NOTE: All Times Are Pacific Standard Time

Meeting of the Board of Trustees

San Jose/Palo Alto, CA and by Videoconference and Telephone

November 8-11, 2017

Connect electronically by Videoconference at https://zoom.us/j/5059520334

Connect By Telephone: 408-638-0968 Meeting ID: 505 952 0334

NOTE: All times are Pacific Standard Time

Thursday, November 9 – all in Meeting Room II, Hyatt Place San Jose Downtown, 282 Almaden Blvd., San Jose, unless otherwise noted

Noon Lunch – Social Only

1 p.m. PR Update: Earned Media Relations Plan, Social Media and Earned Media Overview, Channel Plan, Social Media Strategy and Guidelines (available for download at https://spaces.hightail.com/receive/KY62dvhdZ7)

2 p.m. Design and Construction Update

3:30 p.m. Adjourn

Friday, November 10

9 a.m. CEO Report and Updates (finance, networking, etc.)

9:45 a.m. Break

10 a.m. CEO Report and Updates, continued

11 a.m. Formal Board Meeting – see separate agenda below

Noon Lunch – Social Only

THEODORE ROOSEVELT PRESIDENTIAL LIBRARY PROGRAMMING VALIDATION PHASE | OCTOBER 2017 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 1.0 INTRODUCTION 1.0 INTRODUCTION

PURPOSE The Purpose of Programming Validation Phase is threefold: 1) identify all required spaces and functions that will create TABLE OF a viable, self-sustaining, and compelling Theodore Roosevelt Presidential Library and Museum experience, 2) explore and outline major storylines for the exhibits and identify a conceptual organizational approach to the visitor experience, and 3) identify building and operations costs while outlining a pro forma for successful long-term financial feasibility. A second- CONTENTS ary goal is to identify the minimum square foot requirements for a Presidential Library and Museum that meets the 2017 North Dakota State Legislature’s appropriation for at least 1.0 INTRODUCTION 3 a $14 million building as well as the maximum square foot requirements to meet the master plan outlined in the Theo- 2.0 CONCEPTUAL APPROACH 7 dore Roosevelt Presidential Library and Museum; Interpretive Master Plan Report, dated May 5, 2015. Target Audiences 8 Narrative Outline 12 Visitor Narrative Take-Aways 14 CONTRIBUTORS The Many Worlds of Theodore Roosevelt 16 DESIGN TEAM Benchmark Experiences 24 JLG Architects Gallagher & Associates

3.0 BUILDING SPACE PROGRAM 47 PROGRAM MANAGER Programming Process 50 Mortenson Space Descriptions 53 Ascent Building Space Program 61 Building Space Program Diagrams 66 TRPL DESIGN WORKING GROUP Adjacency Diagram 68 Wally Goulet Room Data Forms 71 Clay Jenkinson Stephen Beckham 4.0 MUSEUM FEASIBILITY 203 Sharon Kilzer Work Performed 204 Attendance Research and Revenue 206 TRPL FOUNDATION BOARD Facility Rental Market Research 214 Bruce Pitts, MD, Fargo, ND - Board Chair Operating Expenses 216 Thomas Arnold, MD, Dickinson, ND Comparable Museums 218 Lowell E. Baier, Bethesda, MD Pro-Forma Assumptions 220 Stephen Dow Beckham, PhD, Lake Oswego, OR 5 Year Operating Pro Forma - Master Plan 222 Jay Clemens, Hillsborough, CA 5 Year Operating Pro Forma - Minimum 224 Marjorie Currey, Dallas, TX Capital Costs 226 Niles Hushka, Bozeman, MT Vaune Johnson, Dickinson, ND Thomas Mitzel, PhD, Dickinson, ND 5.0 PRELIMINARY SCHEDULE 229 Kermit Roosevelt III, Philadelphia, PA Preliminary Schedule 230 Vicky Steiner, Dickinson, ND Rich Wardner, Dickinson, ND

Page 2 | October 2017 October 2017 | page 3 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 1.0 INTRODUCTION 1.0 INTRODUCTION

PROJECT PRIORITIES & MEASURES During Pre-Programming Phase a number of priorities where Priority 5: Challenge visitors to ponder the meaning and identified. Programming Validation Phase identifies spaces impact of Theodore Roosevelt on American life. and functions that will meet those priorities: • Helping visitors understand the relevance of Roosevelt Priority 1: Serve as the foremost center for scholarship on today and getting a “so what” out of the exhibits is a Theodore Roosevelt. goal of the Library and Museum. The legacy of Theo- dore Roosevelt is a critical theme that will be explored • As the new home for the Theodore Roosevelt Center throughout the Exhibit Galleries, text, messaging and the Theodore Roosevelt Presidential Library will enable audio/visual displays. the Center to enhance its physical presence as well as on-line presence. A Research Library, enlarged collec- MEASURES OF ACHIEVEMENT tions storage, adequate space for staff and the poten- 1. The TRPL gathers the foremost collection of digital and tial Presidential Papers Project are all aspects included in artifactual materials by and about Theodore Roosevelt the building program. and his times 2. Readers, students, and scholars from around the world Priority 2: Interpret the impact of Theodore Roosevelt’s life use the TRPL digital library as an innovative platform for to diverse national and international audiences through ex- research in primary materials hibits and innovative public programs. 3. The TRPL shares and explores the results of scholarly research through symposia, workshops, lectures, publica- • Permanent exhibit galleries will utilize traditional storytell- tions, and other public programs ing methodologies, recreations, dioramas, and audio-vi- 4. Regional K-12 students visit the TRPL and engage in cur- sual resources, as well as state-of-the-art technologies, to ricular projects that use the digital library and museum bring the many facets of Roosevelt’s personality to life exhibits for visitors of all ages – from tourists to scholars. 5. The TRPL attracts visitors from North Dakota, surrounding states, and aboard who use the TRPL as a gateway Priority 3: Become a model for a cutting-edge digital library. to Roosevelt Country 6. The TRPL attracts local and regional visitors, members, • The Roosevelt Center will be one of the core functions of volunteers, and program participants in venues enhanc- the Presidential Library and Museum. One goal of the ing the cultural landscape exhibit galleries will be to leverage the digital assets, in- 7. The TRPL attains a stable financial footing with diver- tegrate them into the storytelling, and utilize Roosevelt’s sified support provided by its endowment, earned in- own words to illuminate his life and thoughts. Enhanced come, and public and private giving. workspace, staffing and technology will continue to push the Theodore Roosevelt Center to the forefront of the digital library world.

Priority 4: Generate on-going dialog about roles and re- sponsibilities of citizens in a democracy.

• Permanent Exhibits and storyline messaging address- ing this priority will be infused throughout the Museum and Library. Classrooms, Auditorium and other facilities throughout the facility will provide opportunities to engage with visitors, offer teaching moments and be venue for symposia and other scholarly events.

Page 4 | October 2017 October 2017 | page 5 CONCEPTUAL APPROACH

Page 6 | October 2017 October 2017 | page 7 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH TARGET PRIMARY Outdoor enthusiasts who are traveling through to visit natural destinations, for example, Theodore AUDIENCES Roosevelt National Park, Mt. Rushmore, The Badlands, etc. What audiences do we want to come to the Regional Cultural Tourists, visit the musical in Medora annually Theodore Roosevelt Presidential Library & Museum? Adult couples that are touring Western states via automobile Regional Families with school age children School groups - 4th to 6th grade (like Heritage Center at Bismarck), SOL-alignment Adult Bus tours – shared tickets with Medora Foundation

Page 8 | October 2017 October 2017 | page 9 Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH SECONDARY Friends and Family – when people come to visit, locals will take them to the museum Presidential Library Tourists/History Buffs Destination tourists – who are TR passionate – word of mouth – looking for a unique experience (like Crystal Bridges) Virtual/web audiences for the digital library for access to content related to Theodore Roosevelt

IT WAS HERE THAT THE ROMANCE OF MY LIFE BEGAN. THEODORE ROOSEVELT ON NORTH DAKOTA

Page 10 | October 2017 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH TARGET AUDIENCES

At the October 4, 2017, programming workshop we discussed three potential ways of organizing the visitor experience at the Theodore Roosevelt Presidential Library. The workshop participants selected a hybrid option that included elements from all three. The following proposed exhibit narrative creates a unique presidential library experience that relates the story of Theodore Roosevelt, engages visitors in a meaningful way, and allows for a phased development approach to the project.

Figures 1–3 Programming diagrams

Page 12 | October 2017 September 2017October | page 2017 13 | page 13 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH VISITOR NARRATIVE VISITOR EMOTIONAL TAKE-AWAYS TAKE-AWAYS What ideas do we want our audiences to take away? How do we want our audiences to feel?

Theodore Roosevelt was a complex individual with Be active – keep challenging yourself physically and varied interests and a deeply layered personality intellectually Roosevelt was both a man of action and a man Be inspired – search for what inspires and excites you in of intellect your own life Roosevelt evolved as a human being and took Be engaged – the issues Roosevelt tackled in his lifetime incredible risks, which is reﬂected in what he remain relevant today achieved in his lifetime. His experience in North Dakota had a profound impact; Roosevelt later recalled, “It was here that the romance of my life began.” Roosevelt played a central role in framing the debate over issues that continue to affect our everyday lives – conservation, progressivism, the presidency, America’s role in the world, etc. Examining his life provides a lens for understanding the role of the West in American society.

Page 14 | October 2017 October 2017 | page 15 Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH THE MANY WORLDS OF THEODORE ROOSEVELT This approach highlights the multi-faceted nature of Roosevelt’s character as a man who was deeply passionate about a range of interests. The exhibits include an introductory and concluding gallery, but the central core is a unifying media experience that links to a series of surrounding galleries devoted to exploring his defining characteristics.

Page 16 | October 2017 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH

1.0 INTRODUCTION / TR’S WORLD PHASE II PHASE I PHASE II Introduce visitors to the amazing world of TR Transition them back in time to his era

MPACT & LEGA 8.0 I CY 2.0 MANY WORLDS OF TR 7.0 The Central media experience devoted to exploring PRESIDENCY different aspects of his character

TE HOU I S H E Provides general overview of his life and career W 6.0 5.0 STATESMAN MAN Explores TR as a man of passion, action, intellect, & N HIS WO of I RD LEADER TR S ACTION ELKHORN and empathy LODGE Surrounding experience explores TR in his DIGITAL 2.0 LIBRARY THE MANY own words & ARCHIVES WORLDS OF TR Connects to a series of surrounding galleries devoted to exploring this key character traits 3.0 TR S OUTDOOR I D 4.0 MAN N HIS WOR EXPERIENCE of NATURALIST Each gallery is connected through an immersive INTELLECT & CONSERVATIONIST diorama

1.0 INTRO / TR’S WORLD 3.0 MAN OF INTELLECT TR as a lifetime learner Author of numerous books and articles across a range of topics Particular interest in the natural sciences inspired by experiences in the west Programming Phase I (center) and Phase II Highlight examples that helped prepare him for the components presidency – e.g. interest in naval history (link The Naval War of 1812 to Great White feet).

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4.0 NATURALIST AND CONSERVATIONIST Interest starts in his youth (“Roosevelt Museum of Natural History”) Impact of coming to North Dakota after death of wife and mother Highlight impact on presidency – e.g. support for national parks and forests

5.0 MAN OF ACTION Advocate of living a strenuous life (college boxing career) Many adventures in the west – e.g. experiences as Billings County Deputy Sheriff Rough Riders and San Juan Hill Highlight role in preparing him for the presidency – e.g. pride in military service but plays key role as peacemaker Later expeditions to Africa and the Amazon

October 2017 | page 21 Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH

6.0 STATESMAN AND LEADER Leadership role throughout his life Despite privileged birth, time in the west helps him to connect CHANGING ROLE with a wide range of people from different backgrounds – e.g. invites Booker T. Washington to the White House OF MUSEUMS Experiences as state legislature, NY City Police Commissioner, RELEVANCE Assistant Secretary of the Navy, Governor of New York Do I see myself in this experience? Is it relevant to my life? Inclusivity Support for progressive causes Highlight how experiences helped him as president AUTHENTICITY What can I experience here that I can’t experience anywhere else? Meaningful. 7.0 PRESIDENTIAL GALLERY SHARING Life in the White House Is this something that I can do socially and share with friends/ Helps redefine the modern presidency family? Creating a dialogue with Key domestic reforms and initiatives your visitors Foreign policy, role on the world stage CONNECTED Is there a reason to stay connected? Personal, programs, 8.0 IMPACT AND LEGACY participatory, changing. SUSTAINABLE Concluding experience that highlights his continuing How are we contributing and relevancy today embracing our community? Involvement in key issues that impact our daily lives Socially/Environmentally/ Economically responsible. Helps frame our idea of the modern presidency Encourage visitors to become active, engaged, and inspired

Page 22 | October 2017 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH BENCHMARK THEATER EXPERIENCES

Page 24 | October 2017 October 2017 | page 25 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH MEDIA

Page 26 | October 2017 October 2017 | page 27 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH IMMERSIVE ENVIRONMENT RECREATIONS

Page 28 | October 2017 October 2017 | page 29 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH COLLECTION BASED EXHIBITS

Page 30 | October 2017 October 2017 | page 31 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH COLLECTION BASED EXHIBITS

Page 32 | October 2017 October 2017 | page 33 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH ARCHIVES

Page 34 | October 2017 October 2017 | page 35 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH DIGITAL COLLECTIONS

Page 36 | October 2017 October 2017 | page 37 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH DIORAMAS

Page 38 | October 2017 October 2017 | page 39 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH HANDS ON

Page 40 | October 2017 October 2017 | page 41 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 2.0 CONCEPTUAL APPROACH 2.0 CONCEPTUAL APPROACH VISITOR CALL TO ACTION

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WE MUST DARE TO BE GREAT; AND WE MUST REALIZE THAT GREATNESS IS THE FRUIT OF TOIL AND SACRIFICE AND HIGH COURAGE. THEODORE ROOSEVELT

October 2017 | page 45 BUILDING SPACE PROGRAM

Page 46 | October 2017 October 2017 | page 47 PROGRAMMING PROCESS

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PROGRAMMING PROCESS This programming process started in August 2017, with an immersion day in the North Dakota Badlands, where members of the Theodore Roosevelt Presidential Library Design Working Group, JLG Architects, and Gallagher & Associates all convened to discuss the vision, mission, goals, and key themes for the proposed Theodore Roosevelt Presidential Library and Museum. From this meeting, and from subsequent working meetings between the design team and the Design Working group, Gallagher & Associates developed a schematic concept of how visitors will experience this facility that will drive the design of the building and it’s 26-acre site in the subsequent phases.

As separate but related piece, the preliminary space list and program assumptions were developed by the design team using a combination of different considerations: (1) by referencing a preliminary Master Plan document completed for the Theodore Roosevelt Presidential Library Foundation in May, 2015; (2) use of case studies of various regional and national museums and other Presidential Libraries; (3) reviewing guidelines for museum and exhibit design as outlined by the National Archives and Records Administration (NARA), the Smithsonian Institution, and the American Alliance of Museums (AAM); and (4) the design expertise of JLG Architects and Gallagher & Associates.

Page 50 | October 2017 October 2017 | page 51 SPACE DESCRIPTIONS

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The building program for the Theodore Roosevelt Presidential will be located to welcome the public and to assist them Library and Museum consists of a variety of spaces; some in navigating the museum. The space will also be directly intended for public use and some intended strictly for staff. adjacent to a coat room, electric cart storage, and public These spaces were developed into a program that fit restrooms. the goals of the project, as expressed by the Design and Experience Working Group for the Theodore Roosevelt GIFT SHOP / BOOKSTORE Presidential Library. Located near the main entry and Lobby space, the Gift Shop and Bookstore provides a place for visitors to purchase Spaces are categorized into for different classifications, books, clothing, and other novelty items relating to the separated by “Public” or “Non-Public”, and additionally by programs and exhibits represented in the Presidential Library. “Collection” or “Non-Collection”. The zones are identified as the following: Teddy Bears; image courtesy of the TR Center Digital Archives. GREAT HALL The Great Hall is as a multi-functional space that is a Zone A – Public/Non-Collection connector between the lobby and the exhibit spaces; serving These are spaces that do not contain collections and as a place of activity, circulation, gathering, and event space are accessible by the visiting public. Examples of these for the Presidential Library. Catering prep and staging spaces spaces include the Lobby/Welcoming spaces, Retail, are to be located near the Great Hall to provide an easy Café, Auditorium, etc. TR and family, 1903; image courtesy of the TR Center Digital Archives. work flow for events.

Zone B – Public/Collection AUDITORIUM These are spaces that include collections and are The Auditorium at this facility is a 250 seat venue that is accessible by the visiting public. Examples of these intended to host academic events, lectures, and symposia, spaces would be the building’s Exhibit spaces. such as the Theodore Roosevelt Center’s annual Theodore

Preliminary concept for the Great Hall by JLG Architects, 2016. Roosevelt Symposium. It features a stage and separate stage Zone C – Non-Public/Collection access, a projection room, as well as offers a green room for These are spaces that include collections and are not speakers and presenters to utilize before their time on stage. generally accessible by the visiting public. Examples of these spaces would be the Archives and Receiving and MEETING / EDUCATIONAL Processing spaces. A large meeting room will be provided at the Presidential Library, equipped with modern technology to make it easy Zone D – Non-Public/Non-Collection for staff and public to plug-and-play any presentation they These are spaces that do not include museum collections would like. To allow for added flexibility, the room will have and are not generally accessible by the visiting public. TR at the Panama Canal, 1908; image courtesy of the TR Center Digital Archives. the ability to be split into two spaces so that two events could Examples of these spaces would be any back of happen simultaneously. This meeting and educational space house spaces, like mechanical and electrical rooms, or provides the facility with a place to host larger public and Theodore Presidential Library offices or general staff private meetings, school groups, and personal events, such areas. as birthday parties.

TR and the boat thieves, 1886; image courtesy of the TR Center Digital Archives. Below is a list a description of the different departments and CAFÉ / VENDING space groupings categorized in the building program: The Café will provide a space for public and staff to relax and refresh during their day at the museum. The Café will be LOBBY / WELCOME stocked with pre-made sandwiches, snacks, and beverages The Lobby space serves as the primary visitor entrance for that can be enjoyed in the Café seating area or on the the Theodore Roosevelt Presidential Library. It is the first immediately adjacent outside patio, also used for events and interior expression of Theodore Roosevelt that the public will receptions. experience. This space is where the Visitor’s Services desk

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EXHIBITS the office suites, allowing for more square footage tobe The exhibit spaces will tell the story of Theodore Roosevelt dedicated to the museum and telling the story of Theodore and his legacy as the 25th President of the United States of Roosevelt and his legacy. America. The galleries will be organized thematically to tell the wealth of phenomenal stories and adventures from his TRPL FOUNDATION OFFICE life from before and after his presidency, as well as his work The Theodore Roosevelt Presidential Library Foundation during his time in office. The exhibits will range from physical Offices will be a space dedicated solely for the Theodore dioramas and artifacts to state-of-the-art virtual experiences Roosevelt Presidential Library Foundation, housing private that will engage the visitors and provide an experience offices, an open workspace, a separate lobby and reception that one can only get at the Theodore Presidential Library area, and a board room to be used only by the foundation. and Museum. The museum exhibits will be centered on the work of the Theodore Roosevelt Center and their Digital ARCHIVES / COLLECTIONS STORAGE & PREP Archives, which features hundreds of thousands of digitally The Archives and Collections areas will be used only by documented items relating to Theodore Roosevelt’s life. staff of the library and museum. These spaces will be used to document, prepare, store, maintain, and stage the READING ROOM / RESEARCH LIBRARY artifacts on display in the permanent and traveling exhibits The Research Library will provide a space within the at the Theodore Roosevelt Presidential Library and Museum. Presidential Library and Museum for academics and scholars They will have the same level of restrictions in regards to to work closely with the Theodore Roosevelt Center staff to climate control and lighting as the exhibit spaces, so as not research Roosevelt and his life. to damage any artifacts and to ensure that the museum is a state-of-the-art facility that is able to take on any collection THEODORE ROOSEVELT CENTER TR as a young man, 1879; image courtesy of the TR Center Digital Archives. that is offered by any other institution. The Theodore Roosevelt Center is an organization, currently TR and the world, 1903; image courtesy of the TR Center Digital Archives. housed at Dickinson State University, which focuses on digitally RECEIVING & PROCESSING documenting any item relating to Theodore Roosevelt’s life, The loading dock and interior truck bays will allow provide ranging from written correspondence between members of a place for large trucks or semis to bring in large crates his family to his own personal photography. This facility will transporting different artifacts and collections, while also contain new offices for the center that promote improved offering a controlled environment for those items tobe work flow and efficiency, allow room for growth within the unloaded and brought into the processing areas of the department, and celebrate the work the organization does museum. This will help protect these collections from being by making it easily accessible by the public who is visiting the subjected to the extreme temperatures experienced in North facility. Dakota during both their winter and summer months. This area of the program will also provide a place for the crates TRPL ADMINISTRATION OFFICE that once transported the temporary collections to be The Theodore Roosevelt Presidential Library Administration stored while those items are on exhibit, an isolation room Offices will provide an office suite for staff that is involved in to quarantine any potentially contaminated artifacts, and carrying out the day-to-day functions of the facility and staff, spaces to store and use tools that assist in maintaining the as well as clarifying the vision for the library and museum. building and its housed collections.

North Room at Sagamore Hill; image courtesy of the TR Center Digital Archives. TRPL STAFF BUILDING SUPPORT SERVICES The Theodore Roosevelt Presidential Library Staff portion of The Building Support Services area of the program will the program contains spaces that will be shared amongst contain all of the spaces that are needed to heat, cool, and the staff of the building and the Theodore Roosevelt Center, Theodore Roosevelt, 1905; image courtesy of the TR Center Digital Archives. power the building, as well as general storage and rooms to including the break room, a lobby and reception space, a house different janitorial functions and equipment. conference room, and the central mail and supply room. These spaces are shared to create spatial efficiencies in

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SITE - ENTRY PLAZA The entry plaza serves as the immediate approach to the Theodore Roosevelt Presidential Library and Museum. Large enough to for landscaping and benches that allow people to linger upon entering the building, it will be the first impression for a visitor to the library of a sense of place that speaks to Theodore Roosevelt and his legacy.

SITE - CAFÉ PATIO The Café patio offers an outdoor space for people to enjoy food or beverage items during regular museum hours, but Preliminary site concept for the by JLG Architects, 2016. also serves as an exterior extension of the Café’s seating area during different events that are being held at the museum. This space will be furnished with outdoor tables, chairs, and benches.

SITE - AMPHITHEATER The amphitheater provides an outdoor space to hold performances and presentations on the grounds of the Theodore Roosevelt Presidential Library and Museum. Equipped with minimal technology, the space is expected to be used seasonally and for smaller concerts and other events. Elkhorn Ranch rendering by JLG Architects, 2016.

SITE - OUTDOOR EDUCATIONAL SPACE The outdoor educational space will provide an exterior space that is conducive to holding a class of children so they can learn about Theodore Roosevelt in the outdoor environment as he preferred it.

SITE - ELKHORN CABIN & OUTBUILDINGS The site will house a historically accurate replica of Theodore Roosevelt’s Elkhorn Cabin, originally constructed on a site along the Little Missouri River in 1884. The ranch house will act as an exhibit to visitors, that is will complete the experience of the Theodore Roosevelt Presidential Library. The area around the ranch will also feature some of the outbuildings and corrals to reinforce the sense of place Roosevelt felt while spending time in the North Dakota Badlands; a place that had an integral part on shaping the man and President he came to be.

Page 58 | October 2017 October 2017 | page 59 BUILDING SPACE PROGRAM MASTER PLAN & PHASE I

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MASTER PLAN 100. LOBBY / WELCOME sq. ft. 600. CAFE / VENDING N 1200. TRPL FOUNDATION OFFICES N 101 Vestibule 250 601 Café Seating (40 seats) 625 1201 Lobby / Waiting 100 BUILDING PROGRAM 102 Lobby 400 602 Catering & Café Prep 300 1202 Receptionist 65 103 Information Desk / Ticket Sales 150 603 Storage 200 1203 COO Office 140 ADJACENCY MATRIX 104 Brochure Storage / Info Desk Office 50 604 Serving Line / Cashier 200 1204 Director of Development Office 120 LOBBY / WELCOME 105 Coat & Bag Stor. / Stroller / Wheelchair 200 605 Vending 50 1205 Board Room (12 seats) 400 106 Men’s Restroom 200 Circulation Factor (20%) 275 1206 Open Office (2orkstations) w 140 GIFT SHOP / BOOKSTORE 107 Men’s Restroom 200 TOTAL 1,650 1207 Storage / Supplies / Kitchenette 100 GREAT HALL 108 Women’s Restroom 200 700. EXHIBITS Circulation Factor (30%) 320 AUDITORIUM 109 Women’s Restroom 200 701 Exhibit Galleries / Theater 20,000 TOTAL 1,385 MEETING / EDUCATIONAL 110 Family Restroom 75 TOTAL 20,000 1300. ARCHIVES / COLLECTIONS STORAGE & PREP CAFE / VENDING 111 Family Restroom 75 800. RESEARCH LIBRARY 1301 Curator / Collections Manager Office 100 EXHIBITS TOTAL 2,000 801 Research Library / Reading Room 800 1302 Archival Prep & Conservation Workroom 250 RESEARCH LIBRARY 200. GIFT SHOP / BOOKSTORE 802 Archival Storage 200 1303 Museum Collections Storage 600 201 Gift Shop / Bookstore 1,250 Circulation Factor (20%) 200 1304 Exhibit Staging 250 TR CENTER 202 Office 100 TOTAL 1,200 1305 File Storage 100 TRPL ADMINISTRATION 203 Storage / Supplies 150 900. THEODORE ROOSEVELT CENTER 1306 Carpentry Shop / Sawdust / Paint Room 500 TRPL STAFF TOTAL 1,500 901 Director Office 140 1307 Audio / Video / Photo Room 200 TRPL FOUNDATION OFFICES 300. GREAT HALL 902 Journal Editor Office 100 Circulation Factor (10%) 200 ARCHIVES / COLLECTIONS 301 Great Hall 2,400 903 Open Office (upo t 8 workstations) 520 TOTAL 2,200 RECEIVING & PROCESSING 302 Public Reading Room 400 904 Digital Lab / Scanning & Processing 100 1400. RECEIVING & PROCESSING BUILDING SUPPORT SERVICES 303 Table / Chair Storage 600 905 Filing/Office Supplies 100 1401 Loading Dock 500 304 AV Closet 100 Circulation Factor (30%) 350 1402 Truck Bay 1,300 TOTAL 3,500 TOTAL 1,310 1403 Receiving & Processing 250 Direct Adjacency 400. AUDITORIUM 1000. TRPL ADMINISTRATION 1404 Temporary Exhibit Crate Storage 750 1405 Isolation Room 100 Secondary Adjacency 401 Auditorium Lobby 300 1001 Executive Director Office 140 402 Ticketing Booth 100 1002 Facility Manager Office 100 1406 Shops / Tools / Support 250 403 Auditorium (250 seats) 1,750 1003 Accounting / HR Office 120 Circulation Factor (20%) 660 404 Auditorium Stage 600 1004 Volunteer Coordinator Office 100 TOTAL 3,780 405 Auditorium Stage Access / Loading 300 1005 Marketing / PR Director Office 100 1500. BUILDING SUPPORT SERVICES 406 Green Room 150 1006 Facility Maintenance Office 100 1501 Janitorial / Custodial Closet(s) 400 407 Projection / AV Room 150 1007 IT Manager Office 100 1502 Floor Scrubber Storage Room 100 408 Men’s Restroom 200 1008 IT / Server / Telecommunications Room 240 1503 Electrical Room(s) 600 409 Women’s Restroom 200 Circulation Factor (30%) 300 1504 Mechanical - Gallery Mechanical Spaces 3,000 410 Family Restroom 75 TOTAL 1,300 1505 Mechanical - Air Handling Room(s) 3,000 411 Janitorial Room 100 1100. TRPL STAFF 1506 General Storage 1,000 Circulation Factor (10%) 393 1101 Shared Lobby / Waiting 100 1507 Exterior Maintenance Storage 400 TOTAL 4,318 1102 Shared Receptionist 65 1508 AV Room 300 500. MEETING / EDUCATIONAL 1103 Shared Conference Room (12 seats) 335 1509 AV Room 300 501 Multi-Purpose / Subdivisible Meeting Room 600 1104 Kitchenette / Break room (16 seats) 200 1510 Secure Employee Entrance 50 502 Classroom / Activity Room Storage 200 1105 Volunteer Orientation Room / Lounge 200 1511 Security Office / Command Center 150 503 Single User Restroom 75 1106 Central Supply Room / Mail Room 100 Circulation Factor (20%) 1,860 504 Single User Restroom 75 1107 Staff Men’s Restroom 75 TOTAL 11,160 Circulation Factor (20%) 190 1108 Staff Women’s Restroom 75 TOTAL 1,140 1109 Lockers 100 TOTAL BUILDING SQ. FT. 57,818 Circulation Factor (10%) 125 TOTAL 1,375

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PHASE I 100. LOBBY / WELCOME sq. ft. 600. CAFE / VENDING 1200. TRPL FOUNDATION OFFICES 101 Vestibule 250 601 Café Seating (40 seats) 200 1201 Lobby / Waiting - BUILDING PROGRAM 102 Lobby 400 602 Catering & Café Prep 300 1202 Receptionist - 103 Information Desk / Ticket Sales 150 603 Storage 100 1203 COO Office - ADJACENCY MATRIX 104 Brochure Storage / Info Desk Office 50 604 Serving Line / Cashier 100 1204 Director of Development Office - LOBBY / WELCOME 105 Coat & Bag Stor. / Stroller / Wheelchair 200 605 Vending 50 1205 Board Room (12 seats) - 106 Men’s Restroom 200 Circulation Factor (20%) 150 1206 Open Office (2orkstations) w - GIFT SHOP / BOOKSTORE 107 Men’s Restroom - TOTAL 900 1207 Storage / Supplies / Kitchenette - GREAT HALL 108 Women’s Restroom 200 700. EXHIBITS Circulation Factor (30%) - AUDITORIUM 109 Women’s Restroom - 701 Exhibit Galleries / Theater 8,000 TOTAL - MEETING / EDUCATIONAL 110 Family Restroom 75 TOTAL 8,000 1300. ARCHIVES / COLLECTIONS STORAGE & PREP CAFE / VENDING 111 Family Restroom - 800. RESEARCH LIBRARY 1301 Curator / Collections Manager Office 100 EXHIBITS TOTAL 1,525 801 Research Library / Reading Room - 1302 Archival Prep & Conservation Workroom 100 RESEARCH LIBRARY 200. GIFT SHOP / BOOKSTORE 802 Archival Storage - 1303 Museum Collections Storage 600 201 Gift Shop / Bookstore 500 Circulation Factor (20%) - 1304 Exhibit Staging - TR CENTER 202 Office 100 TOTAL - 1305 File Storage - TRPL ADMINISTRATION 203 Storage / Supplies 150 900. THEODORE ROOSEVELT CENTER 1306 Carpentry Shop / Sawdust / Paint Room - TRPL STAFF TOTAL 750 901 Director Office 140 1307 Audio / Video / Photo Room - TRPL FOUNDATION OFFICES 300. GREAT HALL 902 Journal Editor Office 100 Circulation Factor (10%) 80 ARCHIVES / COLLECTIONS 301 Great Hall 1,200 903 Open Office (upo t 8 workstations) 520 TOTAL 880 RECEIVING & PROCESSING 302 Public Reading Room - 904 Workroom 100 1400. RECEIVING & PROCESSING BUILDING SUPPORT SERVICES 303 Table / Chair Storage 300 905 Filing/Office Supplies 100 1401 Loading Dock 300 304 AV Closet 100 Circulation Factor (30%) 350 1402 Truck Bay - TOTAL 1,600 TOTAL 1,310 1403 Receiving & Processing 250 Direct Adjacency 400. AUDITORIUM 1000. TRPL ADMINISTRATION 1404 Temporary Exhibit Crate Storage 750 1405 Isolation Room - Secondary Adjacency 401 Auditorium Lobby - 1001 Executive Director Office 140 402 Ticketing Booth - 1002 Facility Manager Office 100 1406 Shops / Tools / Support 250 403 Auditorium (250 seats) - 1003 Accounting / HR Office 120 Circulation Factor (20%) 310 404 Auditorium Stage - 1004 Volunteer Coordinator Office 100 TOTAL 1,860 405 Auditorium Stage Access / Loading - 1005 Marketing / PR Director Office 100 1500. BUILDING SUPPORT SERVICES 406 Green Room - 1006 Facility Maintenance Office 100 1501 Janitorial / Custodial Closet(s) 200 407 Projection / AV Room - 1007 IT Manager Office 100 1502 Floor Scrubber Storage Room 100 408 Men’s Restroom - 1008 IT / Server / Telecommunications Room 240 1503 Electrical Room(s) 300 409 Women’s Restroom - Circulation Factor (30%) 300 1504 Mechanical - Gallery Mechanical Spaces 1,500 410 Family Restroom - TOTAL 1,300 1505 Mechanical - Air Handling Room(s) 1,500 411 Janitorial Room - 1100. TRPL STAFF 1506 General Storage 500 Circulation Factor (10%) - 1101 Shared Lobby / Waiting 100 1507 Exterior Maintenance Storage 200 TOTAL - 1102 Shared Receptionist 65 1508 AV Room 300 500. MEETING / EDUCATIONAL 1103 Conference Room (12 seats) 335 1509 AV Room 300 501 Multi-Purpose / Subdivisible Meeting Room - 1104 Kitchenette / Break room (16 seats) 200 1510 Secure Employee Entrance 50 502 Classroom / Activity Room Storage - 1105 Volunteer Orientation Room / Lounge 200 1511 Security Office / Command Center 150 503 Single User Restroom - 1106 Central Supply Room / Mail Room 100 Circulation Factor (20%) 1,020 504 Single User Restroom - 1107 Staff Men’s Restroom 75 TOTAL 6,120 Circulation Factor (20%) - 1108 Staff Women’s Restroom 75 TOTAL - 1109 Lockers 100 TOTAL BUILDING SQ. FT. 25,620 Circulation Factor (10%) 125 TOTAL 1,375

Page 64 | October 2017 October 2017 | page 65 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 3.0 BUILDING SPACE PROGRAM 3.0 BUILDING SPACE PROGRAM PROGRAM DIAGRAM | MASTER PLAN PROGRAM DIAGRAM | PHASE 1

ZONE D ZONE B ZONE B 35% ZONE D 20% 31% NON-PUBLIC/NON-COLLECTION 14% PUBLC/COLLECTION NON-PUBLIC/NON-COLLECTION PUBLC/COLLECTION 104 BROCHURE STORAGE / INFORMATION DESK OFFICE 50 SF 1103 CONFERENCE ROOM (12 SEATS) 335 SF 701 EXHIBIT GALLERIES / THEATER 20,000 SF 104 BROCHURE STORAGE / INFORMATION DESK OFFICE 50 SF 1103 CONFERENCE ROOM (12 SEATS) 335 SF 701 EXHIBIT GALLERIES / THEATER 8,000 SF 1105 VOLUNTEER ORIENTATION ROOM / LOUNGE 200 SF 1105 VOLUNTEER ORIENTATION ROOM / LOUNGE 200 SF 203 STORAGE / SUPPLIES 150 SF 1104 LOUNGE / KITCHENETTE / BREAKROOM (16 SEATS) 200 SF 203 STORAGE / SUPPLIES 150 SF 1104 LOUNGE / KITCHENETTE / BREAKROOM (16 SEATS) 200 SF 202 OFFICE 100 SF 1109 LOCKERS 100 SF 202 OFFICE 100 SF 1109 LOCKERS 100 SF 1101 LOBBY / WAITING 100 SF 1101 SHARED LOBBY/WAITING 100 SF 303 TABLE / CHAIR STORAGE 600 SF 1106 CENTRAL SUPPLY ROOM / MAIL ROOM 100 SF 303 TABLE / CHAIR STORAGE 300 SF 1106 CENTRAL SUPPLY ROOM / MAIL ROOM 100 SF 304 AV CLOSET 100 SF 1107 STAFF MEN'S RESTROOM 75 SF 304 AV CLOSET 100 SF 1107 STAFF MEN'S RESTROOM 75 SF 1108 STAFF WOMEN'S RESTROOM 75 SF 1108 STAFF WOMEN'S RESTROOM 75 SF 404 AUDITORIUM STAGE 600 SF 1102 SHARED RECEPTIONIST 65 SF 602 CATERING & CAFÉ PREP 300 SF 1102 SHARED RECEPTIONIST 65 SF 405 AUDITORIUM STAGE ACCESS / LOADING 300 SF 11** CIRCULATION FACTOR (10%) 125 SF 603 STORAGE 100 SF 11** CIRCULATION FACTOR (10%) 125 SF 406 GREEN ROOM 150 SF 407 PROJECTION / AV ROOM 150 SF 1205 BOARD ROOM (12 SEATS) 400 SF 903 OPEN OFFICE WORKSPACE (UP TO 8 WORKSTATIONS) 520 SF 1511 SECURE EMPLOYEE ENTRANCE 50 SF 412 JANITORIAL ROOM 100 SF 1203 COO OFFICE 140 SF 901 DIRECTOR OFFICE 140 SF 1206 OPEN OFFICE (2 WORKSTATIONS) 140 SF 902 JOURNAL EDITOR OFFICE 100 SF 602 CATERING & CAFÉ PREP 300 SF 1204 DIRECTOR OF DEVELOPMENT OFFICE 120 SF 905 FILING/OFFICE SUPPLIES 100 SF 603 STORAGE 200 SF 1207 STORAGE / SUPPLIES / KITCHENETTE 100 SF 9** CIRCULATION FACTOR (30%) 350 SF 12** CIRCULATION FACTOR (30%) 320 SF 1008 IT / SERVER / TELECOMMUNICATIONS ROOM 240 SF 802 ARCHIVAL STORAGE 200 SF 1001 EXECUTIVE DIRECTOR OFFICE 140 SF 1511 SECURITY OFFICE / COMMAND CENTER 150 SF 1003 ACCOUNTING / HR OFFICE 120 SF 903 OPEN OFFICE WORKSPACE (UP TO 8 WORKSTATIONS) 520 SF 1002 FACILITY MANAGER OFFICE 100 SF 901 DIRECTOR OFFICE 140 SF 1004 VOLUNTEER COORDINATOR OFFICE 100 SF 902 JOURNAL EDITOR OFFICE 100 SF 1005 MARKETING / PR DIRECTOR OFFICE 100 SF 905 FILING/OFFICE SUPPLIES 100 SF 1006 FACILITY MAINTENANCE OFFICE 100 SF 9** CIRCULATION FACTOR (30%) 375 SF 1007 IT MANAGER OFFICE 100 SF 10** CIRCULATION FACTOR (30%) 300 SF 1008 IT / SERVER / TELECOMMUNICATIONS ROOM 240 SF

1001 EXECUTIVE DIRECTOR OFFICE 140 SF 1003 ACCOUNTING / HR OFFICE 120 SF 1002 FACILITY MANAGER OFFICE 100 SF 1004 VOLUNTEER COORDINATOR OFFICE 100 SF 1005 MARKETING / PR DIRECTOR OFFICE 100 SF 1006 FACILITY MAINTENANCE OFFICE 100 SF 1007 IT MANAGER OFFICE 100 SF 10** CIRCULATION FACTOR (30%) 300 SF

EXHIBITS D D

B B

A A

C C 29% ZONE C NON-PUBLIC/COLLECTION ZONE A ZONE C 904 WORKROOM 100 SF 15% PUBLIC/NON-COLLECTION 34% NON-PUBLIC/COLLECTION 1303 MUSEUM COLLECTIONS STORAGE 600 SF ZONE A 1306 CARPENTRY SHOP / SAWDUST / PAINT ROOM 500 SF 102 LOBBY 400 SF 904 WORKROOM 100 SF 22% 1302 ARCHIVAL PREP & CONSERVATION WORKROOM 250 SF 101 VESTIBULE 250 SF PUBLIC/NON-COLLECTION 1304 EXHIBIT STAGING 250 SF 106 MEN'S RESTROOM 200 SF 1303 MUSEUM COLLECTIONS STORAGE 600 SF 1307 AUDIO / VIDEO / PHOTO ROOM 200 SF 108 WOMEN'S RESTROOM 200 SF 1301 CURATOR / COLLECTIONS MANAGER OFFICE 100 SF 102 400 SF LOBBY 1301 CURATOR / COLLECTIONS MANAGER OFFICE 100 SF 105 COATS / BAG STORAGE / STROLLER / 200 SF 1302 ARCHIVAL PREP AND CONSERVATION WORKROOM 100 SF

106/107 MEN'S RESTROOM (X2) 400 SF 1305 FILE STORAGE 100 SF WHEELCHAIR / ELEC. CART STORAGE 13** CIRCULATION FACTOR (10%) 80 SF 108/109 WOMEN'S RESTROOM (X2) 400 SF 13** CIRCULATION FACTOR (10%) 200 SF 103 INFORMATION DESK / TICKET SALES 150 SF

101 VESTIBULE 250 SF 110 FAMILY RESTROOM 75 SF 1404 TEMPORARY EXHIBIT CRATE STORAGE 750 SF 105 COATS / BAG STORAGE / STROLLER / 200 SF 501 MULTI-PURPOSE / SUBDIVISIBLE MEETING ROOM 600 SF 1402 TRUCK BAY 1,300 SF 1401 LOADING DOCK 300 SF WHEELCHAIR / ELEC. CART STORAGE 502 CLASSROOM / ACTIVITY ROOM STORAGE 200 SF 1404 TEMPORARY EXHIBIT CRATE STORAGE 750 SF 201 GIFT SHOP / BOOKSTORE 500 SF 1406 SHOPS / TOOLS / SUPPORT 250 SF 103 INFORMATION DESK / TICKET SALES 150 SF 503 SINGLE USER RESTROOM 75 SF 1401 LOADING DOCK 500 SF 1403 RECEIVING & PROCESSING 250 SF 110/111 FAMILY RESTROOM (X2) 150 SF 504 SINGLE USER RESTROOM 75 SF 1406 SHOPS / TOOLS / SUPPORT 250 SF 301 GREAT HALL 1,200 SF 14** CIRCULATION FACTOR (20%) 310 SF 5** CIRCULATION FACTOR (20%) 190 SF 1403 RECEIVING & PROCESSING 250 SF 201 GIFT SHOP / BOOKSTORE 1,250 SF 1405 ISOLATION ROOM 100 SF 601 CAFÉ SEATING (40 SEATS) 200 SF 1504 MECHANICAL - GALLERY MECHANICAL SPACES 1,500 SF 601 CAFÉ SEATING (40 SEATS) 625 SF 14** CIRCULATION FACTOR (20%) 660 SF 604 SERVING LINE / CASHIER 200 SF 1505 MECHANICAL - AIR HANDLING ROOM(S) 1,500 SF 301 GREAT HALL 2,400 SF 604 SERVING LINE / CASHIER 200 SF 605 VENDING 50 SF 1508/1509 AV ROOM (X2) 600 SF 302 PUBLIC READING ROOM 400 SF 605 VENDING 50 SF 1504 MECHANICAL - GALLERY MECHANICAL SPACES 3,000 SF 6** CIRCULATION FACTOR (20%) 150 SF 1506 GENERAL STORAGE 500 SF 6** CIRCULATION FACTOR (20%) 275 SF 1505 MECHANICAL - AIR HANDLING ROOM(S) 3,000 SF 1504 ELECTRICAL ROOM(S) 300 SF 403 AUDITORIUM (250 SEATS) 1,750 SF 1506 GENERAL STORAGE 1,000 SF 1201 LOBBY / WAITING 100 SF 1501 JANITORIAL / CUSTODIAL CLOSET(S) 200 SF 401 AUDITORIUM LOBBY 300 SF 801 RESEARCH LIBRARY / READING ROOM 800 SF 1503 ELECTRICAL ROOM(S) 600 SF 1507 EXTERIOR MAINTENANCE STORAGE 200 SF 409 MEN'S RESTROOM 200 SF 8** CIRCULATION FACTOR (20%) 200 SF 1508/1509 AV ROOM (X2) 300 SF 1202 RECEPTIONIST 65 SF 1511 SECURITY OFFICE / COMMAND CENTER 150 SF 410 WOMEN'S RESTROOM 200 SF 1501 JANITORIAL / CUSTODIAL CLOSET(S) 400 SF 1502 FLOOR SCRUBBER STORAGE ROOM 100 SF 402 TICKETING BOOTH 100 SF 1201 LOBBY / WAITING 100 SF 1507 EXTERIOR MAINTENANCE STORAGE 400 SF 1510 SECURE EMPLOYEE ENTRANCE 50 SF 411 FAMILY RESTROOM 75 SF 1202 RECEPTIONIST 65 SF 1502 FLOOR SCRUBBER STORAGE ROOM 100 SF 15** CIRCULATION FACTOR (20%) 980 SF 4** CIRCULATION FACTOR (10%) 413 SF 1510 SECURE EMPLOYEE ENTRANCE 50 SF 15** CIRCULATION FACTOR (20%) 1,820 SF

The above diagrams illustrate the separation of rooms and spaces between the four specific zones (Zone A, B,C, D) distinguishing public/non- The most expensive zone is Zone B - Public/Collections, which is also typically the largest. The least expensive is zone D - Non-Public/Non-

public spaces and collection/non-collection spaces. It is valuable in the programming stages of a project to separate theses spaces into the Collections. While the identified percentages above give a typical separation in a museum program, it is not always the right distribution, four zones in order to evaluate the needs of the zones as a whole in terms of security, HVAC, and lighting requirements, which affect overall depending on the goals of the project. The proposed master plan and phased plan have similar ratios as shown above to the typical cost. Generally speaking, museums often yield the following distribution of spaces; 40% Zone B, 20% Zone A, 20% Zone C, & 20% Zone D. museum separation. The phased plan will slightly skew these ratios in order to provide essential spaces for the initial program of the museum.

Page 66 | October 2017 October 2017 | page 67 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 3.0 BUILDING SPACE PROGRAM 3.0 BUILDING SPACE PROGRAM ADJACENCY DIAGRAM | MASTER PLAN ADJACENCY DIAGRAM | PHASE 1 PRIMARY ADJACENCY PRIMARY ADJACENCY SECONDARY ADJACENCY SECONDARY ADJACENCY

700 700 EXHIBITS EXHIBITS

500. MEETING / 1500 EDUCATIONAL 1500 BUILDING SUPPORT BUILDING SUPPORT SERVICES SERVICES 1400 1400 RECEIVING/ RECEIVING/ PROCESSING PROCESSING

300 300 GREAT HALL 600 GREAT HALL 400 600 CAFÉ/ AUDITORIUM CAFÉ/ 1300 VENDING VENDING ARCHIVES COLLECTIONS/ STORAGE & PREP 1300. ARCHIVES COLLECTIONS/ 200. GIFT SHOP/ 200 STORAGE & PREP BOOKSTORE 100 GIFT SHOP/ 100 LOBBY BOOKSTORE LOBBY 1100 1100 TRPL STAFF TRPL STAFF 900 900 TR CENTER TR CENTER 1200 1200 TRPL TRPL FOUNDATION FOUNDATION 1000 OFFICES 1000 OFFICES TRPL ADMIN TRPL ADMIN 800 RESEARCH LIBRARY

Page 68 | October 2017 October 2017 | page 69 MUSEUM FEASIBILITY

Page 202 | October 2017 October 2017 | page 203 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 4.0 MUSEUM FEASIBILITY 4.0 MUSEUM FEASIBILITY

Performed full program review and estimated core and shell costs, fit out costs, soft costs, and contingency WORK costs for the development of both a minimum building and master building. Crafted a component-by-component breakdown of capital costs for both a master building and minimum PERFORMED sized building. Recommended endowment fund minimums for both the minimum sized building and master building based on both projected operating cash fow and National Archives and Records Administration guidelines. Analyzed and reviewed detailed demographic and tourism data to help accurately project annual attendance figures. Performed research and analysis of National Parks throughout the United States to create a sampling of National Parks that were of similar size and scope of The Theodore Roosevelt National Park. Researched and analyzed attractions nearby the above National Park sampling to help accurately project annual attendance figures. Performed broad market research on comparable Presidential Museums and Libraries throughout the United States, as well as local North Dakota museums, to help accurately project annual attendance figures. Created a database of comparable Presidential Museums and Libraries and comparable North Dakota museums and attractions to generate benchmarks for financial analysis and forecasting.

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DEMOGRAPHICS AND TOURISM

ATTENDANCE Residence 2016 Est.* Capture Rate Range Guest Attendance City of Dickinson 22,993 2.50% 5.00% 575 1,150 Other Cities in Stark County 8,206 1.50% 3.00% 123 246 RESEARCH AND Bismarck, ND 72,417 1.00% 2.00% 724 1,448 Fargo, ND 120,762 1.00% 2.00% 1,208 2,415 North Dakota 533,574 1.00% 2.00% 5,336 10,671 (Excluding Above) REVENUE Total Population 757,952 7,965 15,931 Tourism 2015 Est.** Capture Rate Range Guest Attendance Marketable Day Trips 3,285,000 0.25% 0.50% 8,213 16,425 Marketable Overnight 6,570,000 0.50% 1.00% 32,850 65,700 Visiting Friends/Relatives 7,008,000 0.50% 1.00% 35,040 70,080 Work 5,037,000 0.00% 0.25% - 12,593 Total Tourists: 21,900,000 76,103 164,798

Total Total Guests Guests (High) (Low) 84,068 180,728 % Residents 10% 10% *U.S. Census Bureau % Tourists 90% 90% **North Dakota Legendary 2016 Annual Report

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NATIONAL PARKS — NATIONAL PARKS — MAMMOTH CAVE NATIONAL PARK (KY) PETRIFIED FOREST NATIONAL PARK (AZ)

Destination Annual Attendance Miles from NP Destination Annual Attendance Miles from NP Mammoth Cave National Park 586,514 - Petrified Forest National Park 586,514 - National Corvette Museum 130,000 25 Miles Meteor Crater Discover Center 213,600 80 Miles Dinosaur World 80,000 9 Miles Hubbell Trading Post National Historic Site 86,000 60 Miles Mammoth Cave Wildlife Museum 25,000 10 Miles Navajo Country Historical Society Museum 25,000 20 Miles

MAMMOTH CAVE NATIONAL PARK HUBBELL TRADING POST NATIONAL HISTORIC SITE

DINOSAUR WORLD

PETRIFIED FOREST NATIONAL PARK

METEOR CRATER DISCOVER CENTER NAVAJO COUNTRY HISTORICAL SOCIETY MUSEUM MAMMOTH CAVE WILDLIFE MUSEUM

NATIONAL CORVETTE MUSEUM

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NATIONAL PARKS — NATIONAL PARKS-CONVERSION SUMMARY WIND CAVE & BADLANDS NATIONAL PARKS (SD) National Park Annual Visitors Average Conversion Rate Mammoth Cave NP 586,514 13.36% Petrified Forest NP 643,274 16.82% Destination Annual Attendance Miles from NP Wind Cave NP* 617,377 14.90% Wind Cave National Park 617,000 - Theodore Roosevelt NP 753,880 Estimated Annual Visitors Badlands National Park 996,000 - Conversion (Low) 13.36% 101,686 Mount Rushmore 2,750,000 40 Miles Conversion (High) 16.82% 126,804 Custer State Park 1,800,000 35 Miles Wall Drug 1,500,000 108 Miles Crazy Horse National Monument 1,000,000 25 Miles Jewel Cave National Monument 110,00 30 Miles Deadwood History, INC 100,000 75 Miles Big Thunder Goldmine 100,000 35 Miles National Wood Carving Museum 100,000 35 Miles Mammoth Site of Hot Springs 90,000 12 Miles The Journey Museum 32,000 57 Miles Black Hills Mining Museum 20,000 75 Miles

DEADWOOD HISTORY, INC

BLACK HILLS MINING MUSEUM THE JOURNEY MUSEUM

BIG THUNDER GOLDMINE WALL DRUG

CRAZY HORSE NATIONAL MONUMENT

MOUNT RUSHMORE

CUSTER STATE PARK BADLANDS NATIONAL PARK

JEWEL CAVE NATIONAL MONUMENT WIND CAVE NATIONAL PARK

NATIONAL WOOD CARVING MUSEUM Notes

MAMMOTH SITE OF HOT SPRINGS *Excluded Other Parks, Monuments, and Wall Drug from Conversion Calculations

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COMPARABLE MUSEUMS-LOCATION COMPARABLE MUSEUMS-CONTENT

Attendance Comparisons City Attendance Adult Price Attendance Comparisons Location Attendance Adult Price

Theodore Roosevelt National Park-Visitor Center Medora, ND 753,880 $25.00 The George W. Bush Presidential Library & Museum Dallas, TX 456,000 $16.00 Dakota Zoo Bismarck, ND 150,000 $7.25 Abraham Lincoln Presidential Library & Museum Springfield, IL 350,000 $15.00 Fort Abraham Lincoln State Park Mandan, ND 150,000 $7.00 Gerald R. Ford Presidential Library & Museum Grand Rapids/Ann 311,000 $8.00 Arbor, MI Frontier Village Jamestown, ND 150,000 - Ronald Reagan Presidential Library & Museum Simi Valley, CA 300,000 $21.00 International Peace Garden** Dunseith, ND 150,000 $10.00 William J. Clinton Presidential Library & Museum Little Rock, AR 300,000 $7.00 North Dakota Sports Hall of Fame Jamestown, ND 150,000 - John F. Kennedy Presidential Library & Museum Boston, MA 220,000 $14.00 Theodore Roosevelt Presidential Library Dickinson, ND 125,000 $17.00* Dwight D. Eisenhower Presidential Library, Abilene, KS 190,000 $10.00 Red River Zoo Fargo, ND 125,000 $9.75 Museum & Boyhood Home Medora Musical*** Medora, ND 124,074 $39.95 Franklin D. Roosevelt Presidential Library & Museum Hyde Park, NY 175,000 $18.00 Bonanzaville (Cass County Historical Society) West Fargo, ND 100,000 $12.00 George Bush Presidential Library & Museum College Station, TX 138,000 $9.00 North Dakota Heritage Center Bismarck, ND 100,000 - Lyndon B. Johnson Presidential Library & Museum Austin, TX 130,000 $8.00 Chateau De Mores State Historic Site Medora, ND 85,000 $10.00 Theodore Roosevelt Presidential Library Dickinson, ND 125,000 $17.00* Roosevelt Park Zoo Minot, ND 75,000 $9.00 Harry S. Truman Library & Museum Independence, MO 90,000 $8.00 Chahinkapa Zoo Wahpeton, ND 66,000 $9.75 Richard Nixon Presidential Library & Museum Yorba Linda, CA 85,000 $16.00 Plains Art Museum Fargo, ND 60,000 - Jimmy Carter Presidential Library & Museum Atlanta, GA 82,000 $8.00 North Dakota Museum of Art Grand Forks, ND 50,000 - Herbert Hoover Library & Museum West Branch, IA 50,000 $10.00 The Children’s Museum at Yunker Farm Fargo, ND 46,000 $5.00 William McKinley Presidential Library & Museum Canton, OH 50,000 $9.00 Fargo Air Museum Fargo, ND 30,000 $8.00 Rutherford B. Hayes Presidential Center Fremont, OH 40,000 $13.00 Gateway to Science Bismarck, ND 27,958 $7.00 Calvin Coolidge Presidential Library & Museum Northampton, MA 25,000 - Taube Museum of Art Minot, ND 21,500 - Woodrow Wilson Presidential Library Staunton, VA 21,500 $14.00 Barnes County Historical Society Museum Valley City, ND 10,000 - Buckstop Junction, Missouri Valley Historical Society Bismarck, ND 9,300 $6.00 Dickinson Museum Center (includes Dickinson Dinosaur Museum) Dickinson, ND 7,000 $6.00

Notes *Ticket price will be discounted for North Dakota residents, students, military, seniors, children, and groups

**Partially in Canada

***Based on 2015 estimates & open seasonally

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NORTH DAKOTA FINDINGS SUMMARY FACILITY RENTAL For our sample spaces, rental fees varied by day of the week, time of year, and location. The room capacity for the sample collected by GMS MARKET RESEARCH ranged from 65 people for a seated event and 500 for a cocktail style event. To help calculate facility rental revenue, GMS The price for room rental ranged from $600 to $2,500 with an average cost of $1,000 performed market research on North Dakota special event venues as well as on facility rentals for PRESIDENTIAL MUSEUM FINDINGS SUMMARY comparable Presidential Libraries and Museums. This For our sample spaces, rental fees varied by day of the week, process included looking at 13 different facilities and time of year, and location. 60 different pricing and room options within those The room capacity for the sample collected by GMS facilities. The data includes: ranged from 80 people in a sit down setting to 1,900 for a cocktail style event. The price for room rental ranged from $300 to $16,000 Dynamic Pricing Information with an average cost of $5,900 Room Size and Capacity CONCLUSION Based on the findings above, we recommend: Average rental fee of $2,000 to $3,000 (higher end of local price range because GMS anticipates fewer events but provides a premier and one of a kind venue) An estimated 24 events in year one (average of 2 events a month) We believe this should be a profitable opportunity for the institution moving forward

Page 214 | October 2017 October 2017 | page 215 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 4.0 MUSEUM FEASIBILITY 4.0 MUSEUM FEASIBILITY OPERATING EXPENSES STAFFING PLAN STAFFING PLAN MASTER PLAN MINIMUM BUILDING

Area/Position # Annual Total Area/Position # Annual Total FTE Salary Salary/ Wages FTE Salary Salary/ Wages Executive Executive Executive Director 1 $150,000 $150,000 Executive Director 1 $150,000 $150,000 Administrative Support 1 $40,000 $40,000 Administrative Support 1 $40,000 $40,000 COO 1 $144,000 $144,000 COO 1 $144,000 $144,000 Director of Development 1 $85,000 $85,000 Director of Development - $85,000 - Volunteer Coordinator 1 $40,000 $40,000 Volunteer Coordinator 0.5 $40,000 $20,000 Accounting/HR 1 $60,000 $60,000 Accounting/HR 1 $60,000 $60,000 Accounting/HR assistant 1 $40,000 $40,000 Accounting/HR assistant - $40,000 - Facility Facility IT Manager 1 $50,000 $50,000 IT Manager 0.5 $50,000 $25,000 Facility Assistance (maintenance/custodial) 1 $15.00/h $30,600 Facility Assistance (maintenance/custodial) - $15/h - Educational and Programming Educational and Programming Education Director 1 $70,000 $70,000 Education Director 1 $70,000 $70,000 Curator/Collections Manager 1 $55,000 $55,000 Curator/Collections Manager 1 $55,000 $55,000 Front of House Front of House Guest Service Staff 3 $12.00/h $73,440 Guest Service Staff 2 $12.00/h $48,960 Security 1.5 $20.00/h $61,200 Security 1.5 $20.00/h $61,200 Marketing and Sales Marketing and Sales Marketing and PR Director 1 $80,000 $80,000 Marketing and PR Director 1 $80,000 $80,000 Event/Group Sales 1 $55,000 $55,000 Event/Group Sales - $55,000 - Web Site and Social Media 1 $45,000 $45,000 Web Site and Social Media 0.5 $45,000 $22,500 Retail and Events Retail and Events Retail/Box Office Manager 1 $50,000 $50,000 Retail/Box Office Manager 1 $50,000 $50,000 Retail staff 2 $12.00/h $48,960 Retail staff 1 $12/h $24,480 Event Staff 2 $12.00/h $48,960 Event Staff 0.5 $12/h $12,240 TOTAL 23.5* $1,227,160 TOTAL 14.5* $863,380

*Does not include any current TR Center staff *Does not include any current TR Center staff

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COMPARABLE MUSEUMS

STAFFING EXPENSE MARKETING EXPENSE

60% 10% $1,677,321 $137,831 55.88% $2,154,614 % $189,980 $504,833 $1,060,131 $3,414,905 8 7.55% 55% 54.44% 8.48% 58.06% 57.36% TRPL 6.73% TRPL (Master) (Master) 6% $1,499,739 $2,001,702 50% 54.04% $95,330 $233,666 53.15% 6.08% TRPL % 6.10% TRPL (Minimum) 4 (Minimum) $759,968 $170,316 $164,184 Percentage of Expense Percentage of Expense 48.49% 4.15% % 5.67% 45 2% John F. Kennedy John F. Kennedy Library Foundation Library Foundation 40% 0% $0.6M $1.1M $1.6M $2.1M $2.6M $3.1M $3.6M $4.1M $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000

The Harry S. Truman The Harry S. Truman G&A EXPENSE Library Institute INSURANCE EXPENSE Library Institute

40% 4% The Richard Nixon The Richard Nixon Foundation Foundation % % 30 $1,980,294 3 $131,767 $484,561 33.26% 3.33% 30.92% Lyndon B. Johnson $57,471 Lyndon B. Johnson 1.91% Presidential Library % Presidential Library 20% $434,364 2 $38,076 15.44% $843,086 $183.775 22.71% $27,566 1.35% 10.06% 1.51% Average of $58,280 Average of Percentage of Expense 10% $759,968 Percentage of Expense 1% Others $7,262 1.58% Others 11.22% 0.46% $256,054 $36,618 9.07% % 0% 0 0.62% $0 $0.5M $1M $1.5M $2M $2.5M $0 $20k $40k $60k $80k $100k $120k $140k

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technology expenses. GMS estimates approximately 1% of the museum’s total PRO-FORMA ASSUMPTIONS that general and administrative expenses expenses for the master building and 2% will comprise of approximately 9% of the of the museum’s total expenses for the North Dakota event venue market as well REVENUES museum’s total expenses for the master minimum building. Insurance expenses were as on comparable Presidential Museum and building and 10% of the museum’s total calculated using industry standards and Exhibit Revenue is revenue that the Libraries. The Pro Forma also assumes a expenses for the minimum building. The research of other comparable Presidential museum generates though admission. The growth in the number of events being hosted general and administrative expenses were Libraries and Museums. estimated admission revenue assumes a at the museum after year one. calculated using industry standards and multi-tier ticket pricing model that offers Cleaning and Refuse Collection- Fundraising/Gala/Events Revenue is research of other comparable Presidential different pricing for North Dakota residents, GMS estimates that cleaning and refuse revenue that the museum generates through Libraries and Museums. seniors, children, military, adult groups, collection will comprise of approximately corporate and individual donations, as children’s groups, and school groups. These Marketing Expenses-Includes any 8% of the museum’s total expenses for the well as revenue generated from any events ticket prices are based on a combination expenses related to advertising and master building and 5% of the museum’s (galas, social mixers, etc.) hosted by the of factors including but not limited to ticket promotions for the museum. GMS estimates total expenses for the minimum building. museum for fundraising purposes. The pricing of local museums, North Dakota that marketing expenses will comprise of Cleaning and Refuse Collection expenses estimated revenue is based on research of museums, other Presidential Libraries and approximately 7% of the museum’s total were calculated using a cost of $4 per other Presidential Libraries and Museums as Museums, and the North Dakota economy. expenses for the master building and 8% building square. well as assumptions provided by Ter Molen of the museum’s total expenses for the Membership Revenue is revenue that the Watkins & Brandt. Repairs and Maintenance-Includes minimum building. Marketing expenses were museum generates through membership. This expenses for the repairs and maintenance calculated using industry standards and estimate was calculated using a combination EXPENSES to physical museum, including the exhibits, of membership revenue at comparable research of other comparable Presidential Staffing Expenses- Includes expenses of back of house, museum equipment, Presidential Libraries and Museums as well Libraries and Museums. Salaries and Wages and Employee Benefits. and all other areas of the museum that as through assumptions provided by Ter GMS estimates that staffing expenses Utility Expenses-Includes expenses can be potentially damaged or require Molen Watkins & Brandt. will comprise of 53% of the total museum of standard utilities as well as maintenance. GMS estimates that repair Retail Revenue is based on per capita expenses for the master building and 57% of telecommunication expenses of internet and maintenance expenses will comprise estimates of $3.00. the museum’s total expenses for the minimum bandwidth expenses. GMS estimates of approximately 2% of the museum’s total building. The estimated staffing expenses that insurance expenses will comprise of expenses for both the master building the Café Revenue is based on a conservative were calculated using several factors approximately 16% of the museum’s total minimum building. Repair and maintenance per capita estimates of $.30 (net) including industry standards through research expenses for the master building and 11% of expenses are calculated using factors Facility Rental Revenue is revenue that from the American Alliance of Museums, the museum’s total expenses for the minimum of industry standards, research of other the museum generates through rentals for staffing expenses of other comparable building. Utility expenses were calculated comparable Presidential Libraries and corporate events, private parties, weddings, Presidential Museums and Libraries, and using an $8 per square foot standard for Museums, and the total size of the museum. both buildings. This assumption was selected and any other 3rd party hosted events. conversations with management at The North Contingency-Covers all unforeseen costs using factors of industry standards and The estimated revenue was calculated with Dakota Heritage Center and State Museum. not accounted for in the other expense line the assumption that the museum will host research of other comparable Presidential General and Administrative items. GMS uses a standard of 4% to 5% 24 events in year one with an average Libraries and Museums. Expenses- Includes expenses such as of total revenues to calculate contingency revenue per event of $2,500. To reach this office equipment and supplies, printing Insurance Expenses- GMS estimates expense. number, research was performed on the and postage expenses, and information that insurance expenses will comprise of

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1 2 3 4 5 5 YEAR OPERATING Annual Attraction Attendance 125,000 125,000 125,000 125,000 125,000 REVENUES PRO FORMA Attraction Exhibit $1,853,125 $1,908,719 $1,965,980 $2,024,960 $2,085,709 Membership $125,250 $129,008 $132,878 $136,864 $140,970 MASTER BUILDING Retail $375,000 $386,250 $397,838 $409,773 $422,066 Café (net) $37,500 $38,625 $39,784 $40,977 $42,207 Facility Rental $60,000 $128,750 $132,613 $136,591 $140,689 Fundraising/Gala/Events $200,000 $206,000 $212,180 $218,545 $225,102 Total Revenues $2,650,875 $2,797,351 $2,881,272 $2,967,710 $3,056,741

COST OF GOODS SOLD Attraction Exhibit $3,750 $3,900 $3,900 $3,900 $3,900 Retail $168,750 $173,813 $179,027 $184,398 $189,930 Café $0 $0 $0 $0 $0 Facility Rental $6,000 $12,618 $21,218 $21,855 $22,510 Total Cost of Goods Sold $178,500 $190,330 $204,145 $210,152 $216,340

GROSS MARGIN $2,472,375 $2,607,021 $2,677,127 $2,757,558 $2,840,401 OPERATING EXPENSES % of Total Expenses

Salaries and Wages 52.50% $1,227,160 $1,251,703 $1,276,737 $1,302,272 $1,328,317 Employee Benefits Inc. $272,579 $278,031 $283,591 $289,263 $295,048 General and Administrative 9.00% $256,054 $261,175 $266,398 $271,726 $277,161 Marketing 6.50% $189,980 $193,780 $197,655 $201,608 $205,640 Utilities 16.00% $462,784 $472,040 $481,480 $491,110 $500,932 Insurance 1.50% $38,076 $38,837 $39,614 $40,406 $41,214 Cleaning and Refuse Collection 8.00% $231,392 $236,020 $240,740 $245,555 $250,466 Repairs and Maintenance 2.00% $50,768 $51,783 $52,819 $53,875 $54,952 Contingency 4.5% $132,544 $139,868 $144,064 $148,385 $152,837 Total Operating Expenses $2,861,336 $2,923,235 $2,983,099 $3,044,201 $3,106,569

Notes *Endowment under NARA Guidelines: NET OPERATING INCOME ($388,961) ($316,214) ($305,972) ($286,644) ($266,168) $39,000,000 Capital Ex Reserve $53,018 $69,934 $86,438 $103,870 $122,270 (Presidential Libraries and Museums operating under NARA guidelines must Net Cash Flow Before Endowment ($441,978) ($386,148) ($392,410) ($390,514) ($388,438) have a minimum endowment of 60% of Endowment (4% of $12,000,000)* $480,000 $480,000 $480,000 $480,000 $480,000 the assessed value of the library facility) NET CASH FLOW $38,022 $93,852 $87,590 $89,486 $91,562

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1 2 3 4 5 5 YEAR OPERATING Annual Attraction Attendance 100,000 100,000 100,000 100,000 100,000 REVENUES PRO FORMA Attraction Exhibit $1,182,500 $1,217,975 $1,254,514 $1,292,150 $1,330,914 Membership $125,250 $129,008 $132,878 $136,864 $140,970 MINIMUM BUILDING Retail $300,000 $309,000 $318,270 $327,818 $337,653 Café (net) $30,000 $30,900 $31,827 $32,782 $33,765 Facility Rental $30,000 $60,000 $61,800 $63,654 $65,564 Fundraising/Gala/Events $200,000 $206,000 $212,180 $218,545 $225,102 Total Revenues $1,867,750 $1,952,883 $2,011,469 $2,071,813 $2,133,967

COST OF GOODS SOLD Attraction Exhibit $3,000 $3,000 $3,000 $3,000 $3,000 Retail $135,000 $139,050 $143,222 $147,518 $151,944 Café $0 $0 $0 $0 $0 Facility Rental $3,000 $6,000 $6,180 $6,365 $6,556 Total Cost of Goods Sold $141,000 $148,050 $152,402 $156,884 $161,500

GROSS MARGIN $1,726,750 $1,804,833 $1,859,067 $1,914,929 $1,972,467 OPERATING EXPENSES % of Total Expenses

Salaries and Wages 57.50% $863,380 $880,648 $898,261 $916,226 $934,550 Employee Benefits Inc. $196,751 $200,686 $204,699 $208,793 $212,969 General and Administrative 10.00% $186,775 $190,511 $194,321 $198,207 $202,171 Marketing 7.50% $140,081 $142,883 $145,741 $148,655 $151,628 Utilities 11.00% $204,960 $209,059 $213,240 $217,505 $221,855 Insurance 1.50% $28,016 $28,577 $29,148 $29,731 $30,326 Cleaning and Refuse Collection 5.50% $102,480 $104,530 $106,620 $108,753 $110,928 Repairs and Maintenance 2.00% $37,355 $38,102 $38,864 $39,641 $40,434 Contingency 5.00% $93,388 $97,644 $100,573 $103,591 $106,698 Total Operating Expenses $1,853,186 $1,892,638 $1,931,467 $1,971,102 $2,011,560

Notes *Endowment under NARA Guidelines: NET OPERATING INCOME ($126,436) ($87,806) ($72,400) ($56,173) ($39,093) $19,000,000 Capital Ex Reserve $37,355 $48,822 $60,344 $72,513 $85,359 (Presidential Libraries and Museums Net Cash Flow Before Endowment ($163,791) ($136,628) ($132,744) ($128,686) ($124,452) operating under NARA guidelines must have a minimum endowment of 60% of Endowment (4% of $5,000,000)* $200,000 $200,000 $200,000 $200,000 $200,000 the assessed value of the library facility) NET CASH FLOW $36,209 $63,372 $67,256 $71,314 $75,548

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CAPITAL COSTS CAPITAL COSTS MASTER PLAN MINIMUM BUILDING

Development Components Square Feet (SF) Cost per s.f. Development Development Components Square Feet (SF) Cost per s.f. Development Cost Cost Building Core and Shell 57,848 $550 $31,816,400 Building Core and Shell 25,620 $600 $15,372,000 Fit-out Costs Fit-out Costs Exhibit (inc. theatre) 20,000 $600 $12,000,000 Exhibit (inc. theatre) 8,000 $600 $4,800,000 TR Center (archives/library) 2,510 $350 $878,500 TR Center (archives/library) 1,310 $350 $458,500 Lobby 2,000 $200 $400,000 Lobby 1,525 $150 $228,750 Retail 1,500 $250 $375,000 Retail 750 $250 $187,500 Café 1,375 $300 $412,500 Café 750 $250 $187,500 Flex (events, travel, programming) 6,350 $100 $635,000 Flex (events, travel, programming) 1,200 $100 $120,000 Offices 3,665 $100 $366,500 Offices 1,850 $100 $185,000 Back of the House 20,448 $0 $0 Back of the House 10,235 $0 $0 Total Fit-outs $15,067,500 Total Fit-outs $6,167,250 Costs Costs Total Hard Costs $46,883,900 Total Hard Costs $21,539,250

Soft Costs Soft Costs Architect, Engineers, and Subs 11% $3,740,594 Architect, Engineers, and Subs 12% $1,953,690 Designers and Subs 20% $2,575,700 Designers and Subs 22% $1,156,870 Project Management 2% $937,678 Project Management 3% $646,178 Fundraising allowance $1,500,000 Fundraising allowance $1,000,000 Pre-opening marketing/sales/PR allowance $2,500,000 Pre-opening marketing/sales/PR allowance $2,000,000

Total Soft Costs $11,253,972 Total Soft Costs $6,756,738

Elkhorn Cabin $1,000,000 Elkhorn Cabin $1,000,000

Sub-Total $59,137,872 Sub-Total $29,295,988 Contingency $5,913,787 Contingency $2,929,599 Endowment $12,000,000 Endowment $5,000,000 Fund Fund Total $77,051,659 Total $37,225,586 Notes Notes *Endowment under NARA Guidelines: $39,000,000 *Endowment under NARA Guidelines: $19,000,000

(Presidential Libraries and Museums operating under NARA guidelines must have a minimum (Presidential Libraries and Museums operating under NARA guidelines must have a minimum endowment of 60% of the assessed value of the library facility) endowment of 60% of the assessed value of the library facility)

Page 226 | October 2017 October 2017 | page 227 PRELIMINARY SCHEDULE

Page 228 | October 2017 October 2017 | page 229 Theodore Roosevelt Presidential Library Theodore Roosevelt Presidential Library 5.0 PRELIMINARY SCHEDULE 5.0 PRELIMINARY SCHEDULE

2017 2018 2019 2020 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN TBD PROGRAM MASTER PLAN / SCHEMATIC DESIGN CONSTRUCTION VALIDATION PRE-DESIGN DESIGN DEVELOPMENT DOCUMENTS COMPLETED DESIGN COMMENCE DESIGN

BID PACK 1 BID PACK 2

CONSTRUCTION CONSTRUCTION BEGINS CONSTRUCTION COMPLETED

Page 230 | October 2017 October 2017 | page 231 Theodore Roosevelt Presidential Library Foundation Status Date: 10/31/2017 Cost Report with Projections through December 2017

Total Anticipated Jul‐17 Aug‐17 Sep‐17 Oct‐17 Jul‐Oct Nov‐17 Dec‐17 DRAFT (some October exps est'd) Cost through Variance December Actual Actual Actual Actual (over) /under Projected Projected 2017 OPERATIONS ‐ CASH OUT ‐ ASSUMES COMMITMENT MADE IN MONTH SHOWN WITH 30 DAY PAYMENT LAG $56,940 $63,803 $66,296 $86,691 $153,694 $125,363 $107,763 $506,856 Foundation Operations $23,778 $28,892 $28,899 $42,084 $37,682 $44,734 $49,684 $218,071 Capital Campaign (Includes Fundraising and Public Relations) $33,162 $34,911 $37,397 $44,607 $116,013 $80,629 $58,079 $183,315 CONSTRUCTION USES ‐ CASH OUT ‐ ASSUMES COMMITMENT MADE IN MONTH SHOWN WITH 30 DAY PAYMENT LAG $69,210 $73,403 $74,906 $74,906 $523,575 $194,920 $194,920 $682,265 Architectural Design $41,560 $45,560 $48,240 $48,240 $412,620 $160,600 $160,600 $504,800 Program Management $27,650 $27,843 $26,666 $26,666 $28,455 $34,320 $34,320 $177,465 Owner Expenses $0 $0 $0 $82,500 $0 $0 $0 Building and Site Construction $0 $0 $0 $0 $0 $0 $0

CABIN AND EXHIBITS TO BE FUNDED OUTSIDE STATE COMMITMENT ‐ CASH OUT ‐ ASSUMES COMMITMENT MADE IN MONTH SHOWN WITH 30 DAY PAYMENT LAG $0 $0 $0 $0 $330,000 $0 $0 $0 Elkhorn Cabin $0 $0 $0 $0 $330,000 $0 $0 $0 Exhibits $0 $0 $0 $0 $0 $0 $0 $0

Meeting of the Board of Trustees

Meeting Room II, Hyatt Place San Jose Downtown, 282 Almaden Blvd., San Jose, CA and by Videoconference and Telephone

November 10, 2017, 11 a.m. Pacific Standard Time

Connect electronically by Videoconference at https://zoom.us/j/5059520334

Connect By Telephone: 408-638-0968 Meeting ID: 505 952 0334

I. Call to order

II. Action on minutes from meeting of October 16, 2017

III. Discussion and Action on Finance Resolutions

IV. Discussion and Action on Design and Construction Resolutions

V. Discussion and Action on Capital Campaign Resolutions

VI. Discussion and Action on Logo and Communications/Branding Plan

VII. Consideration and action on proposed board members Cathilea Robinett and Eric Washburn

VIII. Discussion and Action on Proposed 2018 Calendar

IX. Adjourn

Upcoming Meetings:  December 11, 2017, 8:30 a.m. MT – conference call  January 22, 2018, 8:30 a.m. MT – conference call (TENTATIVE)  February 8-9, 2018 – in-person meeting, Fargo, ND (TENTATIVE)

Theodore Roosevelt Presidential Library Foundation Board of Trustees October 16, 2017

The Board of Trustees met by videoconference and telephone on Monday, October 16, at 8:30 a.m MT. Participants included the following: board members Tom Arnold, Stephen Dow Beckham, Jay Clemens, Niles Hushka, Tom Mitzel, Bruce Pitts, Kim Roosevelt, and Rich Wardner; Claudia Berg (State Historical Society of North Dakota), Robbie Lauf (Office of the Governor), Scott Jordan-Denny (JLG Architects, Mike Devine (Gallagher & Associates), Cybelle Jones (Gallagher & Associates), Christy Bykowski (Fahlgren Mortine), Bridget Bush (Mortenson/Ascent), Joanna Slominski (Mortenson/Ascent), Wally Goulet, Clay Jenkinson, Shanna Shervheim, and Sharon Kilzer, recording secretary.

Chair Bruce Pitts called the meeting to order at 8:34 a.m.

Hushka moved and Wardner seconded to approve the minutes of the meeting of August 18, 2017. Motion carried.

Modify COO Title to CEO

Bruce Pitts explained that Wally Goulet has been deeply involved in contacts outside the organization, including fundraising cultivation, in addition to internal operations management and development. Changing his title from Chief Operations Officer to Chief Executive Officer would better represent the work he is doing and would put him in a position to speak on behalf of the board and the Foundation with greater authority.

Wardner moved and Clemens seconded to appoint Wallace “Wally” Goulet the chief executive officer of the Foundation. On a roll call vote, Wardner, Hushka, Beckham, Clemens, Roosevelt, and Pitts voted in favor. Motion carried.

Modify Check Signing / Credit Card Policy

Beckham moved and Wardner seconded to approve the enclosed bank resolution and to authorize Wally Goulet to apply for a credit card with a credit limit of $5,000 to be used for Foundation-related expenses. On a roll call vote, Roosevelt, Clemens, Beckham, Hushka, Wardner, and Pitts voted in favor. Motion carried.

Proposed 2018 Meeting Dates

Wally Goulet noted that we have reviewed the State Board of Higher Education meetings and other known board conflicts in preparing the draft schedule (attached). Kilzer reminded the board that by publishing the schedule in advance, the board meetings become “regular” meetings rather than “special” meetings. Under North Dakota’s open meetings laws, new agenda items may be introduced at regular meetings, while during special meetings, only items included on the published agenda can be discussed.

Board members are asked to review the proposed dates and 1) to notify Wally or Sharon of conflicts at the earliest opportunity and 2) to suggest locations for meetings which might offer public relations and cultivation opportunities.

Financial and Fundraising Update

Sharon Kilzer reviewed the financial report, noting that operational expenses from July through September were below projected amounts. Expenses to the end of the year are now projected to be $566,171, about $94,000 lower than originally budgeted. This means that the state funding of $750,000 will carry into mid-February. Construction expenses are also below projections, but this is merely a timing difference and amounts expended in the next three months may be higher than projected, making up the difference.

Wally Goulet reviewed the fundraising report, noting that about $100,000 has been raised for the Elkhorn Ranch cabin in addition to the city’s commitment of $350,000. Recruitment of capital campaign co-chairs is underway, and decisions are awaited from both invitees. Goulet has met with Rich Karlgaard, publisher of Forbes magazine, who plans to attend the TRPLF reception in Palo Alto and to bring other friends and contacts to the event. A meeting with the representatives of the National Parks Foundation is tentatively scheduled for October 31.

Design Update

Scott Jordan-Denny, Cybelle Jones, and Mike Devine provided an update on the programming of the Presidential Library. Scott noted that the architectural team has solicited a “wish list” from the design and visitor experience committee, has reviewed NARA guidelines, and in conjunction with Gallagher and Associates, has been reviewing benchmarks of other museums and Presidential Libraries to ensure appropriate space is designated in the building for various functions. JLG representatives also spent a day with the staff at the North Dakota Heritage Center and made a site visit to the Canadian Museum for Human Rights in Winnipeg.

Based on these efforts, JLG projects the Phase I building to include 8,000 square feet of exhibits, as the minimum needed to create a valued visitor experience, while the Master Plan (full facility) will include 20,000 square feet of exhibits. The total size is projected to be 25,620 square feet for Phase I and 57,818 for the Master Plan.

Clemens questioned whether enough IT space was included, given the likely use of VR/AR in the facility and online. Jordan-Denny noted that the focus of the design committee has been “what story to tell,” and the next phase will be “how to tell the story,” during which more will be known about technology requirements so appropriate adjustments can be made.

Cybelle Jones reported on the design committee workshop held on October 4, developing the vision for the visitor experience. Gallagher proposed three possible thematic approaches:

 Spirit of place/location-based approach  Digital Library at the core – “A Day in the Life” at key turning points of TR’s life – chronological/thematic approach  TR as a Complex Man – 4D theater with dioramas highlighting key themes in his life; thematic presentation of TR as Man of Intellect, Statesman, Explorer/Adventurer, Naturalist/Conservationist

The committee liked elements of each, and Gallagher has modified the third model to “The Many Worlds of TR.”

The core experience in the center might include film, holographic presentation, and/or large artifacts, from which visitors would move to thematic galleries organized around the Man of Intellect, etc. A specific focus on the presidency was added, with “Legacy and Impact” being included throughout the experience. In this model, as the diagram indicates, Phase I would include the Introduction, the Many Worlds experience, the Presidency, and a light introduction to the other themes. The next steps for the committee will be to determine how to tell the story, what tools to use (technology, dioramas, other), and then to consider the architectural implications of those choices.

Berg commented that the “Legacy and Impact” focus makes a connection to contemporary issues, providing opportunities for continuing programming.

Clemens expressed concern about trying to do too much in Phase I, making subsequent phase exhibits seem superfluous. An alternative might be to focus on the North Dakota portion of the experience in Phase I. Jones responded that part of the next steps will be for the team and committee to “test-fit” the desired content into the physical space being targeted for Phase I.

Mike Devine reviewed the financial feasibility study, including 3 components:

 Operating pro forma for five years  Capital construction costs  Endowment fund required for sustainability

Earned revenue is largely dependent on attendance figures, so Gallagher has analyzed projected attendance from three angles: the likely resident/tourist market; record of attendance at other attractions near national parks; and comparable museum attendance in the local market and at other Presidential Libraries. Based on these sources, the attendance estimates range from 84,000 to 180,000. For the purposes of the pro forma, Gallagher selected 125,000 for the Master Plan.

Similarly, in considering the ticket price, Gallagher reviewed comparable institutions in the region and other Presidential Libraries. The revenue projections take into account lower ticket prices for children/families and local attendees.

In projecting the operating expenses, Gallagher reviewed the projected percentage of each expense item against other museums and presidential libraries and believes their projections are appropriate. They also included a reserve for capital expenditures like technology and exhibit updates.

The Master Plan pro forma illustrates that an endowment of at least $12 million will be required to sustain operations. Devine noted that NARA guidelines require an endowment valued at 60% of the assessed value of the facility. Applying this guideline to the TRPLM, the endowment would be $38 million, which is in line with the TRPLF board’s early goals.

Having done the same analysis for the Phase I facility, with lower attendance counts and ticket prices, the endowment required would be $5 million. Again, applying NARA’s requirements, the endowment for Phase I would be $19 million.

Capital costs (not including the endowment requirements) are projected for the Phase I facility at $31,285,375, and for the Master Plan at $63,255,225.

Questions were raised about the following items:

 IT costs – where are these in the budget? These are currently included in the per-square-foot budget for both exhibits and offices.  Whether 10% is enough to allow for contingency, considering the variance in building costs in the region because of the oil boom?  Costs of developing the 27-acre site and where those are included in the budget.

Devine noted that while his team feels the current projections are sound, as more is known about the program and particularly the technology needs, appropriate adjustments will be made.

Jenkinson commented that the committee meeting in Fargo was substantive and valuable. He is reading a one- volume collection of Roosevelt’s letters, and is amazed at how often TR talks about his time in ND. The same is true of the cartoons, which almost uniformly depict TR as a cowboy or Rough Rider. Jenkinson agrees with Clemens that in designing Phase I, we don’t want to tell the story too comprehensively so that subsequent phases seem superfluous. There are three stories at the core that need to be kept in focus:

 The fragile child who became one of the most strenuous people who ever lived  Theodore Roosevelt became who he was in the badlands of ND, and  The type of leadership he showed transformed the nation.

Hushka departed the meeting at 9:49 a.m.

Public Relations Update

Christy Bykowski from Fahlgren Mortine reported on 4 elements of the public relations package Fahlgren Mortine is working on.

 Logo: Bykowski thanked the board for their feedback on the prospective logos. The feedback noted the need to reflect the complexity of TR, and Fahlgren Mortine has developed a second round for the public relations committee’s review.  Brand Communications Framework: the way we speak about the library; the likely audiences and messages for each audience; this is being closely aligned with the work of the exhibits/architecture team  National media plan – starting now to prepare for spring stories – story lines now through ground breaking through opening  Social media strategy – 4-phase approach o build on the existing accounts on FB and Twitter o establish new followers by considering the types of people who are interested in the various profiles of TR (Man of Action, etc.) and developing content for each o launch Instagram account – more visual – closer to opening o Youtube channel

The committee will receive and review these materials in the next couple of weeks, and final versions will be presented to the board in November.

Pitts thanked the board and team and urged board members to make attendance at the November meeting a priority.

Wardner moved and Clemens seconded to adjourn. The meeting concluded at 9:57 a.m.

Resolution

WHEREAS, the Board of Trustees has determined it to be in the best interests of the Foundation to authorize Wallace Goulet to be an additional signatory on any Foundation bank account,

THEREFORE, BE IT RESOLVED, that the Board of Trustees authorizes Wallace Goulet to sign bank checks on behalf of the Foundation; and

BE IT FURTHER RESOLVED, that the Foundation shall deliver to American Bank Center, Dickinson, ND, a signed original of this resolution.

Dated this 16th day of October 2017.

______Vaune Johnson Member, Board of Trustees

DRAFT

2018 Meeting Schedule

Note: The Foundation’s bylaws require quarterly board meetings. All conference calls listed below are tentative and will be held only if needed to ensure the progress of board business.

January 22, 2018, 8:30 a.m. MT Conference call February 8-9, 2018 Board meeting – Location TBD March 19, 2018, 8:30 a.m. MT Conference call April 19-20, 2018 Board meeting – Location TBD May 14, 2018, 8:30 a.m. MT Conference call June 18, 2018, 8:30 a.m. MT Conference call July 19-20, 2018 Board meeting – Location TBD August 13, 2018, 8:30 a.m. MT Conference call September 17, 2018, 8:30 a.m. MT Conference call September 20-22, 2018 Theodore Roosevelt Symposium October 18-19, 2018 Board meeting – Dickinson, ND November 19, 2018, 8:30 a.m. MT Conference call December 10, 2018, 8:30 a.m. MT Conference call

P.O. Box 700, Dickinson, ND 58602-0700 | Tel: 701-483-1777 Cathilea Robinett

Cathilea is president of e.Republic, where she oversees operations for the company’s award-winning media platforms: Governing, Government Technology, Public CIO, and Emergency Management. Cathilea also oversees e.Republic’s websites, conferences and events, and its national research and advisory groups: the Center for Digital Government, the Center for Digital Education and the Governing Institute.

In 2014 Cathilea directed the launch of the Governing Institute’s Women in Government Leadership Program, an innovative initiative that encourages future generations of women to participate in public service.

Cathilea is a frequent speaker for government and education organizations worldwide, including the United Nations, Harvard University, the State Legislative Leaders' Foundation, the National Conference of State Legislatures, the Council of State Governments, and the World Congress on Information Technology. She has been quoted frequently in publications including the Washington Post, the Los Angeles Times, Forbes and others.

Cathilea is a recipient of NASCIO’s National Technology Champion Award for her outstanding contributions to advance public sector information technology innovation. She is also the winner of an Outstanding Women Leadership Award from the Sacramento Chapter of the National Association of Women Business Owners and is a Greater Sacramento Business Hall of Fame Laureate.

http://www.erepublic.com/about/executive-team/cathilea_robinett_exec.html ERIC L. WASHBURN 380 Steamboat Blvd. Steamboat Springs, CO 80487 202-412-5211

EXPERIENCE

Windward Strategies, LLC Steamboat Spgs, CO Sole Proprietor (March 2015-Present) Providing consulting and advocacy services to a range of clients on energy and natural resource issues.

Bracewell Giuliani, LLP Washington, D.C. Partner, Policy Resolution Group (March 2013 – March 2015) Provides consulting and lobbying services to energy companies and non-profit conservation organizations on energy and environmental issues.

Bluewater Strategies, LLC Washington, D.C. Partner, (January 2009 – January 2013) Provided consulting and lobbying services to corporate and non-profit clients on energy and environmental matters. Represented pro bono the Ducks Unlimited Wetlands America Trust to successfully advocate for the U.S. Fish and Wildlife Service to establish the Dakota Grasslands Conservation Area (DGCA) to protect 2 million acres of waterfowl habitat In the Prairie Pothole Region of North Dakota and South Dakota.

Windward Consulting, LLC Washington, D.C. Partner, (January 2005 – January 2009) Provided consulting and advocacy services to non-profit conservation organizations. For the Bipartisan Policy Center, conceived of, managed, edited, and co-authored, along with several national hunting and fishing organizations, two books and a brochure on the impact of climate change on fish and wildlife habitat. The publications included: Seasons End, Beyond Seasons End, and Delta Waterfowl’s Duck Migration Study.

Theodore Roosevelt Conservation Partnership Washington, D.C. Founding Executive Director (September 2003 – February 2005) Managed a broad national coalition of national hunting and fishing organizations to promote natural resource conservation policies in Washington, D.C.

Baker, Donelson, Bearman, Caldwell, and Berkowitz Washington, D.C. Senior Public Policy Advisor (February 2003 – January 2004) Advised clients on energy and natural resource matters.

U.S. Senate Majority Leader Thomas A. Daschle Washington, D.C. Senior Policy Advisor (June 2001 - February 2003) Advised Senator Daschle on energy and environmental policy. Coordinated the work of nine Senate Committees to develop the Energy Policy Act of 2002.

U.S. Senate Democratic Whip Harry Reid Washington, D.C. Staff Director, Senate Environment, and Public Works Committee (January 2001-June 2001) Hired and managed the Democratic staff of the committee. Advised Senator Reid on environmental and public works matters within the jurisdiction of the committee. Oversaw the development and negotiation of legislation, as well as committee hearings, markups, and communications.

U.S. Senate Democratic Leader Thomas A. Daschle Washington, D.C.  Legislative Director (1997 - January 2001) Hired and managed twenty professional legislative and research staff. Oversaw drafting and enacting legislation. Edited speeches, press releases and correspondence. Advised Senator Daschle on pending and upcoming legislation and communication strategy. Worked with Republican and Democratic Senate staff, the White House, federal agencies, representatives of non-profit organizations and industries to negotiate and resolve legislative disputes, and to develop and coordinate legislative strategies, on environmental, energy, tax, appropriations and budget policy issues. o Conceived of, and successfully advocated for the US Department of Agriculture to draft and promulgate, the Forest Service roadless area protection rule to protect 54 million acres of national forest from road-related fragmentation. o Wrote, and facilitated the enactment of, legislation to transfer Corps of Engineers lands along the Missouri River to the South Dakota Game Fish and Parks Department and two Sioux Indian Tribes, and to establish hundreds of millions of dollars in trust funds for those three entities to manage those lands to improve wildlife habitat and public recreational access to the river.

 Legislative Assistant (1993 - 1997) Managed all energy and environmental issues for the senator. Drafted legislation, briefed Senator Daschle on legislative matters, wrote speeches and press releases, and conducted hearings for the Senate Agriculture and Finance Committees. Led the development of Democratic strategy on a variety of energy and environmental policy issues, including renewable energy, federal timber management policy, the Endangered Species Act, and the Clean Air Act.

Natural Resources Defense Council (NRDC) Washington, D.C. Consultant (1990, 1992) Performed a study of U.S. development assistance policy related to contraception. Co-authored a report on state-level strategies to reduce emissions of greenhouse gases, entitled The Statehouse Effect: State Policies to Cool the Greenhouse.

Natural Resources Council of Maine (NRCM) Augusta, Maine Staff Scientist (1991) Coordinated the efforts of a coalition of environmental organizations to oppose the siting of a coal-fired power plant in Bucksport, Maine.

Congressional Office of Technology Assessment (OTA) Washington, D.C. Consultant (Summers of 1988, 1989) Co-authored the reports Changing by Degrees: Steps to Reduce Greenhouse Gas Emissions, Issues in Medical Waste Management and Facing America’s Trash: What Next for Municipal Solid Waste?

Science Applications International Corporation (SAIC) McLean, Virginia Research Assistant (1984 - 1987) Researched environmental policy issues for the U.S. Congressional Office of Technology Assessment and the U.S. Environmental Protection Agency, focusing on federal policies to prevent water pollution.

EDUCATION

Harvard University 2017-2018 Bullard Fellowship, Harvard University Forest Writing a book of forest conservation in the United States

Yale University Ph.D. Student 1990-1993 Switzer Environmental Fellowship, Yale University Fellowship

Yale University M.F.S. 1989 Curriculum: Forest Ecology, James Lippincott Goodwin Scholarship

Bowdoin College A.B. 1984 Cum Laude Major: Psychobiology, Minor: Government Captain: Outdoor Track (1984), Indoor Track (1983) NCAA All-American in Decathlon

BOARDS Vice-Chair, Board of Directors, Boulder Open Space Conservancy, Boulder, Colorado

MEMBERSHIP Professional Member, Boone and Crockett Club Life Member Trout Unlimited Life Member Pheasants Forever