worked with the museum’s marketing and fundraising consultants to outline a plan for growth, and created a plan for future staffing and management.
Location
Houston, TX
Services
Strategic Planning
Governance Planning
Board Development
Board Policy
Development
Operational &
Administrative
Planning
Development
Planning
Marketing Planning
Facility Planning
Houston Museum Of African American Culture
City of Santa Clarita Museum & Cultural Center Feasiblity Study 59 From all of this work we also created a conceptual plan for future facility renovations and expansion.
In the course of our work, we engaged many civic and
cultural leaders in Houston, including City officials and City Council members, the Mayor, the City Public Library and the Director of the City’s public African American
library. We offered three major Town Hall meetings for
members of the Houston region’s African American
community and for the Museum’s current and future
desired constituencies, before presenting the results
of our work in several meetings to museum and City
leadership, the local community, and prospective future donors.
MGMP
60 The Louisiana State History Museum is an all-new museum building located directly across from the Louisiana State Capitol. MGMP developed a full building program for the Museum’s new 70,000 square foot building. Our detailed programming included statements for the Museum’s space needs, technical requirements, adjacencies, program priorities, exterior space planning, and performance space planning.
In addition to our building programming scope of work, MGMP also worked on the initial exhibit planning for this project. This work was required because this project was the first comprehensive official statement about the State’s full history.
Because the original Museum is located in New Orleans, and this new museum was in Baton Rouge, the new Museum had very different audiences, with very different visitor profiles.
MGMP’s additional task was to work with the museum staff to help define a preliminary concept for the panorama of exhibits that would effectively tell the story of the State’s history, and to show how this could be accomplished within the new building design.
Louisiana State History Museum
Location
Baton Rouge, LA
Services
Facility Planning
Exhibit Concept
Development
City of Santa Clarita Museum & Cultural Center Feasiblity Study 61 The objects selected by museum staff to tell the story of the State’s history varied greatly in terms of size and technical requirement needed. For instance, oil field
derricks, vehicles, and civil rights artifacts were all part of the Museum’s collection. The project leadership also wished to have a large amount of interactive exhibits.
MGMP’s preliminary planning incorporated all of these
considerations.
Because the Museum is located directly across from
the State Capitol building, MGMP’s facility planning
incorporated a focus on creating special events areas for legislators. These special events areas regularly generate additional income that helps to support the Museum in
its daily operations. Today, the Museum’s large, sheltered portico entry, which elegantly frames the State Capitol building, is used as one of Baton Rouge’s primary special events spaces.
MGMP worked prior to the initiation of design, plus in the initial architectural design period.
MGMP
62 University of North Carolina,
Chapel Hill
Albuquerque Academy
Albuquerque Museum of Art &
History
Audubon Nature Institute
Baltimore Museum of Art
Benjamin Harrison Presidential Site
Pomona College
Vulcan Park & Museum
Buffalo Bill Center of the West
Buffalo Soldiers National Museum
California Museum of Art,
Thousand Oaks
City of Paso Robles, CA
Clyfford Still Museum
City of Golden, CO
Los Angeles Community
Redevelopment Agency
Connecticut Historical Society
Contemporary Jewish Museum
Craft & Folk Art Museum
El Paso Museum of Art
University of New Mexico
University of Louisiana,
Lafayette
City of Los Angeles, CA
International Center of
Photography
City of Laredo, TX
Los Angeles County Museum of Art
Southern Methodist University
Montalvo Arts Center
Monterey Museum of Art
Museum of Ventura County
Nelson Atkins Museum of Art
North Carolina Museum of Art
City of Santa Barbara, CA
City of Richmond, IN
Rhode Island School of Design
San Diego Art Center
San Diego Children’s Museum
San Francisco Museum of Modern Art
Seattle Art Museum
Tampa Museum of Art
Taylor University
Utah Museum of Fine Arts
Yale University
Feasibility Study Clients
City of Santa Clarita Museum & Cultural Center Feasiblity Study 63 Acadiana Center for the Arts
Ackland Art Museum
Albuquerque Academy
Andy Warhol Museum
Autry Resource Center
Baltimore Museum of Art
Benton Museum of Art
Berlinishe Galerie
Blanton Art Museum
Bruce Museum
Buffalo Soldiers National Museum
Cafesjian Center for the Arts
Clyfford Still Museum
Colorado Beer Museum
Connecticut Historical Society
Contemporary Jewish Museum
Craft & Folk Art Museum
Davis Museum, Wellesley College
El Paso Mexican American Cultural
Center
El Paso Museum of Art
Feldman-Horn Arts Center
Gardena Community Arts Center
Glenstone
Go For Broke! National Education
Center
Harvard Art Museum
Hilliard University Art Museum
Hoover Dam Visitor Center
Institute of Texan Cultures
Inter-Arts Center, UC Riverside
International Center of Photography
LA Plaza de Cultura y Artes
Laredo History Museum
Latino Museum
Leeum, Samsung Museum of Art
Los Angeles County Museum of Art
Louisiana State History Museum
Louisiana State University Art
Museum
MassART Museum
McNay Art Museum
Meadows Museum
Mexic-Arte Museum
Millard Sheets Art Center
Montalvo Arts Center
Monterey Museum of Art
Museum fur Angewandte Kunst
Museum of Contemporary Art,
Chicago
Museum of Contemporary Art, Los
Angeles
Museum of History & Art, Ontario
Museum of New Mexico
Museum of the American Railroad
Museum of Ventura County
Napa Valley Art Foundation
Nasher Museum of Art
Nau Center for Texas Cultural
Heritage
Nelson Atkins Museum of Art
Nevada State Museum
North Carolina Museum of Art
Perez Art Museum Miami
Philbrook Museum & Gardens
Pierre Claeeyssens Veterans
Museum & Library
Royal Textile Academy of Bhutan
San Diego Art Center
San Francisco Museum of Modern
Art
Santa Barbara Museum of Art
Seattle Art Museum
Sid Richardson Museum
Snite Museum of Art
South Bronx Academy of Art
Southern Utah Museum of Art
Southwest Museum
Speed Art Museum
Tampa Museum of Art
Taylor University Art Gallery
The Leonardo
University of Iowa Museum of Art
Virginia Museum of Fine Arts
Walker Art Center
Western Washington University
College of Fine & Performing Arts
Wheels Transportation Museum
Williamson & Mullin Galleries,
ArtCenter College of Design
Wisconsin Forestry Exploration
Center
Yale University Art Gallery
Facility Planning Projects
MGMP
64 Ackland Art Museum, UNC Chapel Hill
Albuquerque Academy
Albuquerque Museum of Art & History
Baltimore Museum of Art
Vulcan Park & Museum
Bruce Museum
Buffalo Bill Center of the West
Buffalo Soldiers National Museum
California Museum of Art, Thousand Oaks
Clyfford Still Museum
Colorado Beer Museum
Connecticut Historical Society
Contemporary Jewish Museum
Craft & Folk Art Museum
El Paso Mexican American Cultural Center
Go For Broke! National Education Center
GulfQuest
Harvard Art Museums
Hilliard University Art Museum
Houston Museum of African American Culture
Institute of Texan Cultures
International African American Museum
Junior Arts Center, Barnsdall Park
LA Plaza de Cultura y Artes
Laredo History Museum
Mexic-Arte Museum
Montalvo Arts Center
Monterey Museum of Art
Museum of Civil Rights
Museum of Contemporary Art, Chicago
Museum of Contemporary Art, Los Angeles
Museum of History & Art, Ontario
Museum of the American Railroad
National Hot Rod Museum
Nau Center for Texas Cultural Heritage
Nauticus
Nevada State Museum
Northwest Museum of Art & Culture
Perez Art Museum Miami
Fierre Claeyssens Veterans Museum & Library
Royal Textile Academy of Bhutan
San Francisco Museum of Modern Art
Sid Richardson Museum
Tampa Museum of Art
Tech Museum of Innovation
Walker Art Center
Financial & Operational Planning Projects
City of Santa Clarita Museum & Cultural Center Feasiblity Study 65 Albuquerque Museum of Art and History
Autry Resource Center
Benjamin Harrison Presidential Site
Berlinische Galerie
Birmingham History Center / Vulcan Park & Museum
Buffalo Soldiers National Museum
City of Paso Robles Museums
Colorado Beer Museum
Connecticut Historical Society
Contemporary Jewish Museum
Craft & Folk Art Museum
El Paso Mexican American Cultural Center
Galles Cultural Center
Gardena Community Arts Center
Go For Broke! National Education Center
History Museum of Los Angeles
Hoover Dam Visitor Center
Houston Museum of African American Culture
Institute of Texan Cultures
International African American Museum
LA Plaza de Cultura y Artes
Laredo History Museum
Latino Museum
Los Angeles Bicentennial Commission
Louisiana State Museum
Maxwell Museum of Anthropology
Metropolitan Water District, Diamond Valley Lake
Mexic-Arte Museum
Museum fur Angewande Kunst
Museum of History & Art, Ontario
Museum of New Mexico
Museum of the American Railroad
Museum of Utah Art & History
Museum of Ventura County
National Hot Rod Museum
Nau Center for Texas Cultural Heritage
Nevada State Museum
Northwest Museum of Art & Culture
Ontario Museum of History & Art
Pardisan History & Cultural Center & Park
Pierre Claeyssens Veterans Museum & Library
Richmond Museum Collaboration Project
Royal Textile Academy of Bhutan
Skirball Cultural Center
Southwest Museum
Tech Museum of Innovation
The Leonardo
Wisconsin Forestry Exploration Center
History & Cultural History Museum Projects
New Mexico Hisory Museum | Santa Fe, NM
References
MGMP
68 Katie Ziglar
Director
Ackland Art Museum
University of North Carolina, Chapel Hill
202-374-5146
[email protected]
Daniela Quesada
Chief Architect, City of El Paso
Project: El Paso Mexican American Cultural Center
917-592-9263
[email protected]
LouAnne Greenwald
Director
Hilliard Art Museum
University of Louisiana at Lafayette
337-482-1369
[email protected]
Richard Benefield
Executive Director
George Rickey Foundation
415-519-9747
[email protected]
Client References
Matthew Snellgrove
Vice President of Program Management
Legends
Project: International African American Museum
469-388-6360
[email protected]
City of Santa Clarita Museum & Cultural Center Feasiblity Study 69 v
Rarely have I had the pleasure of working with a
planning consultant who possesses both a depth
of knowledge of the museum profession, as well
as the ability to work with staff, the museum
board and the general public.
— Herman Mhire, former Director,
Hilliard Art Museum
Without MGMP’s help, guidance, insights,
and support, our organization would not have
survived the turmoil.
— Michael Ozawa, former Chair,
Go For Broke National Education Center
When one becomes a client of MGMP , they don’t
simply get a skill set. They get 30-years plus of
experience planning and working on some of
the most prestigious and high-profile museum
projects around the country.
— Brian J. Fair, Former Director of Development,
Nauticus
Much of the success of our museum—a
museum that will be far more integrated with
and responsive to the needs and aspirations
of our community—can be traced back to the
foundational work of M. Goodwin Museum
Planning, Inc. ”
Montalvo Arts Center | Saratoga, CA
Assigned
Personnel
MGMP
72 The MGMP Project Team
MGMP is a small firm. We’re accessible.
The senior members of the MGMP team, Marcy Goodwin and Cameron Boodram, work on every project we undertake.
We’re a custom workshop, not a factory production line.
We don't job out key planning work to outsiders, and we don't use boilerplate solutions. This approach ensures that every one of our clients receive our staff’s full attention, and allows the client team, and MGMP , to always remain up-to- date with recent project developments.
We are museum professionals.
Each of our core team members has also worked as a museum staffer, from entry-level positions up to senior administrative roles. We understand the working realities of museums.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 73 M. Goodwin Museum Planning, Inc. ’s core team for this project will be comprised of our two senior staff members, plus administrative support:
As the project manager, Cameron will lead the development of all project deliverables and planning documents. He will establish and maintain the overall project schedule, ensuring that all parties are aware of milestones to keep the project on track.
Cameron Boodram
Project Manager
The senior member of the MGMP team, Marcy will coordinate and integrate all project team input into a cohesive approach to help establish a clear operational vision for the museum’s transition period. She will be engaged in our planning meetings to ensure there is clear follow-through between the issues and desires of the museum leadership and staff, and ensure that project goals are realized.
Marcy Goodwin
Lead Museum Planner
MGMP
74 Marcy Goodwin
President
Marcy Goodwin’s career as a museum planning consultant developed from her experience in four disciplines: museum administration, site selection and development programs, building project management, and exhibition design.
Prior to opening her consulting practice, she served as a museum curator, administrator and educator. She curated the exhibitions for The Museum of Contemporary Art, Los Angeles, and the San Diego Art Center. Marcy was Assistant Director of the Junior Arts Center in Barnsdall Park, a very large municipal center for art education.
Marcy developed strategic, operational, space and administrative programs for arts and cultural institutions throughout the United States in an independent consulting practice from 1978 to 1991. Under long-term contracts during this period, Ms. Goodwin directed the building programs for: The Museum of Contemporary Art, Los Angeles; The Museum of Modern Art, San Francisco; The Museum of Contemporary Art, Chicago; the Andy Warhol Museum, Pittsburgh; and the Tech Museum of Innovation, San Jose.
Ms. Goodwin is an authority on museum practice, museum facility design and art installations. She has lectured and directed seminars for the Association of Art Museum Directors, the American Alliance of Museums, the Western Museum Association, Lloyd’s of London and the Ganminster Insurance Group, the Los Angeles Art Fair, Westweek (the Pacific Design Center), the Los Angeles Chapter of the AIA, the Chicago Arts Club, the Harvard University Art Museum, the University of Notre Dame, Wellesley College, the Speed Art Museum, the New York Chapter of the AIA and the New York Chapter of the AIGA.
As of today, she has developed over 150 space program plans, feasibility studies, strategic plans, operating plans and other planning efforts for institutions in the United States, Asia and Europe.
Marcy Goodwin holds a Bachelor of Fine Arts degree from Chouinard Art Institute (later the California Institute of the Arts, or CalArts), and graduated from the Claremont Graduate University with a Master of Fine Arts degree.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 75 CITY OF EL PASO El Paso, TX
Mexican American Cultural Center Building Program and
Administrative Plan
38,120 SF | $16.3 M
AUTRY RESOURCE CENTER Burbank, CA
Building Programming 106,000 SF
TAMPA MUSEUM OF ART Tampa, FL
Space & Operational Analysis; Facility Master Plan 120,000 | $75 M
INSTITUTE OF TEXAN CULTURES &
HEMISPHERE PARK
University of Texas at San
Antonio
Strategic, Administrative and Business Planning 180,000 SF | Cost TBD Building and Site Programming
BUFFALO SOLDIERS NATIONAL MUSEUM Houston, TX
Governance, Strategic, Administrative & Business Planning; Building Programming
23,000 SF | $4.1 M
VULCAN PARK & MUSEUM /
BIRMINGHAM HISTORY CENTER
Birmingham, AL
Organizational Merger Feasibility Study & Analysis 30,000 SF + 10 Acre Park
WALKER ART CENTER & MINNESOTA SCULPTURE
GARDEN
Minneapolis, MN
New Entry & Public Park Planning 20,700 SF | $15 M
Expansion & Renovation Building Programming 250,000 SF | $80 M Strategic & Administrative Planning
MGMP
76 Cameron Boodram
Vice President
Cameron has more than a decade of experience administering non-profit organizations and working with staff, researchers, artists and performers at esteemed civic, arts and education institutions in the U.S., Europe, and Asia. His background in the performing and visual arts provides him with the tools to empower museum clients to identify their unique assets, and to articulate them in new ways through a mutual process of discovery.
Cameron’s experience with non-profit and civic cultural organizations around the world also enables him to develop revenue and operating cost projections for the strategic and administrative structures MGMP helps our clients to develop.
Prior to his work at MGMP , he coordinated the diverse interests of university-level academic institutions and cultural organizations. He developed education integration plans and implemented the work of the Institute for the Research and Coordination of Music and Acoustics (IRCAM) at the Centre Pompidou and the Internationales Musikintitut Darmstadt (IMD) within the academic communities of the University of Paris and the Technische Universitat Darmstadt. He also developed outreach programs for these two organizations with governmental agencies, community organizations and local businesses.
In his nine years at MGMP , Cameron has developed over 40 facility, operating, community engagement and business plans for clients around the country, including the University of North Carolina at Chapel Hill, the Walker Art Center, the Clyfford Still Museum, the El Paso Mexican American Cultural Center and the deCordova Sculpture Park & Museum.
Born and raised in Los Angeles, Cameron traces his ancestry to the Carib and Arawak tribes indigenous to the Caribbean. He has lived in Paris, Frankfurt, Darmstadt, San Sebastián and Boston, and has traveled extensively both in the United States and abroad.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 77 ACKLAND ART MUSEUM, UNIVERSITY OF NORTH
CAROLINA, CHAPEL HILL
Chapel Hill, NC
Operational Analysis & Future Space Plan 40,000 SF | Cost TBD CITY OF EL PASO El Paso, TX
Mexican American Cultural Center Building Program and
Administrative Plan
38,120 SF | $16.3 M
HILLIARD UNIVERSITY ART MUSEUM,
UNIVERSITY OF LOUISIANA AT LAFAYETTE
Lafayette, LA
Preliminary Space Planning Feasibility Study 47,390 SF | $13 M 5-Year Business Plan
PHILBROOK MUSEUM OF ART & GARDENS Tulsa, OK
Master Plan 103,000 SF
CONNECTICUT HISTORICAL SOCIETY Hartford, CT
Space Assessment & Operational Planning Study 70,000 SF MONTEREY MUSEUM OF ART Monterey, CA
Buildings, Site and Operations Study; Feasibility Study 64,872 SF BRUCE MUSEUM Greenwich, CT
Administrative & Business Plan; Renovation and Expansion Building and Landscape Program
70,000 SF | $45 M
MEXIC-ARTE MUSEUM Austin, TX
Building Program & Feasibility Study 51,000 | $30 M
vv
Benton Museum of Art | Pomona College
vv
City
Resources
MGMP
80 Resources Required
Background materials
Prior to initiating our work, MGMP will require access to the following documents and materials, if available:
• Site plans and any previously-developed preliminary facility plans or programs • City-wide planning documents (e.g. strategic plan, comprehensive plan, master plan, etc.) • City-wide public and education programming plans and schedules • Collections resource documentationprogram statements
• City relevant departmental staff list and organizational chart • City marketing and social media strategy plans
• Governance statements
• Any existing operating and lease agreements with non-City / external entities • Other project-relevant documents, materials and/or planning studies identified by the client team Zoom Business account and access
Due to the uncertainty around the ongoing COVID-19 pandemic, we anticipate that many of our planning sessions, workshops, interviews, focus groups and Town Hall meetings will occur virtually. Our preferred platform for virtual engagement is Zoom, because of our ability to create presentations that feature interactive elements, including real-time polling and surveys.
While MGMP's Zoom plan is capable of supporting large group meetings, it will be helpful for the City to also carry a Zoom Business account to avoid any unforeseen technical issues that may arise. All planning participants should also have access to Zoom in order to actively participate in work and/or community engagement sessions.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 81 Conference room and media equipment
MGMP anticipates several on-site visits to Santa Clarita throughout the planning process. During this visit, we will require access to a large conference room to meet with City planning team staff and other available stakeholders.
Even thought the MGMP team is now fully vaccinated, we anticipate a continuing need to maintain social distancing with planning participants, thus a large conference room will be needed to appropriately distribute tables and chairs throughout the space.
In this space we will also require two sticky-back flipcharts and easels, or alternatively a large whiteboard with dry erase markers. A digital projector (with HDMI-in port) is also required for presentations.
Planning team and stakeholder engagement location, coordination and promotion At the outset of the project, MGMP will work with the museum's project coordinator and planning team to identify the stakeholder participants, engagement types and meeting schedule for feasibility study development process.
For large-scale Town Hall-style meetings will occur a minimum of twice during the project. A suitable location for these meetings to be held should be provided by the City.
Advertisement of public engagement meetings will be necessary in order to achieve high levels of participation.
Support from the City's project coordinator and marketing team will be essential to scheduling and publicizing these meetings.
MGMP
82 Feasibility Study Web Page or Portal (optional)
Some of our clients choose to develop a separate webpage within their website, or in some cases a dedicated new website, for the feasibility study process. This is espeically true for publicly-operated institutions with transparency and inclusion as part of their core values.
This portal can serve many functions:
• Notify the public that the City is engaging in a new feasibility study • Offer opportunities (e.g. surveys, questionnaires and message boards) for the public to have their voices heard during the planning process
• Publicize upcoming Town Hall meetings
• Provide progress updates during the study development process While the MGMP team will maintain responsibility to distributing in-process and up-to-date documents and materials to the planning team, some of our clients also choose to include a secure access point within the strategic planning website / page for planning team members to access these materials.
The development of these web-based resources is left to our clients' discretion.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 83 Institute of Texan Cultures Strategic Visioning Website San Francisco Museum of Modern Art
Subcontractors
MGMP
86 Subcontractors
MGMP will not employ or utilize any subcontractors to complete the proposed scope of work. All work will be completed by MGMP staff.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 87 Mexic-Arte Museum | Austin, TX
Seattle Art Museum | Seattle, WA
Additional
Data
MGMP
90 Additional Data
MGMP notes the following exceptions to items 4. ("INSURANCE") in the "NOTICE TO PROPOSERS REGARDING CONTRACTUAL REQUIREMENTS" section of the RFP document:
• 4.b. The stipulated requirement for Business automobile liability is not applicable to this work scope, as no use of owned, non-owned or hired automobiles has been requested or is anticipated. • 4.c. MGMP is not a professional architectural design or engineering firm. The work we provide as administrative planning consultants does not constitute design or engineering services as defined by the State of California. We are not eligible for professional licensing, and therefore are also not eligible for professional liability insurance.
City of Santa Clarita Museum & Cultural Center Feasiblity Study 91 Connecticut Historical Society | Hartford, CT
M. Goodwin Museum Planning, Inc. (MGMP)
18645 Hatteras St #190
Los Angeles, CA 91356
Tel: 505 832 7114
[email protected]