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Consulting Services for a City of Laguna Beach Artist Work/Live, Work and Production Space Assessment February 18, 2017

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Consulting Services for a City of Laguna Beach Artist Work/Live, Work and Production Space Assessment February 18, 2017 City of Laguna Beach Request for Proposal for Consulting Services for a City of Laguna Beach Artist Work/Live, Work and Production Space Assessment February 18, 2017 1. CONSULTING COMPANY/TEAM BACKGROUND About Artspace Established in 1979 in Minnesota to serve as an advocate for artists’ space needs, Artspace effectively fulfilled that mission for nearly a decade. By the late 1980’s, however, it was clear that the problem required a more proactive approach, and Artspace made the leap from advocate to developer. Since then, the scope of Artspace’s activities Artists at work has grown dramatically. Artspace is now a national leader With affordable space to live and in the field of developing affordable space that meets the work, our resident artists can needs of artists through the adaptive reuse of historic unleash their creativity buildings and new construction. Artspace’s first three live/work projects were in Saint Paul: the Northern Warehouse Artists’ Cooperative (1990), Frogtown Family Lofts (1992), and Tilsner Artists’ Cooperative (1993). In the mid-1990s, Artspace broadened its mission to include non-residential projects. The first of these, The Traffic Zone Center for Visual Art (1995), transformed an historic bakery in the Minneapolis Warehouse district into 24 studios for mid-career artists. Since then, Artspace has expanded its range of activities Lively neighborhoods to include 42 projects in operation and more in Our projects spur economic development in more than 20 states. In all, these projects activity and dynamic street represent nearly 2,000 live/work units and millions of life in the area square feet of non-residential community and commercial space. Artspace has evolved into a truly national organization based in the Twin Cities, with offices in New York, Denver, Los Angeles, Seattle, New Orleans, and Washington D.C. Artspace uses its three decades of experience in arts- based community transformation in providing consulting services to communities around the country. Artspace works with communities to align stakeholders, conduct feasibility and market research, deliver financial and site Sustainable solutions analysis for projects, and provide resources and advice Our projects provide long- on sustainable ways forward for a diverse range of arts term affordable space and space-based projects. without ongoing fundraising Artspace programs fall in three broad categories: Property Development, Asset Management, and Consulting Services. 2 Property Development Development projects, which typically involve the adaptive reuse of older buildings, but can also involve new construction, are the most visible of Artspace’s activities. To date, we have completed 42 major projects. A dozen more are under construction or in the development pipeline. Artspace live/work projects are operating from coast to coast. Asset Management Artspace owns or co-owns all of the buildings it develops; our portfolio now comprises more than $600 million worth of real property. We strive to manage our properties so that they will be well-maintained, yet remain affordable to the low-and moderate-income artists for whom they were developed in the first place. Revenues in excess of expenses are set aside for preventive maintenance, commons area improvements and building upgrades. Consulting Services In addition to its roles as developer, owner, and manager, Artspace acts as a consultant to communities, organizations, and individuals seeking information and advice about developing affordable housing and work space for artists, performing arts centers, and cultural districts, often within the context of historic preservation. Since 2004, Artspace has worked with over 223 communities in 45 states through their consulting services. 2. PROJECT APPROACH & CAPABILITY TO PERFORM SCOPE OF WORK The proposed scope of work for Laguna Beach, California (Phase I: Capacity and Demand Assessment) parallels closely with Artspace’s own consulting and development approach. A Preliminary Feasibility Visit will be the cornerstone of our work in Laguna Beach. Preliminary Feasibility Visit Because Artspace has always made community engagement a high priority, we have 25 years of experience in convening and facilitating meetings in communities large and small. We begin almost every project by conducting an intensive two-day Preliminary Feasibility Visit during which, working with a small Core Group of key stakeholders, we conduct focus group sessions with leaders and practitioners from four sectors: 1. Artists, creatives and arts administrators 2. Finance and funders, including bankers and community foundation officers 3. Civic leaders, including elected and administrative officials 4. Community organizations and businesses, including other developers We also conduct a public meeting to inform the community about Artspace and our work, build support for the project, address questions and concerns, and gather information about the kinds of arts spaces the community needs. The Preliminary Feasibility Visit also includes site and property tours with the Core Group of stakeholders of potential neighborhoods and properties for the project in question. Artspace produces a final report from the Preliminary Feasibility Visit that outlines stakeholder feedback, an analysis of potential sites, financial analysis, an overview of community context and challenges, and potential project leadership. 3 Artspace Approach We do this work in the context of the comprehensive general and specific plans of the cities that engage us. This is important to them – and therefore to us – because these plans typically include goals for housing, transit-oriented development, catalytic projects, and so on. In our experience, arts-related projects are usually more successful and more easily funded if they align with larger civic goals and public policies. Artspace will work with the City and team of stakeholders in Laguna Beach to identify the city plans and initiatives that, that in addition to the Laguna Beach Cultural Arts Plan, may align best with this type of project. For example, in our feasibility work in Los Angeles, we aligned two concepts around the City’s efforts to transform geographic areas. This included the revitalization of the Downtown Broadway corridor through housing and community engagement space. It also included Hollywood’s Promise Zone, where the concept included a transit-oriented-development/multi-modal approach and focused on providing affordable creative workforce housing, job training programs for the entertainment industry, and related social service support. We passionately believe in the importance of involving artists and other creative people in all aspects of the planning and operation of our projects. In Loveland, Colorado, for example, where we have completed the first phase of a two-phase project that will ultimately transform Loveland’s Feed & Grain building (the last intact granary in Northern Colorado) into a center of arts activity, we helped the community obtain an ArtPlace America grant to underwrite Arts @ the Feed & Grain, a participatory artist programming and planning initiative that has given Loveland citizens an exciting taste of what the Feed & Grain will be after its redevelopment. We have launched similar initiatives in communities across the country, including most recently in Dearborn, Michigan and El Paso, Texas, two of Artspace’s most recently completed projects. On the development side, all Artspace projects are financially self-sustaining over the long term. In 27 years as a developer we have never returned to a community to seek operating support for a project. Our experience as owner/operator of 42 successful arts projects around the country gives us a unique perspective in our consulting work, in which we help communities identify ways to create and foster projects that are sustainable over the long term. 3. PERSONNEL AND PROFESSIONAL EXPERIENCE WENDY HOLMES Senior Vice President, Consulting & Strategic Partnerships Wendy Holmes grew up in Illinois and moved to Minnesota to attend Macalester College, from which she graduated cum laude with a BA degree in music. Before joining Artspace in 1999, she worked in the development departments of Minnesota Public Radio (1983-90), Walker Art Center (1990- 92), Macalester College (1992-94) and the Science Museum of Minnesota (1994-99), where she co-directed a successful $100 million capital campaign for a new museum overlooking the Mississippi River in downtown Saint Paul. As Senior Vice President for Consulting and Strategic Partnerships, Wendy oversees a staff of four that identifies new communities and new opportunities for arts-related real estate projects across the country. Wendy has been active on local and national boards and advisory committees, including the Minneapolis Arts Commission, James Sewell Ballet, the Urban Land Institute, the Minneapolis Parks Foundation, Cantus and the Merce Cunningham Dance Company. She has been a speaker at numerous national arts and urban affairs conferences, as well as a 4 guest lecturer at the University of St. Thomas, Macalester College and the Hubert H. Humphrey Institute of the University of Minnesota. Wendy has become a national resource for information about cultural development and has been interviewed by many local and national publications. TERI DEAVER Vice President, Consulting & Strategic Partnerships Teri Deaver is based in Los Angeles, and leads Artspace’s consulting work in the Southwest. With a background in the performing arts, she
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