FOR THE COUNCIL MEETING OF FEBRUARY 21, 2023
COUNCIL AGENDA REPORT
TO: City Council
FROM: City Manager
Prepared by: Assistant City Manager
SUBJECT: PERFORMING ARTS AND CONVENTION CENTER FEASIBILITY STUDY RECOMMENDATION:
That the City Council adopt a Resolution approving a Professional Services Agreement with the Santa Maria Valley Chamber of Commerce to conduct a feasibility study for a potential Santa Maria Performing Arts and Convention Center.
BACKGROUND:
In 2021, a committee of community members formed by the Santa Maria Philharmonic began to explore the development of a Performing Arts and Convention Center (PACC).
This effort was organized for the following reasons:
- Multiple business surveys have highlighted the need for more diverse, cultural opportunities to attract and retain employees.
- Lack of suitable venues for conferences and performances in the City and the Central Coast results in lost economic opportunities.
- Santa Maria Philharmonic only has one suitable performance venue that is undersized and has limitations on attendance.
- A need to increase the competitiveness of Santa Maria within the region for event functions.
- 2022-2024 Budget sets a City Council goal to provide more recreation opportunities for families.
The committee determined that the next step in exploring the opportunities provided by having a PACC in Santa Maria requires a feasibility study to help the City Council and community leaders make the best decision on how and when to move forward on a potential project.
DISCUSSION:
The expectation is that the project would fuel economic development, provide jobs, and increase the attractiveness of the community to new business and recreational visitors who would patronize Santa Maria hotels, restaurants, wineries, and other businesses. It could also attract site -selection interest, offer local and regional convening benefits, and position Santa Maria as a business and arts hub in the Northern Santa Barbara County/Southern San Luis Obispo County region. The conferences and performances held at the PACC could enhance business. promote cultural understanding and
appreciation, and foster professional and personal development for local and regional residents.
Santa Maria is fortunate in having a legacy of symphony and theatre arts enthusiasts.
Unfortunately, the community does not have an appropriate. permanent venue for the symphony and many other arts performances. The new Arts Complex at Allan Hancock College will include a performance hall but will only be able to support small performances due to its small stage. The Allan Hancock College band will not be able to hold full band performances there.
The City's conference venues are even more limited and dated. While Santa Maria has hotels with meeting space, there is currently no venue except the Santa Maria Fairpark and the Elks Lodge which can accommodate over 300 people, and they are not ideal for conference and convention planners looking for state-of-the-art presentation space, break-out rooms, and other amenities offered in typical venues, and none have the acoustics necessary for musical performances.
Stakeholders envision a Santa Maria conference venue featuring a ballroom/exhibit hall that could accommodate 800 to 1,200 conference attendees or 75 to 90 exhibit booths, divisible into several smaller rooms to accommodate groups of diverse sizes and needs.
A set of additional rooms that could serve as meeting rooms, conference, art classrooms, and/or rehearsal rooms supporting the performing arts venue. The exhibit hall exterior entrance would feature state-of-the-art accouterments needed by exhibitors (high ceilings, roll -up doors, docks, state-of-the-art lighting, etc.).
The performing arts venue would be designed for a full orchestra for symphony performances to an audience of 800 or more (currently not possible within 40 miles of Santa Maria). A proscenium stage with a wide opening, a broad center, and two large side aprons that would accommodate dance performances and entertainment requiring robust floor space. A green room, dressing rooms, and other -related spaces would ensure the attraction of world -class performers.
The performing arts space is envisioned as a dual -use facility, with the concert hall also used for conference general sessions, with other areas available for exhibit hall/ballroom for exhibits or demos.
Fiscal Considerations
This item has a cost ceiling of $94,250 to conduct the feasibility study, which includes all consulting, administrative, and project expenses.
Impact to the Community
This item, as recommended, will have an anticipated positive community impact. The purpose of the study is to determine the feasibility of a PACC, which is aligned with the City Council goal of providing more recreation activities for families. It would also be expected to attract visitors and boost economic activity. It is a feasibility study with no approved project outcome.
Environmental Review
The proposed services are exempt under the California Environmental Quality Act (CEQA) and are administrative in nature and would not result in direct or indirect changes to the physical environment and are not defined as a project under CEQA Section 15378(b)(5).
Alternatives
A possible alternative for City Council consideration could be to contract directly with a consultant perform the feasibility study, acting as the contract and project administrator.
The benefit of this alternative would be that the City could take the lead role in the project.
However, the City Council receives formal support from the Santa Maria Valley Chamber of Commerce for economic development activities and projects. This feasibility study aligns with the Chamber's economic development role for the City and it also serves to increase community partnership opportunity and reduces demand on staff time that can be spent on other City Council priorities.
ANDREW S. HACKLEMAN
Assistant City Manager
JASON STILWELL
City Manager
Attachment A Agreement for Professional Services
Attachment B Proposal
AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made on February 21, 2023, by and between the Santa Maria Valley Chamber of Commerce, a California Corporation ("Contractor"), and the City of Santa Maria, a California Municipal Corporation and Charter City ("City"), in Santa Maria, California, based on the following recitals:
1. The City and business community share the goal of enhancing cultural opportunities and programming within the City;
2. Enhancing the cultural programming within the City would help with broader economic development goals by making the City a more attractive place for employees to live; and
3. The Chamber and City have a long-standing successful partnership working on economic, tourism, and community development work.
NOW, THEREFORE, IT IS AGREED:
1. Recitals true. The above recitals are true.
2. General.
2.01. Term and Termination. The term of this contract is March 1, 2023, to June 30, 2023, beginning on the date first written above. This contract may be extended by mutual consent of the parties. This contract may be terminated for breach of its terms or conditions, or because of discovery of any act which violates local, state, or federal law.
Termination is effective 14 days after the deposit of notice as specified in this Agreement.
2.02. Services to be Performed. The Contractor shall determine the method, details, and means of providing a qualified consultant to perform a Feasibility Study for a Performing Arts & Conference Center. More specifically, the Contractor agrees to perform the specific services listed in Exhibit "A."
2.03. City's Duties. City's duties under this Agreement are to cooperate with the Contractor in the performance of the contract and timely pay invoices.
2.04. Payment. Payment terms under this Agreement are listed in Exhibit "B."
2.05. Insurance. The Contractor shall provide insurance as listed in Exhibit "C."
2.06. Exhibits. Exhibits "A," "B," and "C" are attached and incorporated.
3. Contractor's Obligations.
3.01. Minimum Amount of Service. The Contractor shall devote sufficient time to perform services under this agreement efficiently and effectively. The Contractor may represent, perform services for, and be employed by additional individuals or entities, in Contractor's sole discretion, as long as the performance of these extra -contractual services does not interfere with or present a conflict with City's business.
3.02. Tools and Equipment. Except as otherwise stated in this Agreement, the Contractor will supply all tools and equipment necessary to perform this Agreement.
3.03. Status. The Contractor (including its employees) is an independent Contractor. No employer/employee relationship exists between the contractor and the City. The Contractor's assigned personnel shall not be entitled to any benefits payable to employees of the City. The City is not required to make any deductions or withholdings from the compensation payable to the Contractor under this agreement
3.04. Indemnification. To the fullest extent permitted by law, the Contractor shall indemnify, defend (with independent counsel approved by the City) and hold
harmless the City, and its directors, officers, and employees from and against all liabilities (including without limitation all claims, losses, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys' fees, court costs and costs of alternative dispute resolution) regardless of nature or type that arise out of, pertain to, or relate to the negligence, reckless, or willful misconduct of the Contractor or the acts or omissions of an employee, agent or subcontractor of the Contractor. The provisions of this paragraph survive the completion of the services or the termination of this contract. The provisions of this Section are not limited by the provisions of the Section relating to insurance.
4. Miscellaneous
4.01. Notices. All communication relating to the day-to-day activities of this Agreement shall be exchanged between a designated representative of the CITY and a representative of CONTRACTOR, listed below. All notices shall be addressed as follows unless a written change is filed with the City:
To City:
Attn.: Andrew Hackleman. Asst.
Manager
CITY OF SANTA MARIA
110 East Cook Street
Santa Maria, CA 93454
To Contractor:
City Attn.: Glenn Morris, President/CEO
SANTA MARIA VALLEY CHAMBER OF
COMMERCE
614 S Broadway
Santa Maria, CA 93454
If the designated Representative or address of either party changes during the term of this agreement, a written notice shall be given to the other party prior to the effective date of change. Any written notices required under this agreement shall be effective five (5) days after deposit into United States mail, postage prepaid, addressed to the designated Representative, or upon confirmation of receipt of delivery if another notification process is used.
4.02. Compliance With Laws, etc. The Contractor shall comply with all laws, including but not limited to the rules and policies of the City, in performing this agreement.
4.03. Integration. This agreement constitutes the entire agreement of the parties with respect to the subject matter. All modifications, amendments, or waivers of the terms of this agreement must be in writing and signed by the appropriate representatives of the parties.
4.04. Interpretation. This agreement shall be interpreted in accordance with the laws of the State of California.
4.05. Jurisdiction. The jurisdiction and venue of all disputes over the terms of this agreement shall be in the County of Northern Santa Barbara, State of California.
4.06. Warranty of authority. Each person signing this agreement on behalf of a party warrant that he or she has the authority to do so.
4.07. No Waiver. Failure to enforce with respect to a default shall not be construed as a waiver.
4.08. Severability. The provisions of this agreement are severable. If any part of this agreement is held invalid by a court of competent jurisdiction, the remainder of the agreement shall remain in full force and effect unless amended or modified by mutual written consent of the parties.
4.09. Submittals. In addition to any other submittals required by this agreement, the Contractor shall submit copies of its current business license and current certificate of workers' compensation coverage to the City before beginning work on this project.
4.10. Prevailing Wage. Prevailing Wage. If applicable, the Contractor and all subcontractors are required to pay the general prevailing wage rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code. The Director's determination is on file and open to inspection at www.dir.ca.gov and is referred to and made a part hereof; the wage rates therein ascertained, determined, and specified are referred to and made a part hereof as though fully set forth herein.
IN WITNESS WHEREOF, this agreement is executed by the parties on the date first written above.
CONTRACTOR
SANTA MARIA VALLEY CHAMBER OF CITY OF SANTA MARIA, a political COMMERCE, a California Corporation subdivision of the State of California CITY
By: GLENN MORRIS By: JASON STILWELL
President & CEO City Manager
ATTEST:
Rhonda M. White, CMC
Chief Deputy City Clerk
APPROVED/AS TO FORM:
Risk Manager
EXHIBIT "A"
SERVICES TO BE PERFORMED
1. The Santa Maria Valley Chamber of Commerce will identify and contract a qualified consultant to perform a Feasibility Study for a Performing Arts & Conference Center. The Chamber will manage the work of the consultant and act as the local community facilitator for the project.
2. The Chamber will convene a steering committee, including representatives of the local business community, the local arts community, and the City of Santa Maria to provide oversight and direction to the project.
3. The Chamber will coordinate with the consultant and steering committee to ensure that appropriate stakeholders are engaged throughout the research and analysis process.
4. The Chamber will ensure that the Feasibility Study includes the following deliverables:
a. Project Overview, including feedback from stakeholder outreach, market research, appraisals, and benchmarking scenarios from similar communities.
b. Facility Concept Implications & Site Assessment, including an overview of the facility's space requirements, capital cost implications, and analysis of at least three potential sites against the space plan, site selection criteria, etc.
c. Final Feasibility Report, including recommendations related to governance/organizational plans, projected operating financials, a case statement for investment, and a proposed funding model.
5. The Chamber will facilitate a report to the City Council and relevant stakeholders to share findings, analysis, and recommendations, and to determine the next steps.
EXHIBIT "B"
PAYMENT
The total, not -to -exceed, budget for this project is $94,250, inclusive of all consulting fees, project expenses, and administrative fees.
The City will pay the Chamber an initial installment of $60,000 upon the execution of this agreement. A final installment will be paid to the Chamber upon submission of the final report and an accounting of expenses and fees.
EXHIBIT "C"
INSURANCE
City of Santa Maria +
Santa Maria. Valley Chamber of Commerce
Proposal for a Feasibility Study for
the Santa Maria Valley Performing Arts & Conference Center December 15, 2022
Confidential
AEA Consulting
RIOS
December 15, 2022
Glenn Moms
President and CEO
Santa Mana Valley Chamber of Commerce
614 S Broadway
Santa Mana, CA 93454
Dear Glenn,
Thank you for reaching out about the opportunity to assist the City of Santa Mana and the Santa Maria Valley Chamber of Commerce in developing a feasibility study for the future Santa Mana Valley Performing Arts & Conference Center, On behalf of the team at AEA Consulting, working in close partnership with RIOS, I am excited to submit this proposal in response. If selected, our team would bung to the task our significant experience creating compelling cultural and civic facilities around the U.S. and the world, including:
• AEA's 30+ years of work developing strategic and operational plans and feasibility studies for a wide variety of performing arts centers, conference centers, and complex, multi -disciplinary cultural projects, including the Sullivan County's Broadway Theater (Monticello, NY), the Atlanta Civic Center (Atlanta, GA), a proposed outdoor amphitheater for the City of Santa Clarita (Santa Clarita, CA), Jones Hall for the Performing Arts (Houston. TX), and the Trust for Govemors Island (New York, NY), among others.
• RIOS's transdisciplinary design expertise across civic, commercial, hospitality, residential, and cultural markets, creating projects that are irreversibly connected to their place and the complexities of human culture, creating solutions that are joyful, authentic, and unexpected — leading to projects such as the Grand Avenue Cultural Corridor (Los Angeles, CA), Mark Taper Forum (Los Angeles, CA), Austin City Limits Studio Theater (Austin, TX), Hollywood Bowl 20 Year Vision Plan (Los Angeles, CA), Sacramento Downtown Commons (Sacramento, CA), and Vrbo Headquarters and Conference Center (Austin, TX).
• Our team's deep familianty with the physical, financial, operational, and organizational nuances of cultural and civic institutions — and an appreciation of how they can best fit into and play a key leading role in their surrounding urban context through our work leading the Global Cultural Distncts Network (httpsi/gcdn.net/).
We are highly attuned to the role intelligent planning work plays in long-term sustainability, We are critical and imaginative thinkers, unbiased and rigorous in our analysis, and seek to ensure our clients' projects are best positioned for long-term cultural and civic impact. ■■ ■
AEA Consulting
380 Main Street, Suite 300 • Beacon, NY 12508
Tel: +1 845 765 8100
Suite 152 • Hill House • 210 Upper Richmond Road • London SW15 6NP Tel: +44 20 8065 5562
www.aeaconsulting.com
City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibity Study Our proposal reflects our understanding of your needs, though please consider that it might be amended as you see fit following further discussion. Thank you again for the opportunity to submit this proposal to work with you and the team at the City of Santa Mana, and we stand by to answer any questions.
Sincerely,
Daniel Payn
Managing Principal, AEA Consulting, LLC
FEIN: 13-4050460
RIGS
December 15, 2022
2 Project Context & Approach
■.
City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibiity Study Nestled in Califomia's Central Coast in Santa Barbara County, the Santa Maria Valley is home to a local population with an embedded cultural audience and a nch ethnic diversity that exceeds its neighbonng cities. A vibrant set of tourist offerings, including outdoor recreation, public art, regional BBQ and breweries, indigenous heritage, and wine -tasting, all make the Santa Maria Valley an attractive, affordable destination.
The Santa Maria Valley has enhanced the focus on these offerings through creative marketing experiments during Covid- 19, including a 'Stimulus Campaign' that provided a $100 stimulus for the first 500 people who booked hotel stays in the area and 'Best Inflation Vacation' that highlighted the area's budget -friendly price points in companson to local competitors.
In 2021, the City of Santa Maria showed the largest population growth in the county, using to 109,707, a 10% increase from 2010, which made it the most populous city in Santa Barbara County, with 25% of the county's total population. With that population growth, the demand for community and cultural events has also increased. The Santa Mana Valley has an established, and growing, local arts community with local venues such as the Santa Maria Civic Theatre, The Great American Melodrama further north in Oceano, and Pacific Conservatory of the Performing Arts (PCPA), the latter with notable alumni such as Robin Williams, Kathy Bates, and Zac Efron. However, there are still not enough arts and entertainment options within the Santa Maria Valley, so residents (young and older) are forced to travel outside of the city in search of cultural options.
One need that has been highlighted is the lack of a permanent facility that can accommodate a full symphony and 800+ audience members within a 30 -minute drive of the City of Santa Mana. With that in mind, the City and Santa Maria Valley Chamber of Commerce is now exploring the creation of the Santa Maria Valley Performing Arts and Conference Center (SMV PACC). From a cultural perspective, the aspiration is to balance a range of programming offerings and prices that are accessible for local residents and attractive for tourists. Incorporating the first full -service conference center in the Valley would provide a dual opportunity to become an integral business and cultural hub in the tourism ecosystem that lies between Santa Barbara's beaches and Paso Robles' wine county. A multi -use PACC would provide a much - needed home for community programs and large-scale gatherings, a true venue for the Symphony, and serve as a vital community amenity as well as a beacon to attract visitors, build the brand, and bolster economic development — contnbuting to the development of regional destination.
The City and the Chamber of Commerce is now seeking a consultant to assist with a feasibility study to best understand the future SMV PACC's economics and potential impact on the surrounding community.
This work necessitates a blend of local expertise and a broad global perspective, including a number of areas where AEA and RIOS have experience, such as:
• Assessing site options for visibility, cost, accessibility, space allocation, and functionality; • Proposing building concepts for an integrated performing arts/conference center facility that merges a strong aesthetic sense with accessibility for its users and the surrounding community; "Census shows Santa Maria led Santa Barbara County in population growth". Santa Mana Times, 22 November 2021.
RIGS
December 15, 2022
4 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feaibiiity Study • Confirming the likely usage and programming for the space - understanding community needs and opportunities to expand beyond local arts;
• Engaging community members through stakeholder interview processes; • Evaluating development, operations, and maintenance costs alongside recommendations for governance, operations, and fiscal models; and
• Developing a case statement that highlights the PACC's potential economic impact for grant -seeking purposes.
Our Approach to Capital Project Planning
AEA Consulting has had the privilege of working for over thirty years on the "early stage" feasibility of a wide range of cultural facilities - performing arts complexes, concert halls, museums, open air civic spaces, and multi -use facilities. We have also had the opportunity, through long-term relationships with clients, to see how plans are realized in practice and how that trajectory might have been improved by a different initial approach to feasibility - for example by understanding the operating consequences implicit in certain design configurations or sizes of spaces.
Success, in projects like these, is multidimensional and can take some time to establish. In the short term, the project manager's concems with budget, timetable, and conformity with the program loom large; in the longer term, the place of the building in the affections of the community, the viability of the business plan, and the adaptability to changing uses can matter just as much - or more. Our approach to establishing the feasibility of projects seeks to understand the strategic ambitions that the building is expected to fulfill to drive success - these may be symbolic (e.g. city or campus branding) or more concrete (e.g. creating a new amenity in a community; generating footfall and resulting economic impact); or, usually, some combination.
From our understanding of these informing intentions, we move to the programmatic ambitions - what are the programs that will best realize the vision - and the types of events and the sorts of experiences that will best serve that vision. We explore these through discussion and consultation with stakeholders and through benchmarking and case studies - drawing on the experience of others who have taken a similar journey.
Once we understand mission, vision, and programmatic ambition, we can then engage the practical implications:
• The design beef - areas, massing, adjacencies, and site suitability; • An estimate of capital costs - hard and soft - and strategies for meeting them; and • Organizational design - the options for the operating vehicle's govemance and management; • The business and operating model - market analysis; assumptions about the availability of "product" (i.e. exhibitions, education programs, and other community programs); and income and expenditure projections;
• Risk analysis - the critical risks associated with moving forward, and what mitigating strategies are available.
.1
RIOS
December 15, 2022
5 my of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study Note that for institutions that are new or making significant expansions, making accurate financial projections can be notoriously difficult. Systemic optimism, which is often the fuel that moves these projects forward, can leave feasibility exercises to be viewed as a buzz -kill, and ambitious programming concepts, which often develop without the financial implications necessanly being explored in tandem, mean that assumptions around the long-term income and expenses that will support these facilities are untested.
We address the challenges of this head-on, working systematically and analytically to ensure there is a shared understanding not just of a "base case" outcome, but a range of possibilities — and how the organization positions itself toward success. The client's active engagement in this process is important, to ensure that options are scoped realistically and aligned with the practicalities and realities of the client's situation. Collective focus can help uncover critical issues that often have a profound impact on feasibility:
• The potential availability of capital funding from public and private sources and the associated terms on which they might be available;
• Availability of ongoing revenue support — both philanthropic and entrepreneurial opportunities that make sense in the project context:
• The character and scale of local demand for the work; • Appetite for financial and programmatic / artistic nsk; and • The disposition toward partnerships, either across the university or with the private sector.
Lastly, we approach this work through an iterative process. Most emerging organizations will want to do more than the immediate resources will allow. Based on outputs from the operating model, we retum to the space plan and "right size" outcomes to ensure that there is a plan leading toward long-term sustainability. A project is only "feasible" when there is a coherent and achievable relationship between aspirations and resources.
Our Approach to Engagement
In collaboration with the Steering Committee for the Santa Maria Performing Arts & Conference Center, our team can employ a range of innovative strategies for public and stakeholder engagement in the feasibility study for the Center, as well as in any longer -term work. We understand that having the community claim a cultural venue and public space is necessary in order to achieve vibrancy, foster stewardship, and ultimately have the space be reflective of the Santa Maria Valley's community and culture.
There are a variety of community engagement tools we can use to accomplish this. It first begins with keen observation and deep listening skills. This helps us distill an adaptable vision with a wide range of people in order to understand the various uses and forms the Perfo-ming Arts & Conference Center can take.
Through this process, we can identify key elements, actions, users, and programs that we know help anchor spaces in the hearts and minds of the community. Giving space for the entire community to engage and gaining the trust of that community is paramount.
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RIGS
December 15, 2022
6 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study The RIOS toolkit of engagement strategies is extensive. While we anticipate mostly using interviews at an early stage, we could deploy a blend of the following techniques as appropriate for the project needs, either in person or in a virtual setting:
• Public workshops
• Online surveys
• Facilitated focus groups
• Pop-up activities
• Website updates
• Social media blasts
• Community flyering
RIGS
December 15, 2022
City of Santa Maria / Santa Maria Valey Chamber of Commerce Proposal for PACC Feasibility Study Our processes are designed to be economical with client resources, through the intelligent identification of plausible options at the outset and the employment of a logical sequencing of steps so that detailed aspects of an option (technical configurations of spaces, for example) are not needlessly explored when the option is impractical for unrelated reasons such as financial constraints. Throughout, we aim to work with as close an involvement with the client team as possible — this ensures that as much as possible of the knowledge generated in the feasibility study is internalized rather than 'locked' in the reports issued at the end of the process.
To that end, we would expect to work to a project Steenng Committee made of a small group (usually 5-8 people) of key stakeholders, with one person appointed as our key project contact for coordination. Each phase of work would be reported out to the Steenng Committee through a summary of key outcomes for review and discussion before proceeding.
Phase 1: Aligning Goals and Visions
Project Commissioning / Materials Review / Site Visit — These initial steps help build our understanding of "the lay of the land." AEA will meet the Client team, undertake a comprehensive review of all existing and relevant project materials, and presuming travel is feasible given the course of the Covid- 19 pandemic at the time, we will tour the three site options and surrounding area in detail.
Stakeholder Engagement / Interviews — As part of developing our understanding of the project, we speak with key project stakeholders and other community representatives; we would expect most of these to be as one-on-one or small group interviews at this early stage. This allows us to better understand the existing thinking and ambition for the project; envisioned and desired programming; space and amenity needs; community partners; target audiences; operating and govemance models; and important financial drivers behind the project at the outset. We would conduct I 0 interviews or similar sessions at this early stage of the project; these may be supplemented with additional interviews through the duration to supplement our knowledge of specific elements of the project.
Market Research and Appraisal — We perform a review and sizing analysis of potential markets for anticipated programs, as well as associated development opportunities on and around the sites. We review opportunities on a local and national level, including demographics, travel and tourism, and employment, and we extrapolate the impact of trends on potential usage and attendance at the new facility. We also assess supply and demand of other programs or related offerings (F&B, venue rentals, development opportunities, etc.) in the current marketplace.
Benchmarking and Case Studies — We will create relevant case studies to provide insight into facility opportunities as well as programming and business models. We also research and analyze operating data for similar facilities / organizations in order to put opportunities in a broader context and support future assumptions in the operating plan. Potential benchmark data includes programming income and costs, staffing costs, operating building costs, retail, food and beverage operations, leasing rates, etc.
Deliverable: Project Overview — We would combine our findings from the above and present an overview of the most important project goals for confirmation with the Steenng Committee before proceeding.
RIOS
Decanter 15, 2022
9 Ofty of Santa Maria / Santa Maria Paley Chamber of Comm Proposal for PACC Feasibiity Study Phase 2: Facility Concept Development
Space Plan Development — A vetted program and space plan serves as a guidepost for the physical project's steps to come, regularly referred to by the architect and client. We will analyze the information gleaned from the Client team workshops, stakeholder interviews, market research and benchmarking studies completed in Phase I to develop the program document that can be the basis of a future design effort for the new Center. Options and opportunities for flexibility will be workshopped with the Client team prior to finalizing recommendations for a baseline configuration. In particular, we will outline:
• Conceptual models for a flexible and mufti -functional space. We will explore how the facility can serve multiple constituencies and performance types and how the space can accommodate a proscenium theater, a thrust stage, a concert hall, and a flat -floor venue. We will also explore efficiencies created by simultaneous use by performing groups and conferences;
• Sizes and capacity for key functional spaces: auditona and rehearsal spaces, public amenities, and concessions; support and administrative facilities; conferencing spaces; food service and concessions spaces; technical spaces and any other spaces determined to be required; and • Key infrastructure requirements such as loading, parking, food service, and back of house / front of house relationships.
Site Selection Impacts — Based on the facility goals, the initial space plan developed, and a due diligence review of City zoning requirements, development goals and relevant specific plans, we would outline key criteria for site selection. Criteria would likely include site marketing / visibility opportunities, beneficial adjacencies, accessibility needs, functionality, cost, neighborhood development, and visual considerations such as sight lines and other design opportunities. This framework would also allow the team to evaluate the specific sites that the Client team may already have in mind.
Capital Cost Estimation — We will align the vision of the space to hard and soft capital cost estimates, using AEA's experience with cultural facilities and RIOS' experience in the Califomia market to develop a set of benchmarks for square foot costs. Soft costs are particularly critical to consider, as they encompass additional costs associated with planning, capital campaigns, project financing, property acquisition, design, and construction project management.
Deliverable: Facility Concept Implications + Site Assessment — We would compile an overview of the PACC's space / program requirements, capital cost implications, as well as an analysis of at least three potential locations (identified by the Steering Committee) against the space plan, site selection criteria, and identified constraints.
Phase 3: Operational Sustainability
Governance Model & Staffing Structure — We help develop optimal govemance and staffing models for the contemplated project, taking into consideration best practice intemationally for similar organizations, the organization's legal structure, and its mission and programs. This is an important step that we put particular focus into, as staffing costs typically compnse 50% or more of operating expenditure for a cultural organization.
RIOS
December 15, 2022
10 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibikty Study Operating Income and Expenditure Projections - AEA will align that work with assumptions discovered dunng Phase One to better frame potential business models for the organization. Based on our understanding of proposed space plan options, programming strategy, operating policies, and attendance projections, AEA then develops a flexible financial model that will project detailed income and expenditure for the operations of the project, encompassing Opening Year through to at least a "stable year," often accounting for a range of potential options identified.
The financial model clearly lists assumptions and generate outputs regarding:
• Earned income sources such as ticket sales, facility rentals, other program revenue, F&B, retail, space sub- leases, etc;
■ Likely sources of contributed revenue, based on benchmarks at similar facilities and organizations; • Operating expenditure such as salanes and benefits, programming expenses (if produced by the organization managing the facility), facilities occupancy costs, administration, marketing and development, and other ongoing costs; and
• Other cash flow requirements such as any ongoing capital maintenance needs.
We indicate whether there is a projected "gap" between income and expenditure, and if so, recommend strategies to bndge this gap through government funding, philanthropy, or other sources.
By creating a testable financial forecast, the model will underpin the business plan and reveal its strengths and weaknesses, and it will allow testing of multiple business options against the vision to potentially identify the areas that need to be revisited and/or restructured in order to minimize potential "red ink" and pave a path to a sustainable model.
Sensitivity and Risk Analysis - We develop a financial sensitivity analysis and include our views on 'best' and 'worst' case scenarios as well as key project risk and success factors, offering strategies to mitigate the former (include an impact assessment on the business of 'doing nothing').
Economic Impact Assessment - Based on the income and expenditure projections and capital cost estimates, we develop a high-level view of key areas of economic impact for the project. Estimated Economic impact would be developed using calculators published by Americans from the Arts to determine the direct, indirect, and induced impacts.
Funding Requirements & Recommendations - Based on the income and expenditure projections and capital cost estimates, we develop a high-level view for how the project could be funded sustainably - including the estimated need for public and private contributions, as well as grants and other sources for philanthropy. As part of this, we would identify key areas of economic and social impact for the project that would support donor investment.
Critical Path Timetable - We develop a realistic and detailed schedule for all stages of the project - who needs to do what and in what order. The accounts for both the continued development of the physical design process, as well as an understanding of ongoing operations of the facility RIOS
December 15, 2022
11 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibity Study Deliverable: Final Feasibility Study - We merge everything into a final feasibility study, which will be presented to key project stakeholders, ideally in person. An anticipated Table of Contents for the final report would include:
• Executive Summary
• Process
• Project Overview & Case for Support
• Facility Concept / Integrated Facility Design Models
• Capital Project: Design Program and Projected Costs
• Site Evaluation
• Govemance & Organizational Development Plan
• Projected Operating Financials
• Case Statement for Investment Value
• Funding Model and Key Challenges
• Critical Path Overview + Recommended Next Steps
Elements of the feasibility study are often then used as part of a shorter outward -facing prospectus to be shared with funders and stakeholders to assist with fundraising, advocacy, and securing stakeholder buy -in.
RIOS
December 15, 2022
12 City of Santa Maria / Santa Maria Valey Chamber of Commerce Proposal for PACC Feasibility Study Timeline
We would estimate completion of all phases of the work in approximately 12- 13 weeks. Assuming the project begins on February 1 5t , we would complete the work by May 15, 2023.
Month
Phase I: Aligning Goals and Visions
Project Commissioning / Materials Review / Site Visit
Stakeholder Interviews
Market Research and Appraisal
Benchmarking and Case Studies
Deliverable: Project Overview
Phase 2: Facility Concept Development
4 F,r
M
M
Space Plan Development
Site Selection Impacts
Capital Cost Estimation
Deliverable: Facilit Conce
it Im.lications + Site Assessment
Phase 3: Operational Sustainability
Governance Model & Staffing Structure
Operating Income and Expenditure Projections
Sensitivity and Risk Analysis
Economic Impact Assessment
Funding Requirements & Recommendations
Critical Path Timetable
Deliverable: Final Feasibility Study
Key Milestones
RIGS
December 15, 2022
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City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC feasibility Study Selected Recent Projects
Representative work samples available upon request.
AEA Consulting
Sullivan County Land Bank (Monticello, New York)
Broadway Theater Feasibility Study (2022)
After being vacant for almost three decades, the Broadway Theater in downtown Monticello in Sullivan County, New York, was recently acquired by the Sullivan County Land Bank with the hopes of revitalizing it as a performance space and community anchor. The building includes both a theater space and two retail storefronts. AEA has been commissioned to conduct a feasibility study to best understand the likely uses for the space, the financial and operational undertakings for the venue, and its impact on the surrounding community.
programming costs, and a business
Calgary Opera (Calgary, Alberta)
Business Plan (2022)
Calgary Opera is planning to build a Community Arts Centre, designed by Gibbs Gage Architects, located on Calgary's Stampede new Youth Campus, which would be home to a joint performance / rehearsal hall, rental spaces for events, additional rehearsal spaces, classrooms and studio spaces, costume, and prop production shops, and more. AEA conducted a business planning exercise, addressing facility and and operating model.
Atlanta Housing Authority (Atlanta, Georgia)
Atlanta Civic Center Feasibility Study (2021)
The Atlanta Civic Center, originally opened in 1967 but closed since 2014, is currently undergoing mixed -use redevelopment plans led by the site's owner, the Atlanta Housing Authority. AEA is a part of the team exploring options for cultural activation, especially regarding the Center's existing 4,500 seat auditorium for music, dance and theatre and adjacent Exhibit Hall used for a range of exhibit and conference purposes over the years. AEA's scope of work includes a market research assessment, stakeholder consultation, and analysis of emerging trends to identify the ways that the Civic Center could support a vibrant and equitable cultural community in central Atlanta.
RIOS
December 15, 2022
15 of the current Houston cultural and
drivers behind an
to identify what would best fit
City of Santa Maria / Santa Maria Valey Chamber of Commerce Proposal for PACC Feasibility Study
Safe Harbors of the Hudson
Organizational Planning (2020)
AEA worked with Safe Harbors of the Hudson to develop a feasibility study for the future use of the Ritz Theater in Newburgh, New York. The Ritz Theater originally opened in 19 13 as Cohen's Opera House and hosted performers like Ella Fitzgerald, Mary Martin, and Frank Sinatra. The space has been inactive since 1999 but remains an iconic building in downtown Newburgh. As part of the study, AEA conducted stakeholder consultation and market analysis within the Ritz Theater space. Following that work, AEA developed a detailed operating model for the long-term use and sustained operation of the space.
City of Santa Malta
Outdoor Amphitheater Feasibility Study (2018)
AEA, in partnership with architects John Sergio Fisher & Associates, was appointed by the City of Santa Clanta to deliver a feasibility study for a new outdoor amphitheater. An outgrowth of the City's 2016 Arts Master Plan, the study gathered input from City Council and other City leadership, the Arts Commission, the arts community, and the wider public to identify the key strategic amphitheater project: analyze the likely level of demand; and investigate options for programming and location. The resulting study discusses the optimal requirements of a successful project — including size and specifications, governance, and operating model — and outlines the likely financial implications.
Foundation for Jones Hall
Business Plan (2018)
AEA was hired by the Foundation for Jones Hall to create a strategic business plan in conjunction with a planned major renovation of Jones Hall and the surrounding space in Houston's Theatre District. Our work involved exploring potential programming scenarios with partners such as Houston Symphony and Society for the Performing Arts, and constructing a financial model that projected financial outcomes based on an understanding event rentals market, developing a series of future operating scenarios.
RIGS
December 15, 2022
16 City of Santa Maria / Santa Marra Valley Chamber of Commerce Proposal for PACC Feasibility Study transformation of the Island
The Trust for Governor's Island (New York, New York)
Facilities Planning & Feasibility Study (2015)
AEA, leading a collaborative team with Andrew Berman Architect and Auerbach Pollock Friedlander, worked to assist the Trust for Govemors Island to complete an analysis of the opportunity to redevelop two unused histonc buildings — a theatre and an athletic facility — into working assets for the Island, continuing the from a military base into a truly compelling destination for New York. The team performed a market analysis on the convening and events market for New York; developed a design program for a joint theater and convening center, developed a preliminary design and technical specification:
and developed a financial pro forma that captures income and expenditure projections for the first five years of operation.
Ballet Memphis
Feasibility Study (2014)
AEA helped Memphis' leading dance company develop plans for a new facility that would more deeply connect the organization with its community and transform its company into "citizen dancers." Work included a refinement of the mission and program of the proposed expansion, development of the facility's business model, including a thorough analysis of demand and market trends in the Greater Memphis region, and the creation of a preliminary space program. As part of the process, AEA undertook interviews with staff, Board, leaders at other peer arts organizations, and the principal arts funders in Memphis, and in addition developed in-depth case studies of best practice at innovative dance institutions nationally.
!1
RIOS
December 15, 2022
17 redevelopment and anchored
City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study RIOS
Grand Avenue Cultural Corridor (Los Angeles, California) (2012)
Grand Avenue Cultural Comdor—made up of Grand Avenue, Grand Park, and the Music Center Plaza —is a transformative public space for Los Angeles, one that challenges a city that loves cars, to embrace pedestrian -first experiences at a dramatic and impactful scale.
Grand Park tumed a neglected 1 2 -acre parcel in the heart of the LA's civic and arts center into an adaptable community gathenng space that redefines downtown. Not only did the park position LA as a 2 I st- century global city that values public space, it catalyzed the area's it as a cultural hub.
The success of Grand Park hinged on the realignment and redesign of Grand Avenue, which reimagined the streetscape as an urban garden promenade linking significant cultural institutions such as The Music Center, Walt Disney Concert Hall, The Broad, MOCA, and the Cathedral of Our Lady of the Angels to the park itself.
The recent renovation of The Music Center Plaza is the grand finale in this civic planning evolution. The new design enhances the Plaza's connection to the community and corridor with one primary goal - accessibility. In creating a "plaza for all" the design transforms the plaza into a "fifth performing arts venue", bookending Grand Parr and completing a continuum of spaces to enjoy LA's climate and unmatched culture.
Mark Taper Forum (Los Angeles, California)
(2012)
This $30 million project replaced all of the building and theatrical systems with state-of-the-art designs, and radically improved audience amenities.
The Taper's signature thrust stage was preserved to maintain the unique and special intimacy between the audience and the actors. The backstage area - including dressing rooms, wardrobe, and green room - was expanded and rebuilt. A comfortable new lower level lounge and expanded restroom facilities were connected via a new elevator and grand stair.
The unique, historic exterior of the building was restored to its original luster, showcasing the distinctive sculptural mural that spans the building. In the lobby, the remarkable curved wall of abalone shell mosaic tile was kept, cleaned and enhanced by recessed lighting to illuminate its beauty. !1
RIOS
December 15, 2022
18 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibiity Study Austin City Limits Studio Theater (Austin, Texas)
(2011)
Austin City Limits (ACL) hired RIOS as the design architect on the relocation of their iconic venue. ACL has been recording and cataloging traditional and emerging American, international, and multi- cultural music in a live format for over 30 years. As the single most asked about tourist location in Austin, ACL was almost invisible.
Operating out of an anonymous University of Texas building. ACL was just a stage set with no external expression. The back drop on the stage placed ACL and the artist in the city, yet it was not part of the city. ACL at Block 21 is now in the center of the city and within walking distance of more live music than one might find anywhere in the rest of the nation. The new facility addresses the technical & capacity limitations of the pnor location and embraces new and current technology. ACL is now a landmark that is an outward expression of what we have seen for the last thirty years.
Hollywood Bowl Projects & 20 Year Vision Plan (Los Angeles, California)
(Ongoing)
Pnor to the 2021 Vision Plan, our collaboration at the Hollywood Bowl began in 2007 with the renovation of the Historic Fountain, restoring sculptor George Stanley's Streamline Modeme gem to working condition for the first time in 30 years. Our work with the LA Philharmonic continued with a collection of projects that enhance the venue for performances while catering to amplifying the patron experience. From the Box Office Plaza and Mid Gate completed in 2017, to the Artist Lounge realized for Orchestra warm-ups, to the facility wide upgrades for Food and Beverage - our team has been front and center in keeping the Hollywood Bowl's blend of historic Los Angeles iconography and charm mixed with state-of-the-art class for concertgoers and artists.
Developing the 20 -year vision plan meant examining the campus holistically. Extensive artist amenity spaces, a museum, box office, marketplaces, food service facilities, restrooms and storage all dapple the landscape — featuring picnic areas along the hillside with views of the city and extensive walking paths connecting patrons throughout the campus.
RIOS
December 15, 2022
19 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study Sacramento Downtown Commons (Sacramento,
California)
(2018)
The tower features first- and second -floor retail and
restaurants, hotel amenities on floors two and three,
office space for the Kings on the fourth floor, a 250 -room Kimpton Hotel, The Sawyer, on floors 5- I I, and
residential units on floors 12- 16. Because the City of Sacramento didn't want the tower to overwhelm the
surrounding cityscape, our design articulates each
program distinctly, breaking up the scale of this 590,000 square -foot building.
A glass -enclosed lobby level separates the residential units on the top floors from the hotel in the middle.
Another deck on the fifth floor distinguishes the hotel from the tier of office space below it. Each of the four components are set at angles to maximize daylight and privacy. An urban -scaled entry along the ground floor allows pedestrians to walk straight through the building from J Street to the central plaza.
Upper level terraces are the perfect perch for events overlooking the plaza.
Vrbo Headquarters & Conference Center (Austin,
Texas)
(2019)
From the onset, there were visionary goals for making
the Austin -based Vrbo headquarters a workplace unlike
any other. The 1 6 -story office tower, located in The
Domain I I mixed -use district, combines data,
technology, and insights to preserve the presence of
the Vrbo travel brand while promoting collaboration in
an open workplace.
The vibrant environment responds specifically to the unique composition of Vrbo's specialty and diverse teams, with a cadre of multi -modal workspaces to motivate work styles ranging from deep focus to team - based work, and a flexible conference center.
RIOS
December 15, 2022
20 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study AEA References
Phil Lantis
Arts and Events Manager, City of Santa Clanta
plantisasanta-clarita.com
Jill Weyer
Executive Director, Sullivan County Land Bank
JiII.Weyer(a.sullivanny.us
RIOS References
Howard Sherman
Executive VP & COO, The Music Center
hshermanamusiccenter.org
Kenny Asher
Director of Community Development, City of Tigard
Ken nyA(a?tigard-or.gov
RIOS
December 15, 2022
21 The AEA + RIOS Team
■
City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study Our project team for the SMV PACC feasibility study will be, from AEA Consulting, Daniel Payne, Managing Pnncipal; Jake Hiebert, Associate; Bella Stenvall, Research Analyst: and Laura Zucker, Senior Associate, and from RIOS, Chris Skeens, Senior Project Designer, Naseema Asif, Senior Architect, Cultural and Civic Sector; Russell Dykann, Technical Director, Architecture; and Bob Hale, Creative Director, Partner. • Daniel will be in charge of overall quality control of the project, facilitating working sessions, and reporting out to project leadership.
• Jake will help conduct stakeholder interviews, develop the financial model, draft deliverables, and prepare key deliverables and presentations.
• Bella will provide local expertise and deliver project -related research and analysis. • Laura will serve as project advisor. adding her expertise in the California market. conducting some stakeholder interviews. and reviewing project outcomes. • Chris will serve as the architecture team project manager and provide expertise in the Symphony Hall/ Performing Arts and Conference Center space planning and programming. • Naseema will have quality control oversight on the architecture team deliverables, assist in facilitating stakeholder outreach, and provide expertise in Performing Arts and Conference Center planning. • Russell will provide an internal technical review as the program and site analyses are developed. • Bob will serve as project advisor, providing expertise in Performing Arts and Conference Center planning as well as development in the Califomia market.
Team Bios
AEA Consulting
Daniel Payne
Managing Principal
Daniel has a background that merges architecture, design, and business. Since joining AEA, Daniel has applied his skills to strategic and business planning for more than 120 clients, including:
• Space planning and capital project feasibility work for Glenbow Museum in Calgary; Haus der Kunst in Munich, the Powerhouse Workshop in Brooklyn, and CERN in Geneva;
Obama
• Developing financial models and business plans for the Memphis Brooks Museum of Art; Presidential Center, and the Stavros Niarchos Foundation Cultural Center in Athens; • Facilitating strategic planning processes for the National Gallery of Art, Jacob's Pillow, Perez Art Museum Miami, Walker Art Center, and Banff Centre for Arts and Creativity; RIOS
December 15, 2022
23 c ty of Santa Maria / Santa Maria Valley (umber of Commerce Proposal for PACC Feasibity Study • Creating cultural plans for Downtown Brooklyn and Barangaroo in Sydney; and • Developing new programming and facility concepts for arts organizations such as the Museum of Pop Culture and property developers such as The Howard Hughes Corporation (Pier 17 in New York) and Lai Sun Group (Hengqin, China).
Prior to joining AEA, Daniel worked on exhibitions and installations that appeared in the Center for Architecture, New York Fashion Week, PS I, Storm King Art Center, and the galleries at Columbia University; he was also a part of the New City Reader project at the New Museum, producing a weekly newspaper that focused on changes in urban life, Daniel previously also worked in Citigroup's investment bank, where he advised financial sponsors and their portfolio companies on capital markets and transactions.
Daniel graduated with a Master of Architecture from Columbia University and a Bachelor of Business Administration from the Business Honors Program at The University of Texas at Austin, Jake Hiebert
Associate
Jake brings sensitive financial understanding of cultural development projects as well as practical experience as a working musician and artist. He was a full-time consultant in AEA's New York office from 2017 to 2020, advising clients on concept development, business planning, financial modeling, and market analysis.
He is now based in Austin, Texas and serves as an associate for a publicly -traded real estate development company, where he focuses on mixed -use and multi- family developments, as well as corporate finance.
While at AEA, Jake worked with over 20 govemmental, commercial, and non-profit organizations across seven countries, including TO Live (Toronto), Jones Hall for the Performing Arts (Houston, TX), Luen Mei Group (Shanghai), the Dubuque Museum of Art, the Camargo Foundation (France), and 1014 in New York.
Jake graduated from The University of Texas at Austin, where he received his B.A. in Plan 11 Honors and wrote his thesis on the independent Chinese music industry. He speaks Spanish and conversational Mandarin,
Bella Stenva0
Research Analyst
Bella was bom and raised in Pismo Beach, California and has many fond memories of regularly attending PCPA shows with her family and performing dance every summer at the Santa Maria Fairpark. Alongside a local's perspective, Bella bungs multi-sectoral expenence in program strategy, project management, policy research, and data analysis, as well as personal experience as an independent movement artist and creative collaborator.
Prior to joining AEA, Bella was selected as one of 12 Fellows at the Coro New York Leadership Center.
The Coro Fellowship in Public Affairs is a prestigious graduate -level, experiential leadership program to A
RIOS
December 15, 2022
24 of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibity Study complete projects in a variety of sectors and gain a mastery of cross -sector, adaptive leadership. Through the Fellowship, Bella led research for the Head of Diversity & Inclusion at Bloomberg LP, crafted the Robert Sterling Clark Foundation's first ever Board Education and Engagement Program, and served as a gallery associate at High Line Nine Galleries in the Chelsea Arts Distnct. Since joining the AEA team, Bella has worked with clients such as the J. Paul Getty Trust (Los Angeles, Califomia), the Museum of Modem Art (New York, New York), the University of Arizona Museum of Art (Tucson, Arizona). the Poetry Foundation (Chicago, Illinois), and the Brooklyn Academy of Music (New York, New York).
Bella holds a B.A. in Arabic and Dance, along with a minor in Global Studies, from the University of Califomia, Los Angeles (UCLA). She speaks English and conversational Spanish and Arabic.
Laura Zucker
Senior Associate
Laura Zucker is a nationally recognized arts leader whose expertise spans grant making, cultural equity, cultural policy, capital project master planning, arts education, public art, cultural tourism, management, and funding strategies. Most recently, Zucker served as the Director of the Center for Business & Management of the Arts at Claremont Graduate University, where she taught master's -level classes in arts organization dynamics, cross - sector work in the arts, and cultural policy.
Zucker was executive director of the Los Angeles County Arts Commission for 25 years. During her tenure there (which is now a department based on her recommendation), she managed the civic art policy for the county and directed funding for more than 400 arts organizations. As a result, Zucker has an encyclopedic knowledge of the region's arts organizations and artists.
Since she stepped down, she has continued her work in the arts sector through a broad range of projects as an arts management consultant on her own, and as a senior associate with AEA Consulting. Examples of recent projects in southem Califomia include completing strategic plans for Fulcrum Arts and the Women's Center for Creative Work; leading a team to assess the feasibility of an outdoor amphitheater for the City of Santa Clarita; facilitating retreats for Califomians for the Arts and the American Academy of Arts and Sciences; guiding a book on the history of philanthropy in Los Angeles; and executive coaching.
Other major accomplishments during her tenure at the L.A. County Arts Commission include implementing the regional initiative to restore arts education to 81 public school districts; completing a strategic plan for cultural equity and inclusion that resulted in actionable recommendations; heading the Califomia Cultural Tourism Initiative and shaping the regional cultural calendar on DiscoverLA,com; leading the $80 million revitalization of the Ford Theatres; and creating the nation's largest undergraduate paid intemship program in the arts, in conjunction with the Getty Trust. In her capacity as executive producer of the Emmy Award winning Holiday Celebration, the Ford Theatres, and the county's free concerts program, she worked extensively with diverse grassroots arts organizations throughout the region.
RIGS
December 15, 2022
25 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study She is on the board of the Music Man Foundation, which grants $3 million annually for music education and music therapy. She has served on the boards of Grantmakers in the Arts; the Association of Arts Administration Educators; ARTS Inc., and the Trusteeship, the Southern Califomia Chapter of the International Women's Forum. She was a founding board member of Arts for LA, which created an annual fellowship in her honor. the Laura Zucker Cultural Policy Fellowship. She is also a member of the Los Angeles Coalition for Jobs and the Economy.
Pnor to the Arts Commission, Zucker was executive director of the Ventura Arts Council and producing director of the Back Alley Theatre for I 0 years. Dunng that time, she served as chair of the Associated Theatres of Los Angeles. She consulted with the National Endowment for the Arts and developed operational plans for many theatres, including the Lobero Theatre in Santa Barbara and the Keck Theatre at Occidental College. Zucker received a BA from Barnard College and attended the Yale School of Drama.
RIOS
Chris Sheens
Senior Project Designer
Chris designs timeless projects that arise from a convergence of multiple perspectives, voices, and communication.
His extensive expenence in both commercial properties and the performing arts has contributed to projects around the world. Formerly an actor, director, and scenic designer on productions in New York and abroad, his work is rooted in his three -decade involvement with the performing arts.
Chris has worked closely with Frank Gehry on several classical music venues, namely the Pierre Boulez Hall in Berlin, The London Symphony Orchestra at the Barbican, the LARA State Center for Music in Barquisimeto, Venezuela, the
Colbum Center for Performance, and the YOLA Center in Los Angeles. He's adept at theatrical productions and design, from flying balconies and stage lifts to the selection of materials that shape the performance space. He's acutely in tune with acoustic design and how architecture is an accompaniment in the orchestra. In addition to his architectural work, Chns taught stage design and theater at St,. Ann's School in Brooklyn.
Chris' background also spans a number of office projects, including Facebook's Park Avenue Offices in New York City and the Reality Lab in Washington, where he designed a one -hundred -foot bndge and a 13,000 sq. ft. roof garden.
Chris donates his time to helping the non-profit Project 180 house the homeless and formerly incarcerated.
He also designs small whimsical ADUs and cabins, one of which was recognized by the AIA LA's Residential Architecture Awards.
RIOS
December 15, 2072
26 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study Naseema Asif
Senior Architect, Cultural & Civic Sector
Naseema views design as an investigation into the dynamics of cultural frameworks and a community's unique connection to its urban and natural environment.
Naseema bnngs over 18 years of experience to her role, and is proficient at orchestrating complex interdisciplinary project teams with a focused vision on an end result that supports the aspirations of the community in which it is situated. She has led cultural, civic
and commercial projects ranging from the repositioning of The Music Center Plaza to a true outdoor perforrnance venue, concept design and entitlements for the Los Angeles Aerial Rapid Transit urban gondola system, and The Resort at Playa Vista, an AIA LA COTE award -winning LEED Platinum certified community hub. These projects track an ongoing
exploration into the seamless integration of tools from architecture, landscape architecture, and interior design to shape inventive placemaking strategies that respond to the unique relationship between a proposed program and the site's environment.
Naseema is inspired by the notion of craft and tectonics. Her personal interest in making manifests through construction as an art form, exploring the juxtaposition of matenals and textures in projects which transcend disciplines.
Russell Dykann
Technical Director, Architecture
Russell has nearly a decade of expenence with RIOS in resolving technical challenges on some on some of Los Angeles' most iconic projects. His complex understanding of solving multifaceted design problems has contnb- uted to projects including the reimagining of the expansive outdoor space at Music Center Plaza, the dynamic creative hub of Hollywood at Columbia Square, and the redesign of NBC Universal's Technicolor Plaza. Russell is currently a key team member for the Los Angeles Aerial Transit project, a gondola system that will travel from LA's Union Station to Dodger Stadium.
Russell's capability through his involvement in a vanety of unique and challenging projects is also demonstrated in private, high -end residential work.. His depth of knowledge on systems integrations, construction methods, and multidisciplinary design techniques on a range of projects have made him an invaluable member of the design team. Russell received his Bachelor of Architecture from the University of Arizona. Originally from Colorado, he enjoyed spending his winters skiing and his summers working construction and drawing.
RIOS
Decker 15, 2022
27 City of Santa Maria / Santa Maria Valey Chamber of Commerce Proposal for PACC Feasibility Study Bob Hale
Creative Director, Partner
Bob bnngs over 40 years of experience designing, planning, and managing highly visible and cntically acclaimed architecture and places.
Bob joined the practice as a principal in 2001 after over a decade of collaboration with the firm. In 2003, the firm changed its name to Rios Clemente Hale Studios in recognition of Bob's leadership contributions.
Bob's expertise extends to all facets of the design process, strategic project planning and programming, and overall project leadership and client relations. He has extensive experience in urban planning, architectural, landscape, interior design, and master planning.
Over his distinguished career, Bob has led creative collaborations for corporate, entertainment, retail, cultural, commercial, and residential clients. For 7 years, he worked for Universal Studios as Creative Director and as Vice President of Design and Planning. For 12 years prior, he worked for Frank O. Gehry Associates, where as a Principal, he oversaw many of Frank Gehry's award -winning projects like the Temporary Contemporary for MOCA, Loyola Law School, The Retail + Entertainment Center for Euro Disney, The Vitra Design Museum, The American Center in Pans, and the Guggenheim Museum in Bilbao, Spain.
RIGS
December 15, 2022
28 Fee Proposal and Certifications
■-
0141 diode Marla / Sam Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study
We would complete the proposed scopes for a fee of $86,970, exclusive of project -related expenses.
We anticipate one trip for each of three team members to visit Santa Maria, with an estimated expense budget associated of $2,790 — or a total projected project budget of $89,760. Any project -related expenses would be invoiced at cost at no mark-up to the City of Santa Mana.
Phase 1 Aligning Goals and Visions
F'I::"•
cct Commissioning / Materials Review / Site Visit
4 1
4 4
8 J
8 28
takeholder Interviews
2 1
4 4
8 i
12 30
Market Research and Appraisal
2 1
4 4
12.1 2
24 Benchmariang and Case Studies
- 1
4 i
2 16 #
2 24
Deliverable: Project Overview
4 i
4 2
g
26 Phase I Subtotal Hours
12 I
20 1
16 52
__
132
F-,1<ihty Concept Development
Space Plan Develo t 4 i�
Site Selection Impacts - 1 - T 2
Ceprtal Cost Estimation - _ i -
Deliverable: Facility Concept Implications + Site Assessmen 2 -1.— 2 4
2 24
36 36
16 36
Phase 2 Subtotal Hours
6 2
6 6
104
124
Phase 3 Oper it,on.11 SusLlmabilrtv
Governance Model & Staffing Structure
2 4
8 4 4 -
18 Operating Income and Expenditure Proiechons _.._.._.._.._._............. ._. 2 t 16
16 -
34 SensitivitLand Risk Analysis
2 4
4 2
12 Economic Impact Assessment
2 i 4
4 -
10 Funding Requirements & Recommendations
2 '• 2
4 2
10 Critical Path Timetable
2 i _ 4
2 2
8 18
Deliverable: Final Feasibility Scud
24 52
Phase 3 Subtotal Hours
16 42 22 42 32
154
TOTAL HOURS
34 64
44 100
168
Hrur ly Rate
$ 275 $ 17S
75 $
140 $ 240
Phase 1 Fee_
Phase 2 Fee
Phase 3 Fe.
(or,• Fcc
$ 3.300 $ 3,500 $ 4,400
$ 1,650-= $ 350 I $ 11,650
$ 4,400: $ 7,350 $ 6,050
$ 7,280
$ 840
$ 5.880
$ 7,680
$ 24.960
$ 7,680
$ 26.160
$ 29.450
$ 31.360
0 $ 14.000 $ 40 320 $ 86 9
Projected Expense Budget
$ 2.790
Toni oleo Budg,
R q 7F:
Certifications
We certify that AEA has never had a bankruptcy, reorganization under Bankruptcy Code and has never received sanctions or investigation by any govemmental or regulatory body AEA current carves at least $1,000,000 in professional liability insurance and will for the duration of this engagement.
RIOS
December 15, 2022
30 Appendices
•
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City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study About AEA Consulting
AEA Consulting is a global firm setting the standard in strategy and planning for the cultural and creative industries. We are known for our candid and impartial advice that draws on deep knowledge of the cultural sector as well as robust research and analytical insight.
For the past 30 years, we have successfully delivered more than 1,200 assignments in 42 countries, helping clients around the world plan and realize vital and sustainable cultural projects.
Our practice areas include:
AEA Consulting
Planning
AEA is a leader in the planning and delivery of a wide vanety of cultural & creative spaces, including cultural distracts, mixed -use developments, museums and galleries, performance spaces, multi -disciplinary spaces, parks, and heritage sites. We work closely with clients contemplating new or expanded cultural and civic spaces to help them gain clanty and consensus on their vision and goals, and to understand what is required for long-term operating and financial success. Our service offerings include:
Cultural Master Planning Concept Development Feasibility Studies Business & Operating Plans Design Briefs Project Delivery Strategy
AEA has extensive experience in assisting clients to develop an analytically well-grounded consensus around strategic priorities. Our process toward strategy development focuses on clearly framing the problem, developing cntena for decision -making and evaluation, consulting with stakeholders, and developing realistic, actionable plans. Our service offerings include:
Options Analysis Policy Development Investment Strategy Program Strategy Partnership Strategy Strategic Planning Research and Analysis
AEA grounds everything in robust research and analysis, providing a solid evidence base on which to anchor critical decisions. Our service offerings include:
Market Analysis Audience Research Surveys & Focus Groups Sector Studies Evaluation Policy Research
We approach problem solving with curiosity, creativity, and integrity. More information about AEA, including a client list, can be found at www.aeaconsulting,com .
RIOS
December 15, 2022
32 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study About RIOS
RIGS
RIOS is an international design collective working beyond boundaries to inventively combine disciplines and amplify the impact of design.
Within our practice, the built environment and landscape architecture are interconnected to hamess the positive impacts of wellness and define design as a continuum.
RIOS was founded in 1985 as a multi -disciplinary design firm. Today the firm has offices in Los Angeles, Portland, Austin, Boulder, and London and over 250 people working around the world from locations across the US and internationally in Portugal, China, and Korea.
Our practice is a sincere expression of our belief that design is a dynamic exercise influenced by a collection of people representing diverse perspectives. Our culture is expressive of our values, and we prioritize onginality, joy, inclusivity, diversity, and an attuned vision for creative problem -solving.
While we operate across multiple time zones, we are intentional about why we come together to maintain the human connection while allowing space for culture to evolve. Our firrn structure acknowledges that innovation is key to transformative design. We hold space for exploration outside of traditional project delivery with experts dedicated to uncovering the potential in prototyping, data analysis, horticultural expression, video, and experience design. There is broad understanding that our most important project is designing ourselves, refining our culture, and evolving our ways of understanding the world around us.
We are known for our bold solutions while looking at the wider context. In this way, we're constantly redefining industry paradigms and gaining the trust of our clients to explore significant design challenges. We are ever mindful that an interdisciplinary approach to design brings about inclusive, resilient, and onginal solutions that ensure diversity and resilience.
RIOS is an affiliate member of the Global Cultural Districts Network (GCDN).
RIOS
December 15, 2022
33 City of Santa Maria / Santa Maria Valley Chamber of Commerce Proposal for PACC Feasibility Study Global Cultural Districts Network (GCDN)
The Global Cultural Districts Network (GCDN) is an
international federation committed to improving the quality of urban life through the contribution of the arts, culture and creative industries.
GCDN
Global Cultural
Districts Network
Founded by AEA Consulting in 2013, the membership network fosters cooperation and knowledge -sharing among those responsible for creative and cultural districts, and engages leaders in culture and in urban development through convenings, research and collaborations in order to Inform global, local and sectoral agendas. The network offers a number of ways for people to team from and about their peers and from experts in the field. GCDN-commissioned research and discussions focus on a range of issues including govemance models, branding, the balance between cultural consumption and production, the differing needs of tounsts and local communities, content and programming alliances, the animation of public spaces, the role of anchor institutions in districts, technology, development and training needs, effective methodologies for cultural planning, and much more.
Current GCDN members include:
Abu Dhabi Department of Curture and Tounsm - Abu Dhabi. UAE Adelaide Festival Center - Adelaide, Australia
Alserkal Avenue - Dubai. UAE
Anzona Arts. University of Anzona - Tucson. AZ. USA
Auckland Live - Auckland, New Zealand
Better Bankside - London, UK
Brooklyn Cultural District. Brooklyn Academy of Music and Downtown Brooklyn Arts Alliance - New York. NY. USA
Canberra Theatre Center - Canberra, Australia
Crty of Providence - RI, USA
Creative Estuary - Thames Estuary. UK
Culture Mile - London, UK
Dallas Arts Distnct - Dallas. TX. USA
East Bank at Queen Elizabeth Olympic Park- London, UK
Exhibition Road Cultural Group - London, UK
Goldsmiths University of London - London, UK
Harbourfront Centre - Toronto, Canada
HOTA, Home of the Arts - Gold Coast, Australia
Kingston Arts District - Kingston. Jamaica
LAC Lugano Arte e Cu!tura - Lugano, Switzerland
Melbourne Arts Precinct, Melbourne - Australia
MuseumsQuartier Wien - Vienna. Austria
National Museum of Singapore - Singapore
Navy Pier, Inc. - Chicago, IL, USA
Newark Museum of Art - Newark, NJ, USA
New World Symphony - Miami Beach, FL. USA
Olympic Foundation for Culture and Heritage - Lausanne.
Switzerland
Onassis Foundation - Athens & New York, Greece/ USA
Parcel 110 - George Town. Grand Cayman
Parnell Square Cutturai Quarter. Temple Bar - Dublin, Ireland Perth Theatre Trust - Perth, Western Australia
Pittsburgh Cultural Trust - Pittsburgh. PA, USA
Pnce Mohammed Bin Salman Nonprofit City - Kingdom of Saudi Arabia
Quartier de la Creation (SAMOA) - Nantes. France
Quarter des Spectacles Partnership - Montreal. Canada
RAB/ BKO (Reseau des Arts a Bruxelles/
Sharjah Museums Authonty - Sharjah, UAE
Southbank Centre - London, UK
The Bentway Conservancy - Ontano. Canada
The Kuwait National Cultural Distnct - Kuwait City. Kuwait The Lowry / Salford Quays - Salford. UK
The Masswascut Collaborative - Providence, RI, USA
The Music Center - Los Angeles. CA. USA
West Kowloon Cultural Distnct Authonty - Hong Kong, China RIOS
December 15, 2D22
34 City of Santa Maria
Proposal for PACC Feasibility Study
AEA Consulting // Selected Client List
Museums, Visual Arts & Heritage
Albright -Knox At Galley
A-chrtectue Fandaton
Asper At Museum
The Baines Foundation
Benalu Museum
Benlamn Franklin Museum
Bntrsh Museum
Chddr a n's Museum of Manhattan
China Institute
Creative Time
Dallas Museum of Art
The Desgn Museum
Detroit Institute of Arts
The Drawing Center
El Museo del Barrio
Florence Nightingale Museum
The Fick Collection
Fusdacejn Telev,sa
Georgia O'Keeffe Museum
Glenbow Museum
Haus de' Kunst
Hrspanic Society of America
Imperial War Museum
Isabella Stewart Gardner Museum
The Manchester Museum
Mgr os Museum
Mawakee Art Museum
MIT List Visual Ms Celle'
MOCA Cleveland
Museum of American Finance
Museum of Applied Arts and Sciences
Museum of Fine Arts Budapest
Museum of London
Museum of the City of New Yak
Museum of Pop Culture
National Galley London
National Gallery of Australia
National Gallery of VKtana
National Museum of Australia
National Museums and Galleries of
Northern Ireland
National Museums Liverpool
National Trust London
Perez M Museum Mama
Philadelphia Fim Sooety
Philadelphia Museum of At
Public Art Fund
Rabin Museum of Put
Saatchi Gallery
ScuiptueCente'
Sepe ntne Gallery
Sir John Soane's Museum
State Tretyakov Galley
Statens Museum for Kunst
Tribeca Film Institute
Vrctona and Albert Museum
Walters Art Museum
Whitechapel At Gallery
Wolfsonan Museum
Worming kb & kebab
Alvin Arley American Dance Theatre
Arts Centre Melboune
Ballet Memphis
Banff Centre for Arts and Create ty
The Barbican Centre
Bethel Woods Center fa' the Arts
Boston Symphony Orchestra
Carnegie Hall
Cheltenham Festivals
The Ckveiard Orchestra
Ednbugh Festivals
English National Opera
The Esplanade
Foundation fa - pries Hall
Houston Grand Opera
Huntington Theatre Company
Jacobs Polow
jazz at Lincoln Center
Kennedy Center for the Peiormng Arts
The Kmmel Center
Kr onos Quatet
Los Angeles Music Center
The Lowry
Massey Hall and Roy Thomson Hall
New Orleans Jazz Orchestra
New Yak City Center
New 'font Rsillwmorxc
Orchestra of St Like's
Phiadelpha Orchestra Association
Roundabout Theatre Company
Royal Academy of Dance
Royal abet Hall
Royal PhMamonc Orchestra
Royal Shakespeare Company
San Francisco Opera
SF jazz
Shakespeare's Globe
The Shed
Signature Theatre Company
Society of London Theatre
Songwriters Hal of Fame
Symphony Space
UK Theatre
Wallis A.oi esg Center for the
Performing Arts
Educe* & Utenvy Iredbtibb
Academy of A noncan Poets
American Academy in Ronne
Aspen Instate
Behopsgate Institute
Boston University
Brooklyn Public Library
Case Western Reserve University
Central School of Ballet
CERN
CM and Gilds of London At School
City University of New York
Columba University
Caurtald Institute of Art
Emerson Colege
London Academy of Music and Dramatic
Arts
Poets House
Princeton University
Royal College of At
San Francisco At Institute
University of Cambsdge
Univesrty of southern Caldoma
Foundations & Trusts
Andrew W Mellon Foundation
The Cleveland Foundation
Camargo Foundation
Clore Duffield Foundation
Cyprus Cultural Foundation
Dons Duke Charitable Foundation
Egmont Foundation
The Ford Foundation
Gordon Pane Foundation
Herb Alpert Foundation
International MUSK and At Foundation
J Pal Getty Trust
James Irvin Foundation
John, L and James S Knight Foundation
Louse T Noun Foundaton
Pew Charitable Tnsts
Powerhouse Workshop
Shafk Gab' Foundation
Stenos Nurchos Foundation
thee Lakes Cultural Trust
Wiliam Penn Foundation
Gebrommt
Amt Divan Kuwait
Arts Council England
Arts Council of wales
Arts New South Wales
Aust-ala Council
Barargaroo Delrvey Authority
Bntnhr Courrol
City of Laguna Beach
City of Santa Clara
City of Sunny Isles Beach
Department for Culture. Media and Sport.
UK
Department of Pare Minster and Cabinet
Australia
General Comae Authority of Saudi Arabia
Hampshire Cultural Trust
Heritage Lottery Fund
Houston Fist Capa'aton
Hudson Yards Development Corp
Hurganan Touwr Agency
IrJiatasxtue New South Wales
Khazanah Nasional Berhad
Lower Manhattan Development Cap
National Park Service
Mesta
Nethetards Mn,sey of Cueue
Philadelphia Investment and Development
Corp
Regional Facirtres Auckland
Salford CJtura] and Place Partnership
Scottish Arts Cound
Trot for Governors Island
US Dept of Housing and Urban
Development
UK Trade & Investment
Westmnster City Council
Ccenumil
Alghanrn meet atonal
Alloy LLC
Auerbach Polods Friedlander
Battersea Development Company
Boston Consukng Group
Brookfield Financial Properties
CassonMann
Foster + Partners
Genesis Property Holdings
Goldman Saps Urban Investment G auq
Henderson Lard Development Corp
Houston F.st Corporation
The Howard Hughes Corporation
KLCC Property Holdings
KPMG
Lai Sun Gotp
Lien Mei Group
Lod Group
NBCUniversal
OMA
PETRONAS
Vulcan. Inc
The Wrtkof Goa
Zaha Hadd Architects
For a full list of protects and clients, please
visit tamiaursurdlucessica
December 15, 2022
35 City of Santa Maria
Proposal for PACC Feasibility Study
Standard Terms & Conditions
This proposal remains valid at the fees quoted for 45 days from the date on this document; thereafter, AEA reserves the nght to amend or cancel it.
Payment
Payment is due within 30 days of the date of invoice,
and AEA reserves the right to charge interest at 1.5%
per month on amounts outstanding more than 35
days from date of invoice.
Codfidentialty
To protect the interest of our clients, all AEA staff are employed under a service contract which reinforces
their professional obligation not to disclose
information confidential to the Client.
AEA agrees that any information received by it during
the furtherance of the Agreement that concems the
personal, financial, or other affairs of the client and its affiliates will be treated in full confidence, and unless AEA shall first secure the client's written consent, it shall not publish, disclose, or use, or authorize any
other person or entity to publish, disclose or use, at
any time before, during, or subsequent to the term of
the Agreement, any such confidential information.
Information
The Client shall make available to AEA staff all
information which we may reasonably require for the
effective execution of our work in a timely manner.
Ownership and Use of Documents
All documents and materials of every kind whatsoever,
and in whatever medium expressed prepared by AEA
in connection with any aspect of the Project (including any constituent project or shared project), and all
nghts (including copyright, trademarks, trade names,
logos, nghts of use, and other proprietary rights)
therein, shall be deemed "works for hire" and are
hereby assigned to Client and shall remain the sole
property of Client. This provision shall not apply to any previously created works or materials for which there
is an existing rights holder.
AEA shall retain ownership of and all rights in
perpetuity to all research and proprietary
methodologies employed during the performance of
the services.
Governing Law
The Agreement shall be govemed by and construed in
accordance with the laws of the State of New York
Early Termination
Without cause, Client may terminate the Agreement
by giving fourteen (14) days wntten notice to AEA of
its intent to terminate without cause. The parties shall deal with each other in good faith during the 1 4 -day
period after any such notice of intent to terminate
without cause has been given. In the event of
termination without cause, AEA is entitled to payment
of all outstanding amounts previously billed and due in accordance with the Agreement, plus payment for
unbilled services performed properly and expenses
incurred therewith up to the effective date of
termination.
With reasonable cause, Client may terminate the
Agreement upon the giving to AEA written notice of
termination for cause. AEA shall have five (5) days to
cure the breach; if no cure is reached, then the
Agreement will be terminated as of the date of notice.
Reasonable cause shall include material violation of the Agreement or any act exposing Client to liability to
others for personal injury or property damage. In the
event of termination for cause, the Client shall not be responsible for any further payments of fees or
expenses to AEA.
Non -Compete Provision
The Client will not employ or engage the services of
any employee or associate of AEA or its affiliates
concemed with the assignment either during the
assignment or for 12 months after completion of the
assignment. AEA employees and associates are also
under agreement not to seek or accept employment
or engagement with our Clients.
Content Warranty
All conclusions, forecasts and recommendations in any
proposal, report, other documents, or presentations
are made in good faith and on the basis of information
before us at the time and are not to be deemed in any
circumstances a representation undertaking, warranty
or contractual condition. With respect to the
foregoing, in no event shall either party hereunder be
liable to the other for consequential, incidental or
special damages, or lost profits of any nature, whether based on breach of contract, warranty, or negligence
December 15, 2022
36 Thank You!
II"
New York London
380 Main Street, Suite 300 Hill House, Suite 152
Beacon, NY 12508 210 Upper Richmond Road
London SW15 6NP
+1 845 765 8100 +44 20 8065 5562
www.aeaconsulting.com
RESOLUTION NO.
A RESOLUTION OF THE CITY OF SANTA MARIA, CALIFORNIA
APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH THE SANTA
MARIA VALLEY CHAMBER OF COMMERCE TO CONDUCT A FEASIBILITY STUDY
FOR A POTENTIAL SANTA MARIA PERFORMING ARTS AND CONVENTION CENTER
WHEREAS, in 2021, a committee of community members began exploring the development of a performing arts and convention center; and WHEREAS, multiple business surveys have highlighted the need for more diverse cultural opportunities to attract employees and visitors; and WHEREAS, the lack of suitable venues for conferences and performances in the City and the Central Coast results in lost economic opportunity; and WHEREAS, the City Council set a goal to provide more recreation opportunities for families; and
WHEREAS, the committee determined that the next step in exploring the potential for a performing arts and convention center in Santa Maria is to conduct a feasibility study.
NOW, THEREFORE, IT IS HEREBY RESOLVED, by the City Council of the City of Santa Maria as follows:
Section 1. That the above recitals are true and correct and incorporated herein.
Section 2. That the City Manager, or designee, is authorized to enter into a Professional Services Agreement with the Santa Maria Valley Chamber of Commerce to provide a feasibility study for a performing arts and convention center in the City of Santa Maria, not to exceed $94,250.
Section 3. The Santa Maria Valley Chamber of Commerce will report the results and recommendations of the feasibility study to the City Council, as soon as practicable upon completion of the study.
/1/
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PASSED AND ADOPTED by the City Council of the City of Santa Maria at a meeting of the City Council held on the 21St day of February 2023.
Mayor
ATTEST:
Chief Deputy City Clerk
Departmen Director