REQUEST FOR QUALIFICATIONS Sunset Zoo Master Plan and Strategic Plan (Project #SZ025P) City of Manhattan, Kansas December 7, 2016
I. PURPOSE The City of Manhattan, through Sunset Zoo, a division of the Parks and Recreation Department, is requesting qualifications from professional design consultants to assist the City with preparation of a Master Plan, and Strategic Plan for Sunset Zoo. The Zoo is an accredited member of the Association of Zoos and Aquariums (AZA) and a premier attraction for the city of Manhattan and surrounding area. The Zoo is preparing to make significant capital investments in facilities during the next 20 years and seeks a clearly defined Master Plan and Strategic Plan, which will provide guidance for future capital development.
II. BACKGROUND The Sunset Zoological Park was founded in 1933 through a collaboration between Mr. Hurst Majors, a prominent community member and City Commissioner, and Dr. E.J. Frick, Head of Surgery and Medicine at Kansas State University’s College of Veterinary Medicine. Mr. Majors envisioned the Zoo and parkland as a wonderful benefit to the community and rallied community organizations around this idea.
This idea met with great enthusiasm, and several enclosures were built and filled by Dr. Frick. The City left the operation of the Zoo to Dr. Frick, who managed to route Works Progress Administration (WPA) money and donations to the construction of many facilities. Dr. Frick acted as volunteer Zoo Director for 43 years and was given carte blanche in his methods of operation. Former City Park workers were employed to care for the animals, which were mostly retired circus and movie performers, unwanted exotic pets, surplus zoo specimens and native fauna. The collection was little more than a menagerie or "stamp collection," although the Zoo did house several rare or unusual animals Dr. Frick managed to acquire from friends in the zoo field.
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In the 1970s, the Zoo came under fire by local humane and animal rights organizations as well as the United States Department of Agriculture (USDA). It was nearly closed. An outcry from the public following Dr. Frick's retirement in 1976 forced the City to make a decision on whether to create a modern, accredited facility or close the outdated Zoo. The community demanded to keep their zoo and a master plan study was commissioned in 1987. The Plan, developed by ZOOPLAN Associates, of Wichita, Kansas, was adopted by the City Commission that same year and was the driving force behind the new gate admission policy. An entrance facility, consisting of a ticket booth, was constructed in 1989 and a gate charge initiated, providing the first assured source of funding for the facility through a special zoo revenue account. It was also in 1989 that the Zoo applied for and became an accredited institution of AAZPA, now known as the Association of Zoos and Aquariums (AZA).
The Zoo's mission "to inspire conservation of the natural world," as well as its commitment to connect the community to amazing animals, to serve as a source of cultural enrichment, and to promote conservation, scientific study and education, has not been clear throughout the Zoo's entire 83 year history. However, it has been a guiding force for the Zoo's more recent activities, as demonstrated by the creation of the master plan in 1987 and its subsequent revision in 1999. This dedication to animal stewardship, conservation, education and recreation has resulted in professional accreditation and the community's renewed commitment and enthusiasm for Sunset Zoo.
Within the last few years a new life has been given to the Zoo, creating much public excitement and involvement and growth. Sunset Zoo currently occupies approximately 46 acres, 26 of which are developed. Over 40 major renovation or building projects have been completed in the last 20 years, including major projects such as the Chimpanzees of the Tanganyika Forest exhibit in 1997, a new Colobus of the Kakamega Forests exhibit in 1998, the Chautauqua Amphitheater in 2001, a new maned wolf exhibit in 2002, a new flamingo exhibit in 2003, a new spotted hyena exhibit in 2009 and the opening of the John Woodard Memorial Gibbons exhibit in 2012. In 2009, the citizens of Manhattan passed a quality of life sales tax initiative to fund a new zoo education building and entryway, the Nature Exploration Center. This facility, along with an accompanying ticket booth and gift shop, opened in 2012. In 2013, a newly renovated veterinary clinic also opened. In 2013, the Zoo also received a major capital gift from a local donor, providing the catalyst for a major renovation of the zoo’s sloth bear, Amur leopard, and tiger facilities. In 2014, the zoo constructed Phase II of the John Woodard Memorial Gibbons Exhibit. During this time, many other exhibits have been overhauled or renovated and a tremendous number of equipment upgrades and management guidelines have been created to ensure Sunset Zoo operates under the best practices. These additions, along with the continued investment of the local community, will ensure Sunset Zoo remains a modern facility committed to education, animal care and conservation, as well as providing a quality guest experience.
Expansion of staff and volunteer support has also increased dramatically over the last two decades. In October 1991, a new Director of Conservation and Research position was added which brought conservation and research activities to an equal level with education and
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recreation. In 2013, a Conservation Team was formed through the Zoo’s Friends of Sunset Zoo (FOSZ) support organization. The advisory committee is comprised of Zoo staff, FOSZ board and at-large members, Sunset Zoological Park and Wildlife Conservation Trust board members and volunteers. The committee is empowered to oversee, evaluate and fund the Zoo’s conservation activities. In 2008, a full-time Head Keeper position was added. This position was promoted to Animal Curator in 2014. In 2012, a full-time Events Sales Coordinator and Education Specialist were added, and in 2013, two full-time, certified daycare specialists were added, with a third full-time Education Specialist added in 2015, to complete the current staff.
This past year also welcomed tremendous growth in the Zoo’s education initiatives. In 2013, the Zoo began offering Interactive Distance Learning (IDL) programs via a technologically-advanced classroom in the new Nature Exploration Center. The Zoo also opened Zoo Sprouts, a year- round, full-time nature-based daycare program. Children, two-and-a-half to five years of age, participate in daily programming focused on nature and nature play.
The Zoo now receives outstanding support from its governing authority, the City of Manhattan (all departments and divisions), as well as experiencing much increased support from the Friends of Sunset Zoo which has tripled in size since 1989. In 1992, the Sunset Zoological Park and Wildlife Conservation Trust was formed and chartered, thus creating a second support organization to act as both a foundation to foster endowment funds for the Zoo's perpetuity, and as a generator for cultivating major capital gifts and managing charitable remainder trusts, annuities, stocks, bonds and land. The Zoo Trust has now reached its endowment goals and is distributing proceeds from the interest earned to Sunset Zoo on an annual basis. This revived spirit has allowed Sunset Zoo to join the ranks of other leadership-oriented zoological parks and aquariums, earning the 25 Years of Continuous Accreditation award from AZA.
The future of Sunset Zoo is exceptionally bright. In 2017, the Zoo hopes to engage the regional community in a revision of its master plan, and create a strategic plan to help shape the direction of the Zoo into the future.
III. SCOPE OF PROJECT The design team will work closely with City Administration, Zoo staff, representatives from the FOSZ board, Trust board, and the community at large to prepare a 20-year Master Plan and Strategic Plan for Sunset Zoo. These plans should be coordinated and address all aspects of the Zoo’s expected growth during the designated timeframe. The Plan should include benchmarks and measurable outcomes to guide the Zoo in attaining its goals and sustaining continued growth and success.
The design team will be responsible for attending various meetings with City Administration, Parks and Recreation Advisory Board, community meetings, and other stakeholders to be identified. A contract and detailed Scope of Work will be developed after the design team has been selected.
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IV. TIMETABLE The estimated project schedule is as follows: • December 7, 2016 Begin advertising RFQ • December 13, 2016 Pre-application Meeting (Non-mandatory), 2:00 PM • December 19, 2016 Questions due, 5:00 PM • December 22, 2016 City issue response to questions • January 5, 2017 Submissions due, 5:00 PM • January 6-13, 2017 Selection committee meet to review submittals • January 13, 2017 Notify consultants for interviews • January 23-27, 2017 Consultant interview dates, if needed • February 7, 2017 City Commission accept consultant selection • February-March 2017 Negotiate contract with selected consultant • March 21, 2017 City Commission authorize design contract • April 2017 Begin planning process • December 2017 Master Plan complete
V. PRE-APPLICATION MEETING AND QUESTIONS A pre-application meeting and tour of the Zoo will be held in conjunction with this RFQ on December 13, 2016, from 2:00 PM – 4:00 PM at the Sunset Zoo Nature Exploration Center, 2333 Oak Street, Manhattan, Kansas. A conference call option may be available. Please notify Scott Shoemaker, Zoo Director, by December 12 at 5:00 PM if you’d like to participate in the meeting by phone. The conference is not mandatory, but attendance by at least one member of the interested consulting teams is strongly encouraged. City Staff will present information on the scope of the project, followed by a period for questions and tour of the facility.
Questions concerning this project should be addressed in writing to: Scott Shoemaker, Zoo Director, at [email protected]. Statements made by the City are not binding unless confirmed in writing via an addendum. Addenda for significant clarifications that arise during the response period will be issued via the City’s website. The deadline to submit questions is December 19, 2016, at 5:00 P.M. In order to give proposers ample time to respond, necessary addenda will be issued by December 22, 2016.
VI. SELECTION PROCESS Submissions will be reviewed by a Selection Committee comprised of members of City Administration, Zoo staff, and FOSZ and Trust board members. Firms submitting a proposal may be asked to participate in an interview. Following the potential interviews and reference checks, the Selection Committee will forward a recommendation to the Manhattan City Commission. The City Commission shall have the final authority and discretion to make a selection based upon the qualifications, responsibility and capabilities of respondents. Neither the Zoo, nor the City of Manhattan, will be liable in any way for the costs incurred by respondents in replying to this RFQ, or the costs incurred in making a pre-selection presentation to the Selection Committee.
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VII. BUDGET AND CONTRACT The project budget is $85,000. The City of Manhattan will enter into a contract for design services with the selected consulting firm. In order to provide maximum flexibility, the City of Manhattan will require a time and expense agreement, with an established maximum fee.
VIII. CRITERIA FOR SELECTION The successful consultant must demonstrate the qualifications, experience, and expertise relative to the type(s) of work specified, and demonstrate a capacity to effectively manage the project. The consultant must demonstrate an interest in and convey an understanding of the requirements for the project, provide references for similar projects, show an ability to work within the desired time schedule, and demonstrate the ability to identify and appropriately address problems or issues, including historic or potentially historic facilities.
Key points the Committee will consider in selecting the successful firm include:
1. Professional Qualifications. The education, training, registration, and amount of relevant experience of the proposed key project personnel. The effectiveness of the proposed project team (management structure and coordination of disciplines, offices and/or subcontractors) will also be considered.
2. Specialized Experience and Technical Competence. The project team’s specialized experience and technical competence on similar projects should be clearly demonstrated.
3. Capacity of the Firm to Accomplish the Required Services on Schedule and within Budget. The firm must demonstrate an ability to complete projects within specified completion dates and budget.
4. Past Performance. Past performance of work on similar or comparable projects should be demonstrated. Include examples of zoo master plans and strategic plans completed for zoos of similar size/character to Sunset Zoo. References and letters of commendation from previous zoo clients will also be evaluated.
5. Understanding of Project. A clear understanding of the type of project work to be performed and a plan to complete the work should be clearly demonstrated.
6. Quality Assurance. The team’s quality control processes and management approach that will be used on the project.
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IX. SUBMISSION REQUIREMENTS All submissions must include the following information 1. Project Director with list of team members: a. Must include principal participants. b. Contact information for the Project Director and sub-consultants, including e- mail addresses.
2. Qualifications: a. Resumes of all principals and professional staff involved, demonstrating qualifications and related experience and expertise. b. Descriptions of similar projects completed by the firms involved in the team. c. Response to the six key points mentioned in Section VIII. Criteria for Selection.
3. References: List of references, including brief description of projects and contact name and telephone number.
4. Maximum page limit: 35 numbered pages, 8.5x11 pages, excluding cover, table of contents, cover letter and dividers.
X. DIRECTIONS FOR SUBMISSION Interested firms must provide five (5) written copies and one (1) electronic copy of the submission by 5:00 P.M. on January 5, 2017, to the following address:
Scott Shoemaker, Zoo Director Sunset Zoo 2333 Oak Street Manhattan, KS 66502
Submissions shall be enclosed in a sealed envelope clearly marked “Sunset Zoo Master Plan and Strategic Plan RFQ.” The City of Manhattan will not accept oral submissions, or copies received by telephone, facsimile machine, or email. All submissions received after the deadline shall be returned.
All persons awarded and/or entering into contracts with the City of Manhattan shall be subject to and required to comply with all applicable City, State and Federal provisions pertaining to Non-Discrimination, Equal Employment Opportunity and Affirmative Action and the Americans with Disabilities Act (ADA).
ATTACHMENTS 1. Sunset Zoo Map: Existing Conditions 2. Sunset Zoo Map: Current Exhibits 3. Sunset Zoo Master Plan 1999 4. Sunset Zoo Master Plan 1987
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Sunset Zoo Master Plan and Strategic Plan | Request for Qualifications Page 6 of 6 SUNSET ZOO MAP | EXISTING CONDITIONS 1 inch = 150 feet 1140 ¯
Sunset Cemetery 1190 Manhattan High School
1190 1180 1140
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Zoo AccessZoo Oak St Oak St 1020
1120 1020 1100 Sunset Zoo 1020 30 Acres Ridge Dr
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1020 Westwood Rd
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1020 1020 1010 Wildcat Creek Linear Park Zoo Access
Oak St
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1160 1080 1160 Zoo Access
1020 1030 Zoo Access 1160
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1130
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Wildcat Creek Wildcat Summit Ave Summit
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1030 1140
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SETH CHILD LOCATION ANDERSON
1050 MAP
Sunset 1150 Ridge Dr 1120 1110
Sunset 17THST N SUNSET AVE SUNSET
Legend Neighborhood WESTWOOD RD Zoo
Park 1080
Park Boundary 1060 1070 17TH S ST
1090 1090 Trails1010 1150
Ridge Dr
Wildcat Creek 1090 Summit Ave Summit 1080 FORT RILEY 1030 1050 FORT RILEY Contours (10ft) 1030 1060 STAGG HILL RD
Executive Summary / Revision of the 1987 Master Plan The Planning Process and Major Findings
Revision of the 1987 Master Plan for the Sunset Zoological Park
Zoological Planning Associates, Inc. was asked by the City of Manhattan, in 1987, to work with the Parks and Recreation Department, the Sunset Zoo Staff, and the Friends of Sunset Zoo to review the Zoo’s offerings and physical plant and establish a unique philosophy and long range direction for the Zoo, guided by an overall plan of action to move the Zoo toward an optimum expression of the character of the community, its needs and wishes, and its willingness and ability to provide support both from public and private sources. Their report follows:
A control group consisting of representatives from the entities above has analyzed data pertaining to Manhattan’s history, demographics, economy, climate, government and cultural and recreational facilities. Ten community leaders were interviewed with the aim of assessing the character (self-image) of the community and its attitude toward the Zoo. The existing facilities at the Zoo were surveyed and analyzed. The operations, finances, and staffing of the existing Zoo were documented and analyzed in relation to other Zoos in comparable settings.
From these analysis, the control group drew conclusions as to the appropriate concept, theme, and facilities for a Zoo which responds to the character, needs, wishes and resources of the Manhattan area.
The consultants developed conceptual alternatives for a master plan which addressed these needs. The control group, with input from the Friends of the Sunset Zoo and the public, developed a final master plan which incorporated the most desirable features of the conceptual alternatives. The consultants further refined the master plan to demonstrate how the Zoo was to be organized and how it would function. Recommendations for capital investment, staffing, operating funding, and revenue generation were made. The results are summarized here.
The rest of this report reflects a reviewing and updating of the 1987 Master Plan. Many of the components of the original plan have been implemented, but as with any Zoological master plan document, theories of exhibition and technology have changed during the course of its implementation.
The mission statement of the Sunset Zoo "to inspire conservation of the natural world" is a reflection of these new theories. Much of what is being proposed is consistent with the aforementioned mission statement, the role of a modern American Zoo and Aquarium accredited Zoo, and the desire for Sunset Zoo to be a cultural, recreational and educational asset to the community.
Currently, two support organizations exist to help the Zoo achieve its objectives. The Friends of the Sunset Zoo is a membership based organization which provides financial support as well as raising public awareness. The Sunset Zoological Park and Wildlife Conservation Trust also is committed to raising awareness, as well as creating an endowment for future growth and expansion of the Zoo.
Many of the recommendations for the master plan revision have occurred with the input of these two organizations, as well as various surveys conducted by the Zoo to determine areas of interest and support by visitors and the community at large.
Consistent with the original plan established by the consultants, the Zoo will continue its evolution into Zoogeographic exhibition of animals. Animals exhibited along a "trail" will be indigenous to that region. Each region or exhibit will feature one or more "flagship" species that meet at least one of the established criteria of conservation, education, or public appeal.
Facility and exhibit maintenance and expansion will be the area of greatest resource usage and the actual dollars needed is hard to speculate without professional consultant help. It is expected that annual attendance figures in the range of 120,000 to 125,000 people a year will be necessary to sustain the maintenance and development of Sunset Zoo. Both support organizations, plus continued support from government, and private/public partnerships will also be instrumental in the Zoo’s sustained growth and development. City Administration’s best estimates are that this growth is consistent with the original Master Plan estimates in current dollars. While aggressive in nature, this is an attainable goal given projected growth in attendance and revenue for the Zoo and its surrounding community.
Character of the Community
Ten leading citizens were interviewed to gain insight into the perceived self-image of the community and its attitudes toward the Zoo. Several key insights are important to the future development of the Zoo.
The people of Manhattan call themselves conservative. Manhattanites see themselves as holding a political philosophy based on tradition and social stability, stressing established institutions. They generally prefer gradual development to abrupt change.
Kansas State University has enormous influence on Manhattan; Fort Riley is influential, but to a lesser degree. Manhattan’s identity is changing from such a strong identification with Kansas State University toward the desire to be a stronger regional center. The downtown mall is symbolic in this regard.
The phrase quality of life has great meaning for the people of Manhattan. it includes the appealing natural environment, small town qualities of tree-lined
Sunset Zoological Park Master Plan Revision-99 2 streets, friendly people, safety for children, and strong family values. The university provides added recreational and cultural opportunities which would not otherwise be found in a community of this size. An upper-middle class highly educated cosmopolitan populace is environmentally conscious. The community is dedicated to maximizing education opportunities for their children and is blessed with an abundance of educated and articulate leaders.
Though the level of individual income for the community is above average, there are few wealthy individuals. Taxes are currently perceived to be high and fund raising from the private sector is seen as difficult. All in all, however; the community does fund those facilities and services which it believes are necessary to the quality of life which it demands.
Community’s Zoo Orientation
Manhattanites believe Sunset Zoo is a community asset which is unique for a small community. They believe it is an element of a high quality of life and consequently is potentially an asset in the competition with other small communities in attracting industry. It is also seen as an asset in attracting and holding visitors to the community from the surrounding region.
One gets the impression that the Zoo is valued, not only for itself but as a point of community pride.
Zoo Theme
From the understanding of the community and its attitude toward the Zoo, a theme was developed. The exhibit theme is a principle of organization which is simple, appropriate and unique to the Manhattan community, but which allows for a maximum diversity of exhibits. The theme must allow for unforeseen development of the Zoo without becoming obsolete.
The control group made note of several important facts to which the theme should respond. The cosmopolitan nature of Manhattanites gives them a world perspective and interest as well as a sophistication in their expectations for a Zoo. The unusual and varied beauty of Manhattan and the Zoo site was a key. The emphasis of the people on education and children meant the Zoo markets (residents, University students and faculty, families and individuals from Fort Riley) indicated the Zoo needed to offer a variety of experiences.
The theme statement is not necessarily a public relations phrase. Its real value lies in describing how the Zoo is intended to respond to the needs and desires of the people of Manhattan. It reacts to the attributes that make Manhattan and its
Sunset Zoological Park Master Plan Revision-99 3 people unique. Based on the above, the group decided the theme of the Zoo should be: "An interactive educational experience among animals of the world and the unique environment of Sunset Zoo laid out in a Zoogeographic theme”.
A Tour of the Sunset Zoological Park
This Master Plan for the Sunset Zoo presents a framework for the development of the Zoo which responds to a sophisticated Manhattan community. It is based on a careful analysis of the character and traits of the community, the existing Zoo, the potential for capital investment and operations funding, and the role of the Zoo in the world conservation and scientific activity network.
It is realistic in scope, yet ambitious in its goals. It is flexible in its requirements, yet provides a context within which effective decisions can be made, ensuring that those decisions are in the best interest of the community. Thus, the Zoo’s development should have the natural acceptance and support of the community.
A future visitor to Sunset Zoo will face an experience which is breathtakingly new and at the same time familiar. One will see several dramatic changes from the existing Zoo, yet many of the attractions which have made Sunset Zoo unique will remain.
With a little imagination, we can take a guided tour of the complete Zoo as the visitor will experience it.
Zoo Approach
No longer will one have to round a blind corner of a road to find a place to park. The new landscaped parking lot is easily accessible from the park road and the new entrance building invites visitors to the new front door of the Zoo.
Visitors purchase tickets and enter the Zoo through a roofed structure where they can rent a stroller for the toddlers or buy a Zoo guidebook. Shedding urban feelings, visitors see the natural expansion of the Zoo unfold before them.
From a projecting deck, a comprehensive view of the Zoo in the foreground with the long distance vista across the valley to the west can be enjoyed. One is able to see for miles, understanding what it might have been like in the early pioneer days.
New Proposed Zoo Facilities Include: a) The Amboseli Plains - A mixed species exhibit consisting of African Plains animals with flagship species such as Rhinoceros, giraffe, zebra, and several
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small African hoofstock species. This exhibit will be 2 1/2 to 3 acres in size and will consist of boardwalk viewing of a naturalistic African plains. The exhibit will be enclosed by natural and man-made retaining structures such as fencing and limestone rock. Several winter holding facilities will need to provide housing and support for this exhibit and its animal residents. b) Australian Walkabout - The Australian Walkabout continues to be a popular and important attraction to Sunset Zoo. It will continue to be an immersion exhibit focusing on macropods such as kangaroos, wallabies, and Australian birds. Its relocation to the old maintenance yard will allow for its expansion as well as that of the Amboseli Plains. c) North American Plains - The original plan calls for a commitment to North American animals and that commitment continues today. The North American Plains will consist of a 3-4 acre mixed species exhibit with boardwalk viewing of a mid-west tallgrass plains, with winter holding facilities, on currently unused Parks and Recreation land on the southeast border of the Zoo. Flagship species for this exhibit include bison, elk, and pronghorn. This region is focal to the discussion of national conservation issues and education issues. d) Kansas Trail - This trail will focus in even more detail on indigenous wildlife and local and regional impact on animal populations. Species here include bald eagles, mountain lions, bobcats and Swift foxes. This trail offers exciting possibilities to discuss human impact on local wildlife populations as well as "backyard" conservation efforts. e) South America - This region will focus on Sunset Zoo’s commitment to international conservation and the work being done there by the Paraguay Conservation Action Partnership housed at Sunset Zoo. Flagship species here will include penguins, Manned wolves, Chacoan peccaries and several species of South American hoofstock. Facilities will consist of several single species exhibits with winter housing . f) Asian Forest Trail - This trail will continue to focus on several species currently housed at Sunset Zoo. Such species include the Siberian tigers, sloth bears, Snow leopards, and Red pandas. New species will include Asian small clawed otters, an Asian primate species such as gibbons, and several Asian hoofstock species such as Bactrian camels. A new "indoor jungle" will reside here as well featuring a free flight aviary, plus several smaller species of reptiles and mammals. This "jungle" will provide a year round heated facility that will help boost off season attendance.
A short walk toward the entrance marks the end of the visit – and a chance for visitors to purchase a memento at the gift shop which is conveniently located near the exit.
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In addition to those things one enjoys in the Zoo, the new Zoo has many changes behind the scenes to help the Zoo operate more efficiently and effectively. Features include a circulation system for Zoo personnel and vehicles, separate from the visitor paths; and a centralized service complex with administration areas, keeper facilities, storage facilities, food preparation areas, animal clinic and isolation areas, plant nursery, and vehicle parking.
Along with the aforementioned exhibits will be the continued development of guest service areas to enhance the experience of the Zoo visitor. Items included in this area are a new gift shop at the entrance/exit, new ADA restrooms located conveniently throughout the Zoo, an additional pavilion for rental, improved dining facility, and a new amphitheater for education programs and special events.
Maintenance requirements will increase with the addition of exhibits and guest service facilities and the Master Plan reflects that commitment to maintain the Zoo in compliance with USDA and AZA mandates. A new maintenance bay, additional maintenance equipment, and staffing increases are but a few factors included.
As the Zoo approaches the millennium, the Zoo infrastructure needs to be addressed. Much of the existing Zoo is over 65 years old and in need of infrastructure repair and update. Water lines, electric lines, sewers, sidewalks and gas lines are just a few of the items needing attention and review. The requirements of a Zoo in 1933 and 1999 are significantly different and merit attention.
Attendance Potential
Through a comparison of the Sunset Zoo and the Manhattan market with similar markets and Zoos, along with the analysis of the existing Zoo operations, it is believed that the physical facilities should be sized to accommodate an annual attendance of 120,000.
Current attendance figures for Sunset Zoo have hovered in the 70,000 to 75,000 range for the last five years. Attendance increases will come with growth in Manhattan, plus attraction value due to new exhibit construction.
Capital Investment
A comparison with Manhattan recreational and cultural facilities and with Zoos in similar communities indicated that a capital investment in the Zoo in a range from $2.37 to $3.6 million dollars would be consistent with the level of investment
Sunset Zoological Park Master Plan Revision-99 6 demonstrated by Manhattan through its existing institutions. Thus, could be justified as balanced with the existing level of support for community facilities.
Revenue Potential
The maximum potential for revenue generation would come from a Zoo which charged a nominal admission fee. Based on a fee structure of $3.00 for adults and $1.50 for children, annual revenues from admission, food and concession sales is estimated to be between $257,000 and $350,000.
Operating Budget
Based on the needs of the completed plan and the experience of other institutions, the annual operation budget for the Zoo when completed according to the Master Plan will be on the order of $700,000.
Staffing
The Master Plan is designed to increase the efficiency and effectiveness of staff through the grouping of elements and decreasing the need of specialized staff to move across the site frequently. The improved design of exhibits and support facilities will enable staff to perform their duties more quickly and safely. Although the number of species displayed is expected to increase only slightly, the number of animals displayed will increase dramatically as the Master Plan proposes showing larger, family groups of animals in more spacious, natural enclosures. The following table compares paid regular staffing needs of the existing Zoo and the complete Zoo as depicted in the Master Plan:
Existing Zoo 1 - Zoo Director 1 - Zoo Curator 1 - Education Curator 1 – Marketing/Development officer 1 – Conservation/Research Director 1- Administrative Secretary 1 – Animal Keeper II 6 – Animal Keeper I 2 – Maintenance Workers 4 - Part-time Gate Attendants TOTAL - 15 F/T and 4 P/T Master Plan Staffing levels are predicted to be: 1-Zoo Director 1-General Curator 1-Head Animal Keeper 1-Administrative Secretary
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1-Curator of Education 1-Education Assistant 1-Marketing/Development Officer 1-Director of Conservation and Research 1 - Visitor Services Manager 3-Maintenance positions 5-Part-time Gate Attendants 1-Horticulturist 13-Full-time Animal Keepers TOTAL - 23 F/T and 5 P/T people total
Volunteer staff and season workers can be expected to increase proportionally. The important position of Veterinarian is presumed to be handled as it is now, by contract with the Kansas State University School of Veterinary Medicine.
Cost of Improvements
The total capital investment for the Zoo as depicted in the Master Plan, when completely developed, is estimated to be approximately $3.2 to $3.6 million in current dollars. This is within the range of justifiable capital investment determined in the initial analysis. This total budget is composed of the following improvements:
Building and Exhibits $2,300,000 Parking, Paving, Pathways $ 350,000 Earthwork and Landscaping $ 250,000 Utilities $ 150,000
Subtotal $3,150,000
Animals, Equipment and Start-Up $ 130,000 Professional Fees, Permits, Etc. $ 320,000
Total $3,600,000
Capital Investment
A selected representative list of Manhattan area cultural and recreational facilities were studied and estimates for current capital investment and annual visits were obtained from the operators of the facilities. By averaging the capital investment per annual visit ratios of these institutions, a representative gauge of the level of
Sunset Zoological Park Master Plan Revision-99 8 capital investment in existing Manhattan facilities was developed based on a common unit of measure – dollars of capital investment per annual visit.
The average ratio of capital investment per annual visit for Manhattan area cultural and recreational facilities was $21.05.
The cost of new Zoo construction nationwide averages about $30.00 per annual visit.
It is estimated that the attendance potential for a Zoo which is properly sized for and supported by Manhattan will range from 65,000 to 120,000 visits annually.
A justifiable level of capital investment for the Sunset Zoo would fall within the range generated by multiplying these average ratios of investment per person served with the anticipated annual attendance:
65,000 annual attendance X $30.00 per annual visit = $1,950,000.00
120,000 annual attendance X $30.00 per annual visit = $3,600,000.00
The final decision of what to invest in the Zoo lies with the citizens and elected officials of the Manhattan area. This discussion gives a justifiable range for such an investment and sets a goal for sizing the Master Plan. Certainly a higher level of investment can be suggested based on the Zoo providing quality service at a level of visitation which is, even now, above most other community facilities.
Also, these investment levels are presented in terms of current dollars and will vary due to inflation and changing construction costs. The longer the period of time over which the Master Plan is implemented, the more these costs should be expected to increase.
The increase in the animal keeper staff is directly related to the increased scope of the Master Plan. An increase in the maintenance staff is not directly related to the Master Plan as much as it is reflective of existing needs to maintain the physical plant.
Although it is not apparent in the above table, an expansion in the Education Section of the Zoo is anticipated. Sunset Zoo will continue to expand its responsibility in the education programs and will need to fund education positions under the Education Curator.
The new Visitor Services Manager will have the responsibility of managing the entrance and ticket sales, the gift shop, rides, and the food service facilities. The
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Visitor Services Manager will be expected to manage part-time and seasonal employees and to operate facilities in a manner which maximizes Zoo revenues.
A horticulturist for the Zoo is desirable and it is hoped that grant opportunities can continue to fund such a position. Should this not be possible, it is recommended that one of the maintenance worker positions be relegated to a person skilled in landscape maintenance and development.
Revenue Potential
Revenue generation categories are numerous and the selection of the proper combination is a matter of experience, policy, and judgement. Generally speaking, however, all categories will fall under the general headings of admissions, sales, and memberships. Special activities cannot be overlooked, but the net effect of these promotions generally is to increase admissions, sales and/or memberships. Also, it is assumed that all contributions (other than memberships, which are considered a season pass) will serve to offset capital costs and will not go for operation.
Admission fees for Zoos can easily be as high as the cost of admission to a good movie in the same community. At the same time, since a Zoo is a public service institution, there is good reason to hold admission fees within range of everyone.
Using the range of projected attendance (from 65,000 to 120,000 annually) and national averages for the breakdown in attendance, the following range of income from admissions can be projected:
Adult Admissions: Low - 55% of 65,000 attendance x $3.00 = $107,250 High - 55% of 120,000 attendance x $3.00=$198,000
Child Admissions: Low - 22.5% of 65,000 attendance x $1.50 = $21,937 High -22.5% of 120,000 attendance x $1.50= $40,500
(Free admissions of school groups, etc. comprise the remaining 22.5% of attendance)
Potential revenue from food and gift sales can be projected at about 50 cents net per capita, thus ranging from $32,500 to $60,000.
Zoological family memberships can be considered season tickets, although some will use this means to contribute. A reasonable goal for society memberships is 2% of the families in the community at $35.00 per family. Thus, a goal for gross income from society memberships can be set at $50,000-$60,000.
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It is fair to portion part of these membership fees to admissions income since that is a primary benefit of membership. There are no firm figures as to how many times per year a family uses its membership privilege. Indications are in some communities that an “average” family of 2.5 individuals may use their membership privilege 1.5 times per year. If it is presumed that this is the case in Manhattan, and the ratio of adults to children is assured to be 1 : 1, the amount of income attributable to admission fees is $30,000.
This portion of the society’s membership fees can be allocated to admissions and is included in the admission income figures above. The remainder should be allocated to the special programs of the Friends of Sunset Zoo and should not be considered income to the Zoo.
Summarizing the above, annual revenue generation goals should be expected within the following range $257,000 - $ 350,000.
Some clarifications need to be made at this point. Although in the long run, operating income and expenses may be expected to level out at the levels projected, on a yearly basis they can both be expected to fluctuate. A series of rainy weekends in the summer can substantially diminish the annual attendance, thus reducing income. The opening of a new exhibit or unseasonably pleasant weather can dramatically increase attendance and income.
Second, these are general goals for total revenue potentials associated with the developed Master Plan. Just as the Zoo will not change overnight, neither will revenues jump quickly. However, since the success and potential for revenues depends so much on convenient services and aggressive promotion, the opportunity for increasing revenues exists today. As the physical plan of the Zoo improves, promotion becomes more effective, attendance will grow, and revenues will increase.
Implementation
Though true, none of the facts or projections contained in this report have any value unless a process for implementing the recommendations is developed and pursued. it is the purpose of this section to outline implementation procedures. It is up to the leaders and people of Manhattan who care for their community and Zoo to pursue them.
Capital Funds Acquisition
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There are four traditional sources of capital funds for Zoos. They are:
1. Private donors (Capital Funds Drive) 2. City and/or County Governments (Bonds or Tax Referendum) 3. Foundations (Grants) 4. Federal and State Governments (Grants)
Each of these sources will first be considered separately and then together as an integrated funds acquisition program.
Role of a Zoological Society
Zoos which are watched over and supported by strong and active Zoological societies are consistently better funded and better cared for than those which lack this valuable support.
The two Zoo societies are valuable to the Zoo and the community in many and varied ways. There are, however, a few specific values of the societies to this Zoo at this time.
1. The society can arouse and maintain community awareness to the Zoo’s needs and its benefits of the Zoo to the community.
2. The society can spread the Zoo support base beyond the limits of the city and its taxpayers who bear the major burden of support now. *
3. The society can provide the public support so necessary to encourage political leaders to act for the benefit of the Zoo.
4. The society can raise funds from private sources which otherwise would not be available to the city and the Zoo.
5. The society can provide the manpower and leadership to inform the voter and get out the vote in support of public referendums.
6. The society can provide many volunteers and volunteer services in the Zoo and in behalf of the Zoo in the community.
* It should be noted that the Zoo currently serves the people of area counties fully as well as it serves those of the City of Manhattan. Whereas the City may find it difficult to approach a county for some support, the society is ideally suited to make an approach.
Fund Raising
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The best activity for a building Zoo society to engage in is fund raising. Fund raising earns, for a society, the respect and gratitude of the community. It earns, for the society, a legitimate role as a community leader in the development and operation of the Zoo. Furthermore, there is nothing quite like a well conceived and executed fund raising campaign to whip a society’s leadership and practices into shape for the long run.
Capital Funds Campaign
A capital funds campaign is an organized effort to raise large sums of money in a limited amount of time. These funds would be applied toward the construction of the Zoo.
There are some basic characteristics of capital funds campaign which must be recognized. a. A large number of volunteers are needed. “The rule of fives” – one person will call on five others. b. Where will the money come from? 80% of the contributions will come for 20% of the donors. c. One-third of the goal will come from the top ten gifts. The second one-third will come from the next 100 donors. The final one-third will be made up by the remaining gifts. d. A major capital funds campaign should be employed once every 10 – 20 years. However, it can, and should, lead into a continuing solicitation of big gifts in which there is a continuous cultivation of the large gift givers identified by the capital funds campaign.
Projected Capital Campaign Schedule
Estimated Time
Phase I: Planning One month
A. Long Range Institutional Planning B. Select Professional Counsel C. Survey Constituencies D. Feasibility Study and Analysis
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Phase II: Organization One month
A. Establish Priorities and Schedule B. Enlist Key Leadership C. Prepare Campaign Materials D. Start Cultivation Programs E. Solicit Board
Phase III: Campaign Begins One month
A. Program Approved B. Complete Enlistment of Volunteers C. Develop Rated Prospect List D. Augment Staff E. Set Campaign Goal F. Begin Distribution of Materials G. Solicit Top Prospects
Phase IV: Big-Gift Stage One month
A. Assign Solicitors B. Solicit Second-level Prospects C. Consider “Constituency-wide” Solicitation D. Report on Progress
Phase V: Campaign in High Gear Two months
A. Make All Workers Active B. Solicit Remaining Prospects C. Plan Final Report Activities D. Continue Reports and Stewardship
Phase VI: Conclusion Six months
A. Analyze Campaign Effects B. Acknowledge Participation C. Wrap-up Operations D. Continue Cultivation E. Distribute Campaign Report F. Collect Pledges
Total Time Twelve months
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A timetable for a capital funds campaign must be integrated with the many other activities in the total fund raising effort so that each activity may gain maximum support for all other activities. This kind of scheduling is extremely complex and dependent on decisions yet to come.
Grants Acquisition
The acquisition of grants from private foundations and government agencies is a highly specialized and technical activity. It is very difficult to generalize. However, the focus is the acquisition of grants to be used in the proposed Zoo (capital funds grants) and/or for special programs in support of capital funds acquisition, not the acquisition of grants to support activities (educational programs, research, etc.) or operational expenses (except those expenses associated with capital funds acquisition programs).
Government grants of capital funds for the development of Zoos have in the past come mostly from the Land and Water Conservation Fund, which is administered by the Heritage Conservation and Recreation Service of the Department of the Interior. These are 50% matching funds available to local government entities. The project must be approved by the state liaison officer and have a high priority in the state’s park and recreation plans. Currently, funds for such grants have been cut to the bone, although the program still exists. This is a program which should be kept in mind, but since it is so problematic, we will not consider it a possibility for capital funding of the Zoo.
The Institute for Museum and Library Services (IMLS) has a program of funding special programs for, among other things, demonstration projects and long range planning, as well as general operating support. Funds for this program have also been cut. This program is probably not applicable to capital funding purposes though it may be that a special demonstration project and general operating support will be developed for which it may be a source of funds.
Other applicable federal grants programs have been either abandoned or not funded under the current administration and, therefore, are not available. Foundation Grants
Foundation grantsmanship should be a continuing process. This allows the development of the talent and tools necessary to be successful in this complex and demanding endeavor.
There are approximately 25,000 private foundations in the United States. Each of them is unique with special interest and grant procedures. None of them list Zoos as a category for which they will provide grants. However, the categories of interest of foundations are analyzed in detail, it can be determined that a large number of foundations have interests which coincide with the strengths of modern Zoos (i.e., education, recreation, conservation, research, community pride, etc.)
Sunset Zoological Park Master Plan Revision-99 15 and, therefore, are potential sources of grants for Zoos if properly identified and approached.
In truth, foundations are similar to individuals when it comes to fund raising and, therefore, should be included as a special category or potential donor in a capital funds drive. However, since they usually have well-defined interests, procedures and timetables which must be adhered to, a carefully planned and executed procedure for finding and approaching potential grantors should be developed and followed. The procedure can be reduced to a step-by-step process:
Step 1: Define your goals.
Basically the questions the foundation will want to be answered by your statements of goals are:
a. What is the need? Its significance and scope? b. What are others doing to solve the need? c. What do we propose to do to solve the need? Short term? Long term? d. What is the target population? e. Can benefits to the target population be measured? f. Is the solving of the need a priority within our organization? Within our community.
Step 2: Assess your chances.
In order to win a grant from a foundation you probably must have as a minimum:
a. IRS tax-exempt status. b. You must not be politically oriented. The Tax Reform Act of 1969 prohibits foundations from giving money to organizations involved in any type of political activity. (This provision an be gotten around but it should be done at the political activity level rather than at the grant seeking level.) c. Your field is not already well funded. d. You are seeking the “right” form of support.
The forms of support foundations traditionally do not like to fund are:
1) General operating expenses. 2) Building or other construction projects. (There are notable exceptions to this rule, so it can be overcome.) 3) Non-innovative projects. (Feasibility studies and pilot projects are particularly popular.) 4) Maintenance of existing programs.
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5) Emergency funding.
Step 3: Organize your resources.
a. Assign as coordinator of grants acquisition either a staff person or a dedicated volunteer. Send her/him to a recognized training program. b. Prepare a brief written summary of the grant program for staff and board members. c. Build a reference library. Foundation Directory Foundation Grants Index Etc. d. Get to know other grants coordinators. Join associations, attend seminars. e. Start building links. Board members should be asked to list foundation boards they, or their friends, serve on. Survey volunteers for contacts. Cultivate contacts.
Step 4: Identify your prospects.
a. Research and identify a list of promising foundations (about 25). b. Study each foundation in depth and thus narrow the list to the most promising (about 10). c. Approach each of these few on an individual basis.
Step 5: Research your prospects.
a. Look for: 1) Grant patterns. 2) Distance from Manhattan. 3) Leadership match up. 4) General accessibility. 5) Type of foundation.
a. Prepare fact sheet on each including: 1) Name and address, etc.. 2) Previous contacts with foundation (if any). 3) Type of foundations. 4) Source of funds. 5) Assets.
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6) Total annual grants (number and range). 7) Grant policies and patterns. 8) Officers and trustees. 9) Application deadlines. 10) Dates of board meetings. 11) Basic strategy.
and circulate fact sheet to staff, board and influential friends.
Step 6: Make initial contact.
If at all possible, arrange a face-to-face meeting between appropriate Friends of Sunset Zoo and foundation representatives.
a. Arrange meeting by telephone (not letter). b. Follow up with a letter. (One page.) c. Keep meeting small (2 – 3 max.) and take influential people. (Trustee, etc..)
Step 7: Meet with foundation.
a. Keep it short (15 – 30 min.). b. Be brief, to the point and friendly. c. Ask questions and listen (keep notes). d. Don’t argue. e. If the response is negative, forget it until later.
Step 8: Prepare a written formal proposal.
a. Workable format. I. Introduction and Summary. II. The Need III. The Objective IV. The Methods V. Organization’s Qualifications VI. The Evaluation VII. The Budget VIII. The Projects Future (if appropriate)
b. Write a cover letter. Basically, a distilled version of introduction and summary. (1/2 – 1 page maximum.)
Step 9: Submit formal proposal.
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a. Month in advance of board meeting (unless otherwise instructed) b. Hand deliver, if possible
Step 10: Follow-up (after receiving foundation’s final decision).
a. If answer is yes – write thank you letter at once b. Set up system of reporting c. If answer is no – write a thank you letter d. Do “why did we fail” analysis e. Assess long term relationship with foundation f. Get on with your next request
Corporate Grants
Last year corporate giving in the U.S. exceeded foundation giving. In spite of that, corporations are not considered to be good prospects for major funding for the development of the Zoo in Manhattan. The reasons are:
Only the very largest corporations make substantial gifts. Fifty percent of corporation contributions are made by the top 1,000 companies. Most corporations do little or no giving.
Corporations tend to give mainly in their headquarters communities.
As mentioned before, funding for this plan is projected to come from private donations, revenue generated by the Zoo, private/public partnerships, planned giving, and governmental support. Since many variables exist in all these mechanisms, no definite time line has been established for the completion of this plan. It is merely a living document meant to be reviewed on a regular basis and give direction to Zoo development as resources become available.
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