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HomeMy Public PortalAbout121922 Library Adhoc Agenda Report Agenda Report Library Ad-Hoc Committee MEETING DATE: DECEMBER 19, 2022 TO: LIBRARY AD HOC COMMITTEE SUBMITTED BY: DAISY PEREZ, DEPUTY CITY MANAGER JUDY BOOTH, LIBRARY DIRECTOR PREPARED BY: TAYLOR SAMUELSON, ADMINISTRATIVE ANALYST II SUBJECT: REVIEW OF SUBMITTED PROPOSALS FOR PARTNERSHIPS AS IT RELATES TO THE HUNT BRANCH LIBRARY BUILDING LOCATED AT 201 SOUTH BASQUE AVENUE, FULLERTON CA 92832 ______________________________________________________________________ SUMMARY Based on direction from City Council, which was provided October 4, 2022, staff has compiled all proposals received for the Hunt Branch Library and is providing them for initial preliminary review. The committee will receive two presentations from both proposing organizations and have an opportunity to ask questions and provide feedback as appropriate. No decision will be made at this committee meeting with regards to the recommendation for an agreement. ACTION 1. Receive proposal presentations from interested organizations and provide feedback and questions as the committee deems appropriate. 2. Provide City staff direction on the creation of a city-specific and city-funded proposal for site usage per City Council recommendation. PRIORITY POLICY STATEMENT This item matches the following Priority Policy Statement: • Fiscal and Organizational Stability. FISCAL IMPACT Hunt Branch Library Initial Proposal Review December 19, 2022 - Page 2 There is no fiscal impact at this time as this is a receive and file and initial feedback session for the Ad-Hoc committee to deliberate and understand submitted proposals for partnership. Both proposals will outline their financial capacity and ability to operate the site with limited augmentation through the City subsidies or assistance. DISCUSSION The Hunt Library has remained a focus for staff in identifying potential partners for operation and revitalization. As identified in previous staff reports, the City contracted with ArtsOC to survey the community regarding the Hunt. The City created a Library Ad- Hoc Committee which envisioned repurposing the site to provide a variety of compatible and creative uses. The Ad-Hoc Committee envisioned a facility that brought out the community in sharing knowledge and learning, encouraging curiosity and serving as a hub for activities, programs, events and classes. Staff considered the result of 36 stakeholder interviews, three visioning sessions and over 800 responses to surveys in developing the plan for the Hunt. On July 5, 2022, City Council directed staff to return with updates on security, construction and tenancy of the site. On July 19, 2022, staff provided an update and City Council provided direction to pursue an Informal RFP process to identify a viable partner to operate the site. Update on Informal RFP Status Since late July, staff has completed outreach to nonprofits, various groups and stakeholders to identify a viable partner. Over 100 organizations were contacted. These groups range from museums, universities, nonprofits, as well as development firms. Staff sought to assess these groups interest and seek proposals. Each organization was presented with the informal RFP guidelines (Attachment 1) referenced on the July 19, 2022 City Council meeting. Additionally, site visits were offered to all organizations, and social media communications were undertaken. The informal RFP guidelines address the various community goals as well as security, vandalism mitigation, active programming, and financial viability. The informal RFP also took into consideration the primary deliverables, goals and intentions of the ad-hoc committee during the first round of RFP’s which resulted in the interim use by Grace Ministries International (GMI). Staff sought to maintain the original vision which came from several months of outreach, community visioning sessions, and more, which resulted in the final items expected for a qualified proposer. The initial deadline for partnership applications was October 1, 2022. Overall, the intentions behind the partnership are to align with City Council’s direction while also achieving the economically sustainable approach of operating the Hunt Branch building. Hunt Branch Library Initial Proposal Review December 19, 2022 - Page 3 Proposals Received & Communications Staff received two proposals from different organizations. Both proposals have been attached as Attachments 4 and 5 to this staff report. The two organizations proposing before the ad-hoc committee tonight are as follows: • The Museum of Make Believe (Attachment 3) • Korean Community Services (KCS) International (Attachment 4) Both groups have prepared a 10-15 minute presentation which will be provided to you along with a period of time for Questions and Answers from the committee and the proposing firms. The goal of the informal RFP process was to identify a qualified organization that would provide a cost effective solution which would still serve the community interests as identified previously by the ad-hoc committee. Attachments: • Attachment 1 – Original RFP Issued • Attachment 2 – October Staff Report to City Council • Attachment 3 – Museum of Make-Believe Proposal • Attachment 4 – Korean Community Services (KCS) Proposal 2 0 1 S . B A S Q U E A V E . F U L L E R T O N C A 9 2 8 3 3 A S T A T E A N D N A T I O N A L L Y R E G I S T E R E D H I S T O R I C S I T E THE HUNT LIBRARY Community & Economic Development C i t y o f F u l l e r t o n 3 0 3 W . C o m m o n w e a l t h A v e n u e , F u l l e r t o n C A 9 2 8 3 2 C r e a t i v e . C u r i o u s . I n n o v a t i v e . U n i q u e l y F u l l e r t o n . PARTNERSHIP OPPORTUNITY The City of Fullerton is located 22 miles southeast of metropolitan Los Angeles, in the center of North Orange County. Fullerton is a full-service, general law city that was incorporated in 1904. Fullerton is renowned for its unique mix of residential, commercial, industrial, educational, and cultural environments and is known for being “The Education Community”. Fullerton has 52 City parks, a museum, a cultural center, a public library, a golf course, and 29 miles of recreational trails. Fullerton provides an outstanding quality of life for both residents and businesses. 201 S. BASQUE AVE. FULLERTON CA 92833 C I T Y B A C K G R O U N D N O T I C E O F P A R T N E R S H I P O P P O R T U N I T Y The City of Fullerton (City) is seeking proposals from qualified organizations to partner with the City to provide tenancy and operation of the City-owned building located at 201 S Basque Ave, Fullerton, CA 92833, commonly known as the Hunt Library. The building is located north of South Pacific Drive and West Walnut Avenue. The site is a historic landmark which has been registered on the State and National Historic Resources List. The building was designed by architect William Pereira and donated to the City in 1962. The City seeks a highly qualified tenant to utilize the historic space in a manner in line with the community’s interests and expectations. The Hunt Library building is a historically significant property which has retained community interest in its preservation following a 2013 closure due to financial hardships. THE HUNT LIBRARY 1 A C O M M U I T Y F O C U S E D P R O J E C T A Creative Community Space, A Welcoming Space for the Public, A Site Which Encourages Curiosity, A Site that Serves as a Hub for Activities, Programs, Events, and Classes. Furthermore, the location should facilitate greater literacy throughout the community broadly. to address specific community programmatic goals, which include, but are not limited to: E x p e r i e n c e m a n a g i n g a 1 0 ,0 0 0 + s q u a r e f o o t f a c i l i t y P r o v i d e e x c e l l e n t p r o p e r t y m a n a g e m e n t o f t h e f a c i l i t y . M e e t t h e c o m m u n i t y i d e n t i f i e d i n t e r e s t s t h r o u g h v a r i o u s m e a n s i n c l u d i n g p o s s i b l y t h r o u g h t h e p r o v i s i o n o f p r o g r a m m i n g o r s e r v i c e s w i t h a f o c u s o n l i t e r a c y a n d a l i b r a r y p o r t i o n . E x p l a i n h o w c o m m u n i t y n e e d s w i l l b e a d d r e s s e d t h r o u g h o u t t h e o p e r a t i o n o f t h e s i t e . C o v e r c o s t s t o o p e r a t e u t i l i t i e s , s e c u r i t y g u a r d s e r v i c e , a n d m a i n t e n a n c e . D e f i n e a n d i d e n t i f y a n y n e e d e d c a p i t a l r e p a i r s f o r t h e n e c e s s a r y s e r v i c e s p r o v i d e d b y t h e p r o p s a l . D e m o n s t r a t e d e d i c a t i o n t o p r o t e c t h i s t o r i c a l n a t u r e o f b u i l d i n g . N o a l t e r a t i o n s t o t h e e x t e r i o r o f t h e b u i l d i n g w i l l b e p e r m i t t e d . M i t i g a t i o n t o v a n d a l i s m r e q u i r e d . E n s u r e t h a t n o a d d i t i o n a l b u i l d i n g s a r e a d d e d t o t h e s i t e . P r o v i d e a l i b r a r y -s t y l e f e a t u r e w h i c h w i l l b e a p r o m i n e n t a s p e c t o f t h e f a c i l i t y a n d s e r v i c e . (C i t y L i b r a r y S t a f f W i l l O p e r a t e ) P r o v i d e v a r i o u s c o m m u n i t y p r o g r a m m i n g o p t i o n s f o r t h e c i t y ’s d i v e r s e p o p u l a t i o n . P r o p o s e r s m a y s c h e d u l e s i t e v i s i t s t o v i e w t h e s i t e w h e n a v a i l a b l e . S i t e v i s i t s c a n i n c l u d e w a l k t h r o u g h s f o r t h e e n t i r e t y o f t h e p r o p e r t y . C o n s i d e r a t i o n s s h o u l d b e m a d e d u r i n g m a j o r c o n s t r u c t i o n o f t h e f a c i l i t y . F I N A N C I A L S T R E N G T H L i q u i d i t y a n d C o r p o r a t e S o l v e n c y I f N o n -P r o f i t , D e m o n s t r a t i o n o f S t r o n g D o n o r B a s e . R E Q U I R E M E N T S F O R Q U A L I F I E D P R O P O S A L S G E N E R A L R E Q U I R E M E N T S S I T E V I S I T S 2SECTION A S C O P E O F S E R V I C E S /S C O P E O F W O R K T h e S c o p e o f S e r v i c e s s h a l l i n c l u d e , b u t n o t b e l i m i t e d t o t h e f o l l o w i n g s e r v i c e s o u t l i n e d b e l o w . T h e T e n a n t /O p e r a t o r w i l l w o r k w i t h t h e L i b r a r y a n d v a r i o u s d e p a r t m e n t s t o i d e n t i f y a n d a p p r o v e p r o p o s e d a c t i v i t i e s . T h e L i b r a r y a n d C o m m u n i t y D e v e l o p m e n t d e p a r t m e n t s w i l l j o i n t l y e n s u r e t h a t c o m m u n i t y i n t e r e s t s a r e c o n s i d e r e d w h e n r e v i e w i n g q u a l i f i e d p r o p o s a l s . 3 F A C I L I T Y O P E R A T O R & T E N A N T E X P E C T A T I O N S S I T E O P E R A T I O N S & W O R K I N G H O U R S P r o p o s a l s s h o u l d p r o v i d e c l e a r w o r k i n g h o u r s f o r t h e f a c i l i t y w h i c h s h o u l d a l i g n w i t h t h e p u b l i c i n t e r e s t i n u s i n g t h i s f a c i l i t y a t p e a k h o u r s . G e n e r a l o p e r a t i o n s s h o u l d b e f o c u s e d a r o u n d c o m m u n i t y a n d p r o g r a m m i n g n e e d s . T h e s i t e s h o u l d r e m a i n o p e n t o t h e P u b l i c a n d t h e C i t y w h e n e v e r p o s s i b l e . T h e C i t y w i l l c o o r d i n a t e w i t h t h e s e l e c t e d c a n d i d a t e t o i d e n t i f y t h e b e s t s c h e d u l i n g o p p o r t u n i t y f o r o p e n i n g s a n d c l o s u r e s . F L E X I B L E & A D A P T I V E S I T E R E U S E T h e f a c i l i t y i s a 1 0 ,5 0 0 s q u a r e f o o t f a c i l i t y w i t h a v a r i e t y o f c o n f e r e n c e r o o m s a n d f e a t u r e s w h i c h c a n b e u t i l i z e d i n c r e a t i v e a n d e f f e c t i v e w a y s . I t i s e x p e c t e d t h a t p r o p o s a l s d e m o n s t r a t e c r e a t i v e a n d a d a p t i v e u s e o f t h e f a c i l i t y , a s w e l l a s e x p e r i e n c e i n m a n a g i n g s u c h l a r g e p r o p e r t i e s . A d a p t i v e r e u s e p r o j e c t s r e t a i n u n i q u e a n d a u t h e n t i c c h a r a c t e r i s t i c s t h a t c a n n o t b e m a n u f a c t u r e d i n n e w c o n s t r u c t i o n . S u c c e s s f u l i m p l e m e n t a t i o n o f a d a p t i v e r e u s e d e v e l o p m e n t , b l e n d s m o d e r n t e c h n o l o g y w i t h h i s t o r i c s t r u c t u r e s , c r e a t i n g a n a t m o s p h e r e a n d s e n s e o f p l a c e t h a t i s i m p o s s i b l e t o i m i t a t e . W h i l e t h e s i t e w a s p r e d o m i n a n t l y u t i l i z e d a s a l i b r a r y , a n d a m a i n a s p e c t o f t h e f u t u r e u s e m u s t r e m a i n i n t h a t r e a l m o f s e r v i c e , t h e s i t e h a s s i g n i f i c a n t p o t e n t i a l f o r c r e a t i v e p l a c e m a k i n g a n d i m p r o v e d p u b l i c u s e i n o t h e r w a y s a s w e l l . C o n c e p t u a l u s a g e s c a n r a n g e f r o m e d u c a t i o n t o i n n o v a t i v e o f f i c e s p a c e , c o m m u n i t y c u l t u r a l a r t s a n d m o r e . T e n a n t s s h o u l d b e a w a r e t h a t n o m o d i f i c a t i o n s t o t h e e x t e r i o r o f t h e b u i l d i n g s h a l l b e m a d e , a n d n o a d d i t i o n s s h a l l b e m a d e t o t h e p r o p e r t y . T h e s i t e i s r e g i s t e r e d o n t h e l i s t o f n a t i o n a l a n d h i s t o r i c l a n d m a r k s , i t f i r s t a p p e a r e d o n t h e l i s t i n 2 0 1 9 . 1 . 2 . SECTION B-1 4 4 . M A I N T E N A N C E & V A N D A L I S M M I T I G A T I O N T h e t e n a n t /o p e r a t o r m u s t o p e r a t e t h e H u n t L i b r a r y b u i l d i n g a n d g r o u n d s a s a f i r s t -c l a s s f a c i l i t y w h i c h i s r e g u l a r l y m a i n t a i n e d a n d t h e i n t e r i o r a n d e x t e r i o r b o t h r e m a i n c o n s i s t e n t w i t h i t s h i s t o r i c a l r e g i s t r y s t a t u s a n d i n t e n t i o n a l c r e a t i v e p l a c e m a k i n g p u b l i c r e u s e i n t e n t w i t h o u t e x p e n s e t o t h e C i t y . T h e f a c i l i t y c l o s e d i t s d o o r s i n 2 0 1 3 a n d h a s h a d s o m e v a n d a l i s m i n c i d e n t s i n t h e p a s t . T h e o p e r a t o r s h o u l d t a k e g r e a t c a r e a n d w o r k w i t h c o m m u n i t y p a r t n e r s a n d l a w e n f o r c e m e n t t o m i t i g a t e v a n d a l i s m a n d p r o t e c t t h e i n t e g r i t y o f t h e f a c i l i t y , t h i s m a y b e a c c o m p l i s h e d t h r o u g h a w e l l d e v e l o p e d s e c u r i t y p l a n . A l l u t i l i t i e s , s e c u r i t y g u a r d s , a n d m a i n t e n a n c e c o s t s a r e t o b e i n c u r r e d b y t h e t e n a n t /o p e r a t o r . T h e C i t y 's p o s i t i o n i s t h a t a f a c i l i t y w h i c h i s o c c u p i e d a n d r e g u l a r l y b u s y w i l l n o t e x p e r i e n c e h i g h v a n d a l i s m . C O L L A B O R A T I O N & A D A P T I V E P L A N D E V E L O P M E N T P r o p o s a l s s h a l l p r e s e n t p l a n s f o r s i t e u s e t h a t a r e c l e a r a n d w e l l d e f i n e d . P l a n s s h o u l d a d d r e s s a l l a s p e c t s o f t h e o u t l i n e d s c o p e o f w o r k a n d s h o u l d b e a v a i l a b l e f o r f l e x i b l e c o m m e n t a r y a n d f e e d b a c k t h r o u g h e n g a g e m e n t w i t h t h e s t a f f a n d c o m m u n i t y m e m b e r s . T h e g o a l s o f t h e s i t e u s e s h o u l d b e a d d r e s s e d t h r o u g h o u t t h e p r o p o s a l i n a c l e a r a n d c o n c i s e m a n n e r . O n c e t h e s i t e i s o p e n , c o l l a b o r a t i o n w i t h C i t y s t a f f i s e x p e c t e d t o a c h i e v e s h a r e d g o a l s . P r o p o s a l s m a y c o n s i d e r a d d i t i o n a l p a r t n e r s t o a c h i e v e a s h a r e d v i s i o n f o r t h e s i t e . D E M O N S T R A T I O N O F E X P E R I E N C E I N H I S T O R I C A L S I T E R E P U R P O S I N G P r o p o s a l s s h o u l d d e m o n s t r a t e e x p e r i e n c e i n r e p u r p o s i n g o f h i s t o r i c a l b u i l d i n g s , a n d s u c h h i s t o r y s h o u l d b e r e f e r e n c e d b y s u c c e s s f u l p r o j e c t s . R e f e r e n c e d p r o j e c t s s h o u l d a l s o i n c l u d e s i m i l a r l e v e l s o f c o m m u n i t y e n g a g e m e n t a n d c o l l a b o r a t i o n a c r o s s d i f f e r e n t g r o u p s a n d i n d i v i d u a l s . P r o j e c t s t h a t h i g h l i g h t s t a t e a n d l o c a l p a r t n e r s h i p s f o r a c u l t u r a l c e n t e r a r e h i g h l y d e s i r a b l e . 3 . 5 . SECTION B-1 S C O P E O F S E R V I C E S /S C O P E O F W O R K C O N T . 6 .R E C O R D S R E T E N T I O N T h e s e l e c t e d P r o p o s e r s h a l l k e e p c o m p l e t e a n d a c c u r a t e a c c o u n t i n g r e c o r d s , w h i c h m a y b e s u b j e c t t o C i t y r e v i e w a t r e a s o n a b l e t i m e s t o d e t e r m i n e t h e n a t u r e a n d a m o u n t s o f i n c o m e f r o m t h e a c t i v i t i e s o n t h e P r o p e r t y . T h e r e c o r d s m a y b e p e r i o d i c a l l y a u d i t e d b y t h e C i t y . 7 .N E G O T I A T I O N O F L E A S E R A T E S L e a s e r a t e s s h a l l b e n e g o t i a t e d a n d m a y v a r y b a s e d o n n a t u r e o f s e r v i c e s p r o v i d e d a s w e l l a s l e v e l o f T e n a n t I m p r o v e m e n t s t o t h e s i t e . M a r k e t r a t e l e a s e r a t e s a s w e l l a s C o n s u m e r P r i c e I n d e x (C P I ) a r e f a c t o r s i n l e a s e n e g o t i a t i o n s f o r t h i s h i s t o r i c s i t e . R E Q U E S T F O R I N F O R M A T I O N G e n e r a l I n q u i r i e s G e n e r a l q u e s t i o n s o n P r o f e s s i o n a l S e r v i c e R F P s a n d /o r c o n t a c t s w i t h C i t y s t a f f /r e p r e s e n t a t i v e r e g a r d i n g t h i s R F P a r e t o b e d i r e c t e d t o t h e f o l l o w i n g : C i t y o f F u l l e r t o n 3 0 3 W . C o m m o n w e a l t h A v e n u e F u l l e r t o n C A , 9 2 8 3 2 -1 7 7 5 P h o n e : 7 1 4 -7 3 8 -6 5 3 3 I N S T R U C T I O N S T O P R O P O S E R S C O N T .5SECTION C-1 S U B M I S S I O N O F I N F O R M A L P R O P O S A L S P r o p o s a l s c a n b e d r o p p e d o f f a t t h e a d d r e s s a b o v e o r s e n t v i a d e l i v e r y u s i n g t h e U .S . P o s t a l S e r v i c e o r o t h e r m e a n s : C a l i f o r n i a P u b l i c R e c o r d s A c t (C P R A ) A l l P r o p o s a l s s u b m i t t e d i n r e s p o n s e t o t h i s R F P b e c o m e t h e p r o p e r t y o f t h e C i t y a n d u n d e r t h e P u b l i c R e c o r d s A c t (G o v e r n m e n t C o d e S e c t i o n 6 2 5 0 e l . S e q .) a r e p u b l i c r e c o r d s , a n d a s s u c h m a y b e s u b j e c t t o p u b l i c r e v i e w . H o w e v e r , t h e p r o p o s a l s s h a l l n o t b e d i s c l o s e d u n t i l n e g o t i a t i o n s a r e c o m p l e t e a n d r e c o m m e n d a t i o n f o r s e l e c t i o n i s m a d e t o t h e C i t y C o u n c i l . I f a p r o p o s e r c l a i m s a p r i v i l e g e a g a i n s t p u b l i c d i s c l o s u r e f o r t r a d e s e c r e t o r o t h e r p r o p r i e t a r y i n f o r m a t i o n , s u c h i n f o r m a t i o n m u s t b e c l e a r l y i d e n t i f i e d i n t h e p r o p o s a l . N o t e t h a t u n d e r C a l i f o r n i a l a w , p r i c e p r o p o s a l t o a p u b l i c a g e n c y i s n o t a t r a d e s e c r e t . 6 I N S U R A N C E R E Q U I R E M E N T S C o m m e r c i a l G e n e r a l L i a b i l i t y (C G L ): I n s u r a n c e S e r v i c e s O f f i c e F o m 1 C G 0 0 0 1 c o v e r i n g C G L o n a n "o c c u r r e n c e " b a s i s , i n c l u d i n g p r o d u c t s a n d c o m p l e t e d o p e r a t i o n s , p r o p e r t y d a m a g e , b o d i l y i n j u r y a n d p e r s o n a l & a d v e r t i s i n g i n j u r y w i t h l i m i t s n o l e s s t h a n $2 ,0 0 0 ,0 0 0 p e r o c c u r r e n c e . I f a g e n e r a l a g g r e g a t e l i m i t a p p l i e s , e i t h e r t h e g e n e r a l a g g r e g a t e l i m i t s h a l l a p p l y s e p a r a t e l y t o t h i s p r o j e c t /l o c a t i o n (I S O C G 2 5 0 3 o r 2 5 0 4 ) o r t h e g e n e r a l a g g r e g a t e l i m i t s h a l l b e t w i c e t h e r e q u i r e d o c c u r r e n c e l i m i t . W o r k e r s ' C o m p e n s a t i o n i n s u r a n c e a s r e q u i r e d b y t h e S t a t e o f C a l i f o r n i a , w i t h S t a t u t o r y L i m i t s , a n d E m p l o y e r 's L i a b i l i t y I n s u r a n c e w i t h l i m i t s o f n o l e s s t h a n $1 ,0 0 0 ,0 0 0 p e r a c c i d e n t f o r b o d i l y i n j u r y o r d i s e a s e . (T h i s a p p l i e s t o L e s s o r w i t h e m p l o y e e s ). P r o p e r t y i n s u r a n c e a g a i n s t a l l r i s k s o f l o s s t o a n y t e n a n t i m p r o v e m e n t s o r b e t t e r m e n t s , a t f u l l r e p l a c e m e n t c o s t w i t h n o c o i n s u r a n c e p e n a l t y p r o v i s i o n . L e s s o r s h a l l p r o c u r e a n d m a i n t a i n t h r o u g h o u t t h e d u r a t i o n o f t h i s a g r e e m e n t , i n s u r a n c e a g a i n s t c l a i m s f o r i n j u r i e s t o p e r s o n s o r d a m a g e s t o p r o p e r t y w h i c h m a y a r i s e f r o m o r i n c o n n e c t i o n w i t h t h e L e s s o r ’s o p e r a t i o n s , o c c u p a n c y o f a n d u s e o f t h e l e a s e d p r e m i s e s . L e s s o r s h a l l p r o v i d e c u r r e n t e v i d e n c e o f t h e r e q u i r e d i n s u r a n c e i n a f o r m a c c e p t a b l e t o t h e C i t y a n d s h a l l p r o v i d e r e p l a c e m e n t e v i d e n c e f o r a n y r e q u i r e d i n s u r a n c e w h i c h e x p i r e s p r i o r t o t h e c o m p l e t i o n , e x p i r a t i o n o r t e r m i n a t i o n o f t h i s A g r e e m e n t . N o t h i n g i n t h i s s e c t i o n s h a l l b e c o n s t r u e d a s l i m i t i n g i n a n y w a y , t h e I n d e m n i f i c a t i o n c l a u s e c o n t a i n e d i n t h i s a g r e e m e n t o r t h e e x t e n t t o w h i c h L e s s o r m a y b e h e l d r e s p o n s i b l e f o r p a y m e n t s o f d a m a g e s t o p e r s o n s o r p r o p e r t y . M I N I M U M S C O P E A N D L I M I T O F I N S U R A N C E C o v e r a g e s h a l l b e a t l e a s t a s b r o a d a s : I f t h e L e s s o r m a i n t a i n s b r o a d e r c o v e r a g e a n d /o r h i g h e r l i m i t s t h a n t h e m i n i m u m s s h o w n a b o v e , t h e C i t y r e q u i r e s a n d s h a l l b e e n t i t l e d t o t h e b r o a d e r c o v e r a g e a n d /o r t h e h i g h e r l i m i t s m a i n t a i n e d b y t h e L e s s o r . A n y a v a i l a b l e i n s u r a n c e p r o c e e d s i n e x c e s s o f t h e s p e c i f i e d m i n i m u m l i m i t s o f i n s u r a n c e a n d c o v e r a g e s h a l l b e a v a i l a b l e t o t h e C i t y . SECTION C-2 I N S T R U C T I O N S T O P R O P O S E R S C O N T . 7 I N S U R A N C E R E Q U I R E M E N T S (C O N T .) O t h e r I n s u r a n c e P r o v i s i o n s : T h e i n s u r a n c e p o l i c i e s a r e t o c o n t a i n , o r b e e n d o r s e d t o c o n t a i n , t h e f o l l o w i n g p r o v i s i o n s : A d d i t i o n a l I n s u r e d S t a t u s : T h e C i t y , i t s o f f i c e r s , o f f i c i a l s , e m p l o y e e s , a n d v o l u n t e e r s a r e t o b e c o v e r e d a s a d d i t i o n a l i n s u r e d s o n t h e C G L p o l i c y w i t h r e s p e c t t o l i a b i l i t y a r i s i n g o u t o f w o r k o r o p e r a t i o n s p e r f o r m e d b y o r o n b e h a l f o f t h e L e s s o r i n c l u d i n g m a t e r i a l s , p a r t s , o r e q u i p m e n t f u r n i s h e d i n c o n n e c t i o n w i t h s u c h w o r k o r o p e r a t i o n s . G e n e r a l l i a b i l i t y c o v e r a g e c a n b e p r o v i d e d i n t h e f o r m o f a n e n d o r s e m e n t t o t h e L e s s o r ’s i n s u r a n c e (a t l e a s t a s b r o a d a s I S O F 0 1 m C G 2 0 1 0 ). P r i m a r y C o v e r a g e : F o r a n y c l a i m s r e l a t e d t o t h i s c o n t r a c t , t h e L e s s o r 's i n s u r a n c e c o v e r a g e s h a l l b e p r i m a r y i n s u r a n c e c o v e r a g e a t l e a s t a s b r o a d a s I S O C G 2 0 0 1 0 4 1 3 a s r e s p e c t s t h e C i t y , i t s o f f i c e r s , o f f i c i a l s , e m p l o y e e s , a n d v o l u n t e e r s . A n y i n s u r a n c e o r s e l f -i n s u r a n c e m a i n t a i n e d b y t h e C i t y , i t s o f f i c e r s , o f f i c i a l s , e m p l o y e e s , o r v o l u n t e e r s s h a l l b e e x c e s s o f t h e L e s s o r ' s i n s u r a n c e a n d s h a l l n o t c o n t r i b u t e w i t h i t . L e g a l L i a b i l i t y C o v e r a g e : T h e p r o p e r t y i n s u r a n c e i s t o b e e n d o r s e d t o i n c l u d e L e g a l L i a b i l i t y C o v e r a g e (I S O F o r m C P 0 0 4 0 0 4 0 2 o r e q u i v a l e n t ) w i t h a l i m i t t e q u a l t o t h e r e p l a c e m e n t c o s t o f t h e l e a s e d p r o p e r t y . N o t i c e o f C a n c e l l a t i o n : E a c h i n s u r a n c e p o l i c y r e q u i r e d a b o v e s h a l l p r o v i d e t h a t c o v e r a g e s h a l l n o t b e c a n c e l e d , e x c e p t w i t h n o t i c e t o t h e C i t y . W a i v e r o f S u b r o g a t i o n : L e s s o r h e r e b y g r a n t s t o C i t y a w a i v e r o f a n y r i g h t t o s u b r o g a t i o n w h i c h a n y i n s u r e r o f s a i d L e s s o r m a y a c q u i r e a g a i n s t t h e C i t y b y v i r t u e o f t h e p a y m e n t o f a n y l o s s u n d e r s u c h i n s u r a n c e . L e s s o r a g r e e s t o o b t a i n a n y e n d o r s e m e n t t h a t m a y b e n e c e s s a r y t o a f f e c t t h i s w a i v e r o f s u b r o g a t i o n , b u t t h i s p r o v i s i o n a p p l i e s r e g a r d l e s s o f w h e t h e r t h e C i t y h a s r e c e i v e d a w a i v e r o f s u b r o g a t i o n e n d o r s e m e n t f r o m t h e i n s u r e r . SECTION C-2 I N S T R U C T I O N S T O P R O P O S E R S C O N T . 8 I N S U R A N C E R E Q U I R E M E N T S (C O N T .) A c c e p t a b i l i t y o f I n s u r e r s : I n s u r a n c e i s t o b e p l a c e d w i t h i n s u r e r s a u t h o r i z e d t o c o n d u c t b u s i n e s s i n t h e s t a t e w i t h a c u r r e n t A .M .B e s t 's r a t i n g o f n o l e s s t h a n A : V I I , u n l e s s o t h e r w i s e a c c e p t a b l e t o t h e C i t y . S e l f -I n s u r e d R e t e n t i o n s : S e l f -i n s u r e d r e t e n t i o n s m u s t b e d e c l a r e d t o a n d a p p r o v e d b y t h e C i t y . T h e C i t y m a y r e q u i r e t h e L e s s o r t o p u r c h a s e c o v e r a g e w i t h a l o w e r r e t e n t i o n o r p r o v i d e p r o o f o f a b i l i t y t o p a y l o s s e s a n d r e l a t e d i n v e s t i g a t i o n s , c l a i m a d m i n i s t r a t i o n , a n d d e f e n s e e x p e n s e s w i t h i n t h e r e t e n t i o n . T h e p o l i c y l a n g u a g e s h a l l p r o v i d e , o r b e e n d o r s e d t o p r o v i d e , t h a t t h e s e l f -i n s u r e d r e t e n t i o n m a y b e s a t i s f i e d b y e i t h e r t h e n a m e d i n s u r e d o r C i t y . V e r i f i c a t i o n o f C o v e r a g e : L e s s o r s h a l l f u r n i s h t h e C i t y w i t h o r i g i n a l C e r t i f i c a t e s o f I n s u r a n c e i n c l u d i n g a l l r e q u i r e d a m e n d a t o r y e n d o r s e m e n t s (o r c o p i e s o f t h e a p p l i c a b l e p o l i c y l a n g u a g e e f f e c t i n g c o v e r a g e r e q u i r e d b y t h i s c l a u s e ) a n d a c o p y o f t h e D e c l a r a t i o n s a n d E n d o r s e m e n t P a g e o f t h e C G L p o l i c y l i s t i n g a l l p o l i c y e n d o r s e m e n t s t o C i t y b e f o r e o c c u p y i n g t h e p r e m i s e s . H o w e v e r , f a i l u r e t o o b t a i n t h e r e q u i r e d d o c u m e n t s p r i o r t o t h e w o r k b e g i n n i n g s h a l l n o t w a i v e t h e L e s s o r ' s o b l i g a t i o n t o p r o v i d e t h e m . T h e C i t y r e s e r v e s t h e r i g h t t o r e q u i r e c o m p l e t e , c e r t i f i e d c o p i e s o f a l l r e q u i r e d i n s u r a n c e p o l i c i e s , i n c l u d i n g e n d o r s e m e n t s , r e q u i r e d b y t h e s e s p e c i f i c a t i o n s , a t a n y t i m e . S p e c i a l R i s k s o r C i r c u m s t a n c e s C i t y r e s e r v e s t h e r i g h t t o m o d i f y t h e s e r e q u i r e m e n t s a t a n y t i m e , i n c l u d i n g l i m i t s , b a s e d o n t h e n a t u r e o f t h e r i s k , p r i o r e x p e r i e n c e , i n s u r e r , c o v e r a g e , o r o t h e r s p e c i a l c i r c u m s t a n c e s . SECTION C-2 I N S T R U C T I O N S T O P R O P O S E R S C O N T . legal name of company corporate address telephone and fax number. Include name, title, address, email and telephone number of the contact person identified during period of proposal evaluation. P R O P O S A L O U T L I N E T O B E S U B M I T T E D In order for a proposal to be submitted as complete, the following items should be included in full at a minimum: Cover Letter The cover letter shall be addressed and at a minimum, contain the following: R E Q U I R E D P R O P O S A L C O N T E N T 9SECTION D Identification of all proposed subcontractor including legal name of company, contact person’s name and address, phone number and fax number. Relationship between Proposer and subcontractor, if applicable or feasible. P R O P O S E R Q U A L I F I C A T I O N S The intent of this RFP is to evaluate the proposals, determine the Proposers that are in a competitive range, and select Proposers that will provide the most cost-effective professional tenant/operator services for the City. 1 0 M I N I M U M Q U A L I F I C A T I O N S : A p p l i c a n t s s h o u l d h a v e a r o u n d 1 0 y e a r s o f e x p e r i e n c i n g c o n d u c t i n g s i m i l a r s e r v i c e s a n d p r o g r a m m i n g i n -l i n e w i t h w h a t h a s b e e n l i s t e d h e r e . A d d i t i o n a l l y i t i s p r e f e r r e d t h a t a p p l i c a n t s h a v e 3 y e a r s o f e x p e r i e n c e d e a l i n g w i t h l o c a l g o v e r n m e n t s i n o p e r a t i o n o f s i m i l a r s i t e s . T h e C i t y h a s a s t r o n g d e s i r e t o e n t e r i n t o a n a g r e e m e n t w i t h a c a n d i d a t e w h o h a s s t r o n g k n o w l e d g e o f F u l l e r t o n a n d i t s c o m m u n i t y a c r o s s i t s m a n y r e p r e s e n t e d d e m o g r a p h i c s a n d c u l t u r e s . P r o p o s a l s s h o u l d g i v e a b r i e f p r o f i l e o f t h e o r g a n i z a t i o n , i n c l u d i n g t h e t y p e s o f s e r v i c e s o f f e r e d , h i s t o r y o f o r g a n i z a t i o n , e m p l o y e e s , e t c . P r o p o s a l s s h o u l d p r o v i d e a g e n e r a l d e s c r i p t i o n o f t h e f i r m 's f i n a n c i a l c o n d i t i o n . D e s c r i b e t h e o r g a n i z a t i o n 's e x p e r i e n c e i n p e r f o r m i n g w o r k o f a s i m i l a r n a t u r e t o t h a t s o l i c i t e d i n t h i s R F P , a n d h i g h l i g h t t h e p a r t i c i p a t i o n i n s u c h w o r k b y t h e k e y p e r s o n n e l p r o p o s e d f o r a s s i g n m e n t t o t h i s c o n t r a c t . R E Q U I R E D P R O P O S A L C O N T E N T SECTION D P R O P O S E D S T A F F I N G & O R G A N I Z A T I O N T h i s s e c t i o n o f t h e p r o p o s a l s h o u l d e s t a b l i s h t h e m e t h o d t h a t w i l l b e u s e d b y t h e P r o p o s e r t o m a n a g e t h e c o n t r a c t a s w e l l a s i d e n t i f y k e y p e r s o n n e l a s s i g n e d . P r o p o s e d S t a f f i n g a n d O r g a n i z a t i o n a r e t o b e p r e s e n t e d b y P r o p o s e r i d e n t i f i e d i n t h e S c o p e o f S e r v i c e s . P r o v i d e e d u c a t i o n , e x p e r i e n c e a n d a p p l i c a b l e p r o f e s s i o n a l c r e d e n t i a l s o f s t a f f . I d e n t i f y k e y p e r s o n n e l p r o p o s e d t o p e r f o r m t h e w o r k i n t h e s p e c i f i e d t a s k s a n d i n c l u d e m a j o r a r e a s o f s u b c o n t r a c t w o r k . I n c l u d e t h e p e r s o n 's n a m e , c u r r e n t l o c a t i o n , a n d p r o p o s e d p o s i t i o n f o r t h i s C o n t r a c t , c u r r e n t a s s i g n m e n t , a n d l e v e l o f c o m m i t m e n t t o t h a t a s s i g n m e n t , a v a i l a b i l i t y f o r t h i s a s s i g n m e n t a n d h o w l o n g e a c h p e r s o n h a s b e e n w i t h t h e f i r m . I n c l u d e a n o r g a n i z a t i o n c h a r t t h a t c l e a r l y d e l i n e a t e s c o m m u n i c a t i o n /r e p o r t i n g r e l a t i o n s h i p s a m o n g t h e s t a f f , i n c l u d i n g s u b c o n s u l t a n t s . S E C U R I T Y P L A N N I N G & P R I O R I T I Z A T I O N T h e s e l e c t e d p r o p o s a l s h o u l d c l e a r l y i d e n t i f y p l a n s t o e n s u r e s e c u r i t y o f t h e s i t e a s w e l l a s m a i n t a i n f a c i l i t y s a f e t y a s a m a j o r p r i o r i t y i n o p e r a t i o n s . 1 1R E Q U I R E D P R O P O S A L C O N T E N T SECTION D D E T A I L E D W O R K P L A N & I M P L E M E N T A T I O N S C H E D U L E The most effective proposal will identify a work plan for completing their specific programming as well as activities in a reasonable manner and through partnership with the City and other community stakeholders. An implementation schedule should be provided alongside a demonstration of quality assurances for the services and programs provided. F I N A N C I A L Q U A L I F I C A T I O N S Sources & Uses of Funds for Each Phase of Business program Proposed Monthly Cost of Maintenance Business Program Budget (Total Const & Operation Costs for Facility) Business Program Operating Pro Forma Sufficient Cash-On-Hand to collaborate with the City on site improvements. Firms should be generally well capitalized and have financial capacity to operate the site. Some examples of ways to demonstrate this could be: Retain a high level of financial strength and resilience to complete the performance of services through the term of the lease agreement. W O R K S A M P L E S : Proposer should provide past work samples that are relevant and related to the Scope of Services. F L O O R P L A N Concept floor plan, images, photographs, and maps to convey the vision for the Site and total proposed business program. I N C O R P O R A T I O N O F P R O P O S A L This RFP and the proposer’s response, including all promises, warranties, commitments, and representations made in the successful proposal will become binding contractual obligations and will be incorporated by reference in any agreement between City and Proposer. The selected shall enter into an agreement with the City based upon the contents of the RFP and the consultant’s proposal. The City’s standard form of agreement is included at the end of the document. Carefully review the agreement, especially with regard to the indemnity and insurance provisions. 1 2EVALUATION A N D A W A R D SECTION E E V A L U A T I O N C R I T E R I A C i t y w i l l e v a l u a t e t h e o f f e r s r e c e i v e d b a s e d o n t h e f o l l o w i n g c r i t e r i a : Q u a l i f i c a t i o n s o f t h e O r g a n i z a t i o n - T e c h n i c a l e x p e r i e n c e i n p e r f o r m i n g w o r k o f a s i m i l a r n a t u r e ; e x p e r i e n c e w o r k i n g w i t h p u b l i c a g e n c i e s ; s t r e n g t h a n d s t a b i l i t y o f t h e o r g a n i z a t i o n ; a n d a s s e s s m e n t b y c l i e n t r e f e r e n c e s . S c o p e o f S e r v i c e s - A t h o r o u g h u n d e r s t a n d i n g o f t h e C i t y 's r e q u i r e m e n t s a n d o b j e c t i v e s ; l o g i c , c l a r i t y , s p e c i f i c i t y , a n d o v e r a l l q u a l i t y o f w o r k p l a n . F i n a n c i a l Q u a l i f i c a t i o n s - A c l e a r d e m o n s t r a t i o n o f f i n a n c i a l s t r e n g t h t h r o u g h p r o v i d e d d o c u m e n t a t i o n . C a p a b i l i t y t o c o v e r v a r i o u s T e n a n t I m p r o v e m e n t s t o t h e s i t e a s f e a s i b l e i s a n i m p o r t a n t a s p e c t o f t h e p r o p o s a l . P r o p e r t y M a n a g e m e n t A p p r o a c h - Q u a l i f i c a t i o n s o f p r o p o s e d k e y p e r s o n n e l ; l o g i c o f o r g a n i z a t i o n ; a n d a d e q u a c y o f l a b o r c o m m i t m e n t a n d r e s o u r c e s t o s a t i s f a c t o r i l y p e r f o r m t h e r e q u e s t e d s e r v i c e s a n d m e e t t h e C i t y ’s n e e d s . C U R R E N T S I T E P L A N *R E S T R I C T E D*R E S T R I C T E D F O R L I B R A R YFOR L I B R A R Y U S E O N L YUSE O N L Y *L I B R A R Y E X C L U S I V E A R E A U S E A s e c t i o n o f t h e l i b r a r y f a c i l i t y i s t o b e r e g u l a r l y u s e d f o r l i b r a r y -l i k e s e r v i c e s a s i d e n t i f i e d i n t h e f l o o r p l a n a b o v e . B e y o n d t h i s a r e a , a l l o t h e r a r e a s s u c h a s t h e e x h i b i t /d i s p l a y z o n e s , m u l t i p u r p o s e s p a c e s , c l a s s r o o m s c a n b e u t i l i z e d b y t h e t e n a n t f o r t h e i r s p e c i f i c n e e d s a s l o n g a s t h e s e u s e s a r e w i t h i n c o d e a n d e l i g i b l e f o r t h e s i t e . 1 3 Agenda Report Fullerton City Council MEETING DATE: OCTOBER 4, 2022 TO: CITY COUNCIL / SUCCESSOR AGENCY SUBMITTED BY: ERIC J. LEVITT, CITY MANAGER PREPARED BY: DAISY PEREZ, DEPUTY CITY MANAGER TAYLOR SAMUELSON, ADMINISTRATIVE ANALYST II SUBJECT: HUNT BRANCH LIBRARY PARTNERSHIP OPPORTUNITY INFORMAL RFP UPDATE SUMMARY City Council directed staff to produce an informal RFP to identify a potential partner to operate the Hunt Branch Library site with the City on July 19, 2022. The informal RFP process identified key aspects of programming in-line with the results of an ad-hoc committee as well as multiple community visioning sessions and previous work done on the project. The informal RFP was distributed to approximately 60 organizations and posted on our website as well as social media. As of writing this report, three entities have proactively shown interest in the site following the guidelines. Staff is anticipating receiving any proposals prior to the City Council meeting on October 4, 2022. In addition, the City Manager has received a request from Council Members to have the City work with potential community groups to devise a plan for the City to operate and program the facility. RECOMMENDATION 1. Approval of the City Manager to move forward and work with Hunt Ad Hoc Committee in reviewing any proposals. 2. Alternative Motion. 3. Approval of the City Manager working with the Library Director and community groups in putting together a City operation proposal for City Council consideration. CITY MANAGER REMARKS The City Manager is seeking direction on several elements. Hunt Branch Library Update - Page 2 October 4, 2022 1. Consideration of authorization to work with the appointed Ad Hoc Committee on evaluating any proposals. 2. Consideration of authorization to put together a City led proposal with other financial and programming partners. The City Manager’s goal is to bring back a program that would meet the diversity of activities the communities is interested in, combined with a financially sustainable model. The baseline operation budgets included in the report do not include any programming costs at this time – these would be evaluated based on future direction from City Council. PRIORITY POLICY STATEMENT This item matches the following Priority Policy Statements:  Fiscal and Organizational Stability. FISCAL IMPACT There are potential fiscal impacts if City Council provides direction to provide for certain operations beyond the partnership agreement language. The original site was closed in 2013 due to fiscal constraints relating to operation of the site, and funding would need to be redirected from other programs. The Fiscal Impact will be more determined when the staff returns after evaluation occurs. DISCUSSION The Hunt Library has remained a focus for staff in identifying potential partners for operation and revitalization. As identified in previous staff reports, the City contracted with ArtsOC to survey the community regarding the Hunt. The City created a Library Ad- Hoc Committee which envisioned repurposing the site to provide a variety of compatible and creative uses. The Ad-Hoc Committee envisioned a facility that brought out the community in sharing knowledge and learning, encouraging curiosity and serving as a hub for activities, programs, events and classes. Staff considered the result of 36 stakeholder interviews, three visioning sessions and over 800 responses to surveys in developing the plan for the Hunt. On July 5, 2022, City Council directed staff to return with updates on security, construction and tenancy of the site. On July 19, 2022, staff provided an update and City Council provided direction to pursue an Informal RFP process to identify a viable partner to operate the site. Update on Informal RFP Status Since late July, staff has completed outreach to nonprofits, various groups and stakeholders to identify a viable partner. Approximately 60 organizations (Attachment 2) were contacted. These groups range from museums, universities, nonprofits, as well as development firms. Staff sought to assess these groups interest and seek proposals. Each organization was presented with the informal RFP guidelines (Attachment 1) Hunt Branch Library Update - Page 3 October 4, 2022 referenced on the July 19, 2022 City Council meeting. Additionally, site visits were offered to all organizations, and social media communications were undertaken. The informal RFP guidelines address the various community goals as well as security, vandalism mitigation, active programming and financial viability. As of the time of this report, three organizations have shown interest in the site. Any proposals received will be communicated at the October 4, 2022 City Council meeting. The initial deadline for partnership applications was October 1, 2022. Overall, the intentions behind the partnership are to align with City Council’s direction while also achieving the economically sustainable approach of operating the Hunt facility. Update on Structural Improvements The site is currently undergoing structural improvements that will create an ideal location for a partner. Improvements/upgrades include work to the building facade, roof, interior finishes, plumbing, fire suppression system, HVAC, electrical, communication equipment, landscaping, site paving, site lighting and general accessibility. Funding for these improvements has been made possible through two grants provided in 2019 and 2021. The grand total of these grants is approximately $5.25 million. Improvements are moving forward on the site as the roof phase is completed along with water and sewer systems. At the July 19, 2022 City Council meeting, the immediate need to address fencing was highlighted and staff expedited construction accordingly. The fence is currently under construction and is slated to be completed sometime in November. To mitigate any vandalism in the interim, additional safety measures have been implemented including added security and regular checks from Police units. The building phase has begun and those upgrades will likely be complete sometime in May 2023. The building upgrades include interior improvements as well as Americans with Disabilities Act (ADA) compliance. Upon completion of all City improvements, the site will be ready for a high-quality partner to begin operations. Hunt Library Site Improvements Status Update CIP Phase Description Current Status Phase I - Roof Rehabilitation of Roof, New Installed Foam, Communication Conduits, Flashing, Drainage, Finishes Construction - Closeout Phase II - Water/Sewer Installation of New Water Line, Water Meter, Backflow Preventer, Fire Hydrants, Sewer Line Complete Phase III - Building Interior Improvements, Compliance with ADA, Finish and Structural Repairs, Mechanical, Electrical, Lighting, Communication, Security, Plumbing Upgrades, Measures to Mitigate Hazards Awarded: Const Sept 26 - May 2023 Hunt Branch Library Update - Page 4 October 4, 2022 Phase IV - Fencing Upgraded Security Fencing & Gates Throughout Property. 8 Foot Steel W/Pickets & Automatic Vehicular Gates at Basque. Awarded: Const Sept 19 -Nov 30, 2022 Phase V - Site Modification and Restriping of Parking Lot, Fire Ingress/Egress, Modification to Parking Lot Lighting, Accessibility, Trash Enclosure, Minor Irrigation/Landscape, Additional Fencing In Design: Construction TBD In addition to the site improvements being undertaken by Public Works, the Library department has also applied for a Universal Services Administrative Company (USAC) grant to upgrade the IT infrastructure within the building to bring it to industry standard levels. This item came before City Council on August 2, 2022. To fully operate the site, various scenarios could be envisioned whic h have different fiscal impacts to the City. Depending on the results of negotiations with applicants, clear delineations of costs will be needed for where the City’s costs begin and end. Staff would seek to confer viable proposals to the original Library Ad-Hoc committee which established the community guidelines incorporated into the informal RFP. The following scenarios do not specifically call out programming uses. The City would likely seek to use a portion of the site for various uses including: Hunt Site City Programming Costs Service Type Responsibility Description Library Operations In-House Cost (Library Staff) A portion of the library facility for library-like services Event Rental Space In-House Cost (P&R Coordinator) Renting portions of the site for special event revenue generation Community Programming In-House OR Partner Using portions of the space for various community groups SCENARIO 1 – Cost Share on Operations With Partner If potential proposals include a clear method for funding the operation of the site through on-site services which are revenue producing, the City will work through the planning and review process to identify if such a plan is viable. The following matrix demonstrates a 70% partner and 30% City cost-share scenario where library staffing is only two FTE’s including an Adult Services Librarian and a Senior Librarian. Staff augmentation for other site services provided by the partner based on their specific needs. (This scenario is based on a 70 - 30% partnership). The percentage split could vary depending on the proposals and review. City Council will receive a more specific financial scenario after review by staff and the Ad Hoc Committee (if authorized to review). Hunt Branch Library Update - Page 5 October 4, 2022 City Potential Operating Baseline Annual Fiscal Impact (Shared Ope rations) City (30%) Partner (70%) Salaries & Benefits (3 Librarians, 1 Sr. Librarian & 1 P&R Coordinator) 215,894.40 503,753.60 Professional Services (Security, Landscaping, Equipment Maint.) 58,410.00 136,290.00 Misc Supplies & Small Equipment Costs 270.00 630.00 Custodial Services (Day porter Service) 3,339.90 7,793.10 Telephone Costs (3 phone lines) 162.00 378.00 Electricity Costs 2,400.00 5,600.00 Sewer Service Costs 1,500.00 3,500.00 Liability Insurance Costs 9,996.00 23,324.00 Building Maintenance Allocation 9,000.00 21,000.00 Facility Capital Repair Allocation 1,662.60 3,879.40 Information Technology Costs (3 Computers & 1 Printer) 7,385.40 17,232.60 Group Insurance Cost 1,222.20 2,851.80 Total Cost Operations 311,242.50 726,232.50 Estimated Potential Facility Rental Revenues (60,000.00) (140,000.00) Total Est. Annual Net Cost Share for Baseline Operation 251,242.50 586,232.50 Site Specific Programming Costs TBD TBD SCENARIO 2 – Full City Site Operational Costs There are fiscal impacts should the City choose to operate the site in any manner. The fiscal impacts range depending on the obligations through a negotiation with a partner, but such costs would need to be reallocated f rom other existing programming to address this need. For discussion purposes, city costs to operate a baseline facility would be in the range of $800,000 to $850,000net cost annually after estimated revenues of approximately $200,000. Also, some of the costs (specifically for the Library would be applicable under either scenario). If City Council directs the City Manager to work on a partnership proposal, the City Manager would seek both financial and programming partners. Some potential partners have indicated that they can contribute from $30,000 to $50,000 annually for a specific number of years, but no commitments have been made as of this date. Additionally, there are one-time costs associated with operations which include furniture for the site and one-time capital contributions for landscape and screening. The following matrix shows possible costs for year one alone: City Potential Operating Baseline Annual Fiscal Impact (City Alone) Salaries & Benefits (3 Librarians, 1 Sr. Librarian & 1 P&R Coordinator) 719,648.00 Professional Services (Security, Landscaping, Equipment Maint.) 194,700.00 Misc. Supplies & Small Equipment Costs 900.00 Custodial Services (Day porter Service) 11,133.00 Hunt Branch Library Update - Page 6 October 4, 2022 Telephone Costs (3 phone lines) 540.00 Electricity Costs 8,000.00 Sewer Service Costs 5,000.00 Liability Insurance Costs 33,320.00 Building Maintenance Allocation 30,000.00 Facility Capital Repair Allocation 5,542.00 Information Technology Costs (3 Computers & 1 Printer) 24,618.00 Group Insurance Cost 4,074.00 Total Cost Operations 1,037,475.00 Estimated Potential Facility Rental Revenues (City Alone) (200,000.00) Total Est. Annual Net Baseline Costs 837,475.00 Site Specific Programming Costs TBD While the operational costs for the site are significant, staff remains confident that the value of the location, coupled with the improvements to the building should attract a viable partner which is willing to either share in the responsibility or fully accept the operating costs for the site. The location has the potential to be multi-purposed and can be creatively used while still achieving the outlined community goals from the Ad-Hoc committee. While the informal RFP speaks to market-rate lease rates as well as a CPI based escalator as factors, these costs are negotiable based on the proposals received. The community benefit of an active site which provides services for the community broadly, as well as meeting community needs would be a value add to the City. City Council consideration should also include the fact that the City does not have any specific budgeted appropriations for the Hunt Branch Library beyond the site improvements. As previous staff communications have indicated, the site was initially closed due to poor fiscal conditions which have not improved significantly. From a programming perspective, a partner organization would need to fully realize the programming costs or contribute accordingly. There are opportunities for Library staff to support in achieving programming goals. The programming may be broad in nature, but would best fit the goals within the RFP based on the Ad-Hoc recommendations of:  A Creative Community Space  A Welcoming Space for The Public  A Site Which Encourages Curiosity  A Site Which Serves as a Hub for Activities, Programs, Events and Classes  A Site Which Facilitates Greater Literacy Throughout the Community. Based on the scenarios outlined, staff is seeking feedback from City Council as well as the best direction and avenue to proceed as it relates to the future utilization and function of the of the Hunt Branch Library. Hunt Branch Library Update - Page 7 October 4, 2022 Attachments:  Attachment 1 – Informal RFP  Attachment 2 – Listing of All Entities Contacted cc: City Manager Eric J. Levitt 0 0 PREPARED BY: MUSEUM OF MAKE BELIEVE Hunt Library Proposal 1 1 Museum of Make Believe P.O. Box 1702 Anaheim, CA 92815 www.museumofmakebelieve.org info@museumofmakebelieve.org Contact: Amy Mitchell Executive Director amy@museumofmakebelieve.org 773-973-6135 2 2 CONTENTS: Introduction ............................................................................................................................... 4 Museum of Make Believe Overview .............................................................................................................................5-6 Market Analysis Summary: ……………………………………………………………………………………7 Why Museum of Make Believe is a Fit for Fullerton ..........................................................................................................................8-10 Floor Plan ..............................................................................................................................11 Site Utilization ..............................................................................................................................12 Organization Chart …………………..................................................................................................13 Programmatic Goals and Samples .........................................................................................................................14-18 Safety, Security, Finances ……………………………….........................................................................19-21 Concept Art and Logistics ……………………………………………………………………………….20-24 Samples of Past Events and Artwork …..…………………………………………………………………………...25-30 3 3 3 Introduction: As Orange County residents and leaders of a 501 (c)(3) non-profit, Museum of Make Believe, we have been eagerly watching the news of the Hunt revitalization project. We are honored to submit a proposal for consideration as we have been looking for the right location to house the permanent home for Museum of Make Believe. Over the years, there have been some memorable moments at many of our exhibits that have helped us shape our priorities. At one exhibit there was a little girl, of maybe eight or nine years old. She was one of hundreds of young children visiting the exhibit filled with original fairytale stories written to pair with a wide variety of artwork shown (miniatures, painting, music, short films, etc.). Her parents later emailed us to let us know how much the exhibit changed her for the better. She had never been to an art exhibit before, but because it felt accessible and relevant with stories that she connected to, it inspired her. She began making up her own original stories about the characters she had seen at the exhibit...she told them to her parents at night before bedtime. She began drawing, painting and writing until she made her own book. At another exhibit, there was a sculpture of a small dog (made entirely of felt and collected materials). The story on display with it was an original and bittersweet fairytale about living a full life and the process of aging. A great grandmother attending with her family came up to us with tears in her eyes explaining how much the story meant to her. To see that kind of connection spanning across an age difference of well over seventy years (from the grandmother to the little girl) was incredibly heartwarming. Experiences like these have helped to solidify our mission...storytelling and the arts is about connection, about shared humanity, about allowing us to connect with our kinder and more empathetic selves so that we don’t focus on our differences but rather our similarities. It is our main goal to provide an arts educational entertainment experience that touches, even changes the people that view it. We would be honored to bring this to the city of Fullerton! Best, Geoff and Amy Mitchell Museum of Make Believe Founders 4 4 4 Museum of Make Believe Overview: Museum of Make Believe is a not-for-profit 501(c)(3) organization dedicated to preserving the timeless art of storytelling within a uniquely creative environment unlike anything guests have seen before. Through entertaining and thought-provoking exhibits that offer a truly magical twist on the idea of seeing contemporary art, our dedicated staff and artists seek to inspire the young and old alike with a warm feeling of something familiar and a reminder of childlike mystery; awakening feelings our guests may have forgotten and are longing to remember. We are proud to be part of the tremendously creative Orange County area and pledge to contribute to the region through a wide variety of educational opportunities, creative courses and workshops for local youth as well as the entire Orange County community. By providing unique and meaningful arts programming for all, we will build a lifelong audience for the arts. We plan to offer a dynamic and constantly-evolving program, as well as maintaining the age-old tradition of apprenticeship programs, partnerships with our local schools, outreach to local artists and other non-profit organizations. There is no question that the arts are integral to the well-being of society. Involvement in the arts increases civic engagement, allows us to build empathy for others, and allows us to consider the human condition of the world around us. However, funding and access for the arts continues to drop dramatically despite the benefits to the overall health of civil society. A 2018 impact study by RK&A was recently completed to study the effects of single- visit art museum programs on students in grades fourth through sixth. The findings were that just one visit increased students questioning (and thus imagination), deepened their interpretations of the art itself and increased their emotive responses. Clearly the arts allow humans of all ages, in particular children, to engage both their minds and their hearts. Our goal as a museum is to provide a way to fill this gap in creativity and imagination. The mission of the Museum is to support and promote public interest, awareness, knowledge and education within the visual arts in Southern California. To this end, the Museum shall, among other things, develop and maintain a collection of original works of art of the highest artistic merit dedicated to preserving the timeless art of storytelling within a uniquely creative museum environment. 5 5 5 Museum of Make Believe Overview Continued: Museum of Make Believe invites our guests to step into a fantastical world of miniature scenes, puppetry, dreamlike paintings, thematic lighting, costumes, film and sound, all depicting original tales of the mystical and mythic. The stories are timeless and somehow familiar, as if conjured from a shared memory; or an imaginary world that has to be believed to be seen. We will house a permanent collection of works created by a team of supporting artists. The collection will be designed to change throughout the year allowing us to showcase the work of our artistic team. We will offer a number of outreach and apprenticeship programs as well as docent and artist led tours and seasonal special events. We are fortunate to operate on a European model in which we already own and house a large collection of artworks which eliminates the need to purchase or rent a collection. Along with our main museum gallery, we will have our giftshop on site. The Misfit Emporium gift shop, will sell affordable high-quality art supplies, handmade toys, and other unique items. Guests will also be able to visit our enchanted ice cream shop and cafe, The Dream Parlor, and enjoy some surrealistically sweet treats. As the story goes, this magic parlor of electrified- blue appeared miraculously overnight in the year of 1857 to the amazement of the bewildered old west settlers of the region. The cafe will be a piece of life size scale artwork in itself. 6 6 6 Market Analysis Summary: Museum of Make Believe will be focused on serving all of those seeking to nurture their creative imaginations. We will create a unique environment in which everyone is free to imagine, create and welcome the arts into their lives. This environment will appeal to a broad cross-section of all people without regard to racial, educational, or economic background. Using a broad definition of our market, every person in our general vicinity with an interest in the arts is a potential consumer of the programs and services offered by our Museum. If we were to temper that broad definition with a geographic boundary of Orange County, we still have the opportunity to reach a vast market, the entire 791 square mile area. Simply stated, there are literally millions of households that meet this market definition. Our core market is customers of any age and background interested in the visual arts. We feel that in order to establish a foothold within this vast market and create brand awareness for the unique and high-quality programs we are offering, we need to focus our initial marketing efforts on a smaller market segment. The initial marketing effort will extend through our first twelve months of operation and target a market segment within a fifty-mile radius of our location in Fullerton. We want to provide as much as we can for this community. By any measure, this remains a richly populated market that also includes a record-breaking 50.16 million tourists who visiting Orange County in 2018, according to a visitation report by the Orange County Visitors Association. There is no known organization in the Orange County area that offers the unique art experience provided by Museum of Make Believe. Alternatives come from such Orange County area institutions as the Bowers Museum of Cultural Arts, Muzeo, the Hilbert Museum of California Art, the Laguna Art Museum, and the Irvine Museum, however, these institutions do not have the unique singular focus of creating an immersive art experience focused on storytelling. Through our focus on the visual arts immersive experience, we are positioned as a premier source of arts education, enrichment and enjoyment for the entire Orange County area. Our offerings will include a diverse range of programs and activities on a rotating calendar basis, ensuring a fresh experience for even the most frequent visitors. 7 7 7 Why the Museum of Make Believe is a Good Fit for Fullerton: We believe we are a great fit to fulfill the needs of the community of Fullerton. Below we will address the ways that we fit the requested needs. *Request: A Creative Community Space Fit: The Museum of Make Believe is designed to nurture creative imaginations through the visual and performing arts, created so that everyone is free to imagine, create, and welcome the arts into their lives. We offer most of our events as free to the public or by suggested donation which allows access for a large part of our community. The Museum is designed to appeal to a broad cross-section of all people without regard to racial, educational, or economic background. We are fortunate to be in one of the most diverse cities in America, with a diversity percentage of well over 60%. We work to market to this diverse population and to seek out diverse artists to support our mission. An informal audience survey has shown that our exhibits and events appeal to age groups from 1 to 101 and we have seen guests from all ethnicities, gender, sexual orientations, and socioeconomic backgrounds take part. Orange County, CA (in particular, Fullerton) is a unique community and is considered an economically distressed/opportunity zone location which means that we need to be especially cognizant of the lingering effects of the pandemic and the transition to an almost all virtual world. This was especially difficult for families that are housing insecure or who don’t have the socioeconomic means for digital access. We believe that storytelling and the arts is a crucial way to rebuild community, especially in a world that is more divided than ever. Furthermore, COVID has created an even deeper socioeconomic divide in our communities. As the world has moved to becoming primarily digital, it is often easy to assume that everyone has the same access to stable internet in order to learn, engage, and work. However, the images on the news of young students sitting on the cement outside of fast-food restaurants in order to use free WIFI has highlighted the faultiness of those expectations. Our goal is to reclaim a space where everyone is welcome with no special devices or access needed. 8 8 8 We hope to recapture the sense and spirit of a true community and to give a safe place for people to create through storytelling and the arts ultimately creating a kinder more empathetic society. By providing unique and meaningful arts programming for all, we will build a lifelong audience for the arts that will extend well beyond this divided new world. *Request: A Welcoming Space for Public Fit: Museum of Make Believe by default appeals to all ages, but with our emphasis on storytelling we are a particularly good fit for families, teenagers and preteens. At the Museum of Make Believe our goal is to create an inclusive accessible museum, in which every person feels not only comfortable but also wholeheartedly welcomed in our spaces. This includes not only thinking about physical access but also about creating programming and resources for a variety of those that need accessibility. It is important that our services are accessible to all people including those with disabilities or special needs. We have the strong belief that every person has the right to live with dignity, equality, comfort and independence. To this end, we strive to create a variety of options for our audience to connect with our work by offering sound, visuals, scent and touch in order to create a full sensory experience rather than solely relying on sight or a single sense that might be impaired. *Request: A Site Which Encourages Curiosity Fit: Our entire vision is designed to encourage curiosity. See below for some detailed ideas in regards to our immersive museum concept. In our Main Gallery where we invite you to explore a magical world of make believe! Climb up our giant storyteller tree, find charming animals and miniatures hidden among the branches. Step onto the deck of a vintage wooden ship and seek out hidden treasure, enter the writer’s room to get lost in a world of fairy tales and ghost stories, enjoy the mesmerizing paintings in a forest of giant brightly colored mushrooms. The Main Gallery will be a captivating space filled with sound, video, miniatures, installations, paintings, sculpture and much more! Do you remember catching fireflies in an old mason jar and lying in the grass watching them glimmer at dusk before flying away in spectacular trails of burning light? Our Enchanted Forest room perfectly captures that childhood feeling. In this special room, it is always night inside…this enchanted forest is filled with stepping stone paths, the sounds and sights of the woodland, exotic flowers, and tiny lights dancing all around. The entrance to the Museum of Make Believe will take you down a dusty wood-planked Old West boardwalk. 9 9 9 Our friendly staff will be ready to greet and guide you into either the Main Gallery or our Dream Parlor Café which is reminiscent of a 1950’s old fashioned soda fountain. At the Dream Parlor Café you can enjoy unique ice cream treats and sweets as well as tempting drinks like the Shooting Star Sipper, a white hot chocolate made with fresh blueberries. Or Fricka’s Magic Elixir a tart lemonade that changes to a bright purple as you add in a secret shimmering potion. Request: A Site the Serves as a Hub for Activities, Programs, Events and Classes (including facilitating greater literacy). Fit: Although our main mission is as a museum, our true goal is to be a cultural hub. To that end, we want to encourage creativity in a number of ways including a free apprentice program for young artists. This program will encourage students to study arts, offer free one-on-one instruction with a lead artist, help with portfolio development for the college application process, help young artists build a body of work, encourage the creation of storytelling through the arts. We also want to offer creative workspace, hands-on workshops and art instruction, storytelling events, writing classes and more! To best tend to the needs of our community, one commitment we have made is to always have at least one Spanish speaker on hand representing the museum at our events. This has been important to us to allow for accessibility and inclusion to all of the families in our community attending our events and it allows multiple generations of the same family to come out and enjoy the experience without anyone feeling excluded. We have also made a commitment to offer plenty of inexpensive arts enrichment opportunities. For example, last May we hosted an event that included twelve free hands-on activities with all of the supplies included (this was everything from flower planting to puppet making to learning to use an original telegraph). We want to create this affordable arts experiences for all generations to enjoy together while keeping in mind that needs of our community while considering affordability. We have seen so many wonderful educational and entertainment venues offer out of reach prices. 10 10 10 Floor Plan: • Reserved for Library Use (962 Square Feet) • Audio Visual Room Listening Room (329 Square Feet) • Art Exhibit Space (1691 Square Feet) • Art Exhibit Space, Enchanted Forest installation (896 Square Feet) • Art Exhibit Space with room for teaching workshops (1276 Square Feet) • Dream Parlor Café, museum café (796) square feet • Dream Parlor Café, outdoor seating • Museum gift shop, ticket booth, and staff office (400/290/110 Square feet) • Storage/Supply Area (343 Square Feet) • Community Art Display area (120 Square Feet) 11 11 11 Site Utilization: We want this space to feel like a community hub for everyone who enters. To this end, we will offer as many hands-on opportunities and areas of interest to entice people to the location as possible. We would use a number of the spaces as our immersive art installation areas full of sensory details. In one of the spaces, we will create room to teach our hands-on workshops and to hold storytelling events. We will also dedicate some areas to our museum café, museum gift shop and ticket booth. There will be a digital listening lab as well as an area to display community artwork. The many lovely outdoor spaces will be utilized to create comfortable lounging areas, reading nooks, café seating, and a community garden. 12 12 12 Organization Chart: Director of Creative Operations (full-time) Executive Director (full-time) Assistant Director of Marketing and Communications (25 hours a week) Assistant Director of Education and Visitor Experience (30 hours a week) Chief Financial Officer (10 hours a week) Artistic Team (2 positions, part-time 25 hours per week) Visitor Services Staff (2 positions, part-time 25 hours per week) Security/Janitorial (2 positions, part-time 25 hours per week) The Dream Parlor Cafe Manager (full-time) The Dream Parlor Cafe Staff (2 positions, part-time 25 hours per week) Our goal is to run with a lean of a staff as possible and to have a good number of docents that volunteer their time for gallery hours, workshops and events. 13 Board of Directors Founder and Creative Director Founder and Executive Director Asst. Director of Marketing and Communications Asst. Director of Education and Visitor Experience Visitor Services Team (2) Docents Security and Janitorial Team (2) Chief Financial Officer The Dream Parlor Cafe Manager The Dream Parlor Cafe Team (2) Artistic Team (2) 13 13 Programmatic Goals and Samples: The new immersive pop-up model of museums has been widely successful in offering a new experience driven opportunity to bring visitors into a number of cities. It is these current historical trends in the arts that we look to as models of success. Part of the reason for the pop-up success is that the focus has been on creating unique experiences for guests. It also takes the headiness out the arts and makes art museums more accessible, even fun. Meow Wolf in Santa Fe is one of those historical markers. It was the first of its kind that started with a couple of penniless artists who found an investor and created an interactive arts experience. They have now opened five locations. The main difference between their model and ours is that they create large- scale immersive single art exhibits. Our focus instead is to display individual works of art within immersive environments rather than the environment being the piece of art. As a nonprofit, we are dedicated to providing arts experiences and educational opportunities for the community. These experiences cross multiple disciplines, are engaging, encourage connectivity and participation, and foster a lifelong love of the arts. Ghost stories and fairy tales are among the most beloved and enduring forms of storytelling; and one of the innovative features offered through this museum is its special events, which are designed to bring people together for the deeply human experience of sharing stories. These events weave together methods of storytelling that accent and add depth and understanding to the artwork. In addition to the classic “around the campfire” style of storytelling, we will offer shadow puppet shows in our vintage theatre, classic authentic magic lantern shows, as well as costumed impersonations of authors or even appearances of characters from the work in the museum. A particularly exciting aspect is that we are able to draw greatly upon local talent in the community. Most importantly, these events are designed to engage and entertain the public and attract first-time guests to the museum, creating new and lasting patrons for the museum. Here are sample marketing descriptions of past events: 14 14 14 Ghost Stories in The Gallery: Join us for an evening of storytelling as locals and authors share their stories of ghosts and the supernatural. Our main gallery will provide the setting for this evening that will offer up a blend of tales about real local haunts as well as original fiction by talented regional authors … and perhaps a few revealing stories about the spirits of the museum itself. So, have a seat by our campfire, let us make you a s’more, and enjoy our special evening of entertainment. An Enchanted Fairy Tale Afternoon: Join us for a special afternoon of fairy tales told in our mystical forest setting that will surround you with the aura of woodland creatures. Our special guest, Charles Dickens, will join us in full Victorian costuming as he tells a little-known Dickens’ tale. A miniature theater will set the stage for an authentic early 1900’s magic lantern show with hand-painted glass slides and original fairy tales, followed by various local authors and an exciting shadow puppet show! We will close with a few more surprises and a sweet treat. Tea Party and Make Believes: Everyone’s mad here! We invite you to join us at our dream table for a surprisingly surreal Victorian Tea Party and Make Believe! Come enter our playful world and enjoy a full high tea with special sweets all served within the setting of our museum. Accented by vivid giant flowers, mushrooms and a kaleidoscopic multicolored glow, entertainment will include a special scavenger hunt, tarot card readings and magic performances … all led by our fantastical cast of characters inspired by the world of Lewis Carroll. Curiouser and curiouser costumes are encouraged! Below there are samples of an exhibit planned for one of our main galleries, a three-day storytelling festival the museum would host and our ghost story and fairy tale evenings. 15 15 15 15 This exhibit makes use of one of our original tales in which an abandoned amusement park comes alive in the middle of the night. A young boy named Evander runs away from home and finds this magical park filled with a colorful cast of characters. He is the only one that can save this special place. This exhibit includes a vintage radio listening room that plays our radio drama that tells this story in three-parts. The immersive environments will be a forest setting that also includes things like old carousal animals, vintage popcorn carts, and carnival tens. Paintings on the wall would include similar imagery, as well as sculptures and miniature work. At a certain point each night, the lighting would change, a soundtrack would come on and it would be as if everything suddenly came to life. Strange Secrets of Starlight Park 16 16 15 This festival will provide the opportunity for artists to share the work that they created in a three-day, immersive, interdisciplinary, creative arts and storytelling festival that focuses on folklore and shared experience. This festival will transport participants to a place of magic and mystery where they will experience the charm of nostalgia and the spark of imagination through original stories, fine art, theater, and a wide range of hand-on activities that will integrate culture and art. This festival will include local artists, performers, and storytellers along with workshops to help participants find creativity in their own stories. This festival is designed to bring people together for the deeply human experience of sharing their stories. These events weave together different methods of storytelling that add depth and understanding to the artwork displayed. Guests will learn about the power of storytelling and take part in becoming authors of the culture of their times. This will be an exciting opportunity to bring together experienced artists and novices Festival of Make Believe 17 17 These are stories that are timeless and universally loved by nearly everyone. These events bring endless possibilities, by including evenings that tell spooky tales, have guests learning to create their own miniature potion bottles, even making their own miniature ghost story books. Various local authors can tell their tales, even audience members might want to share a tale. For our fairy tale events, we tell stories through a number of vintage forms from magic lanterns to shadow puppets to historic re-enactors. This concept will also tell a variety of fairy tales through progressive dioramas - miniature rooms that are inset into walls (or a tree trunk). The setting is also somewhat of a surreal wonderland of colorful and giant mushrooms, unusual creatures, amazingly large and vivid flowers and butterflies. After an evening in this wonderland of fantasy, guests exit back to reality with a deeper understanding of the importance of human connection through tales. Ghost Stories & Fairy Tales 18 18 Safety, Security, Finances: The security of the historic Hunt Library is something that we take quite seriously, as well as the security of the art collection that will be housed inside the library. To protect the space, we will work to ensure proper installation of security cameras and motion sensor lights. We will also have a daily security guard that monitors the inside of the space during operating hours. We agree wholeheartedly with the City’s position that once occupied and operating as a high-traffic Museum, vandalism will no longer be an issue, but out of respect for the historic space and our own business, we will do everything we can to protect the Hunt. We expect to spend $2,000 on hardware for security equipment, $200 a month for cameras and $3,500 a month on security guards. We are currently in the middle of our capital campaign to raise the funds for a smaller preview museum space. The Hunt would allow us to realize our larger vision more quickly which includes larger square footage and a bigger staff. The chart below represents our current fundraising efforts; however, we would raise the funding bar for the Hunt location. 19 19 19 Competitive Edge We start with a critical competitive edge: there is no competitor we know of that is offering this unique immersive art experience! A key strategy for the Museum of Make Believe is membership growth as a mechanism to drive recurring revenue. By extending a value proposition to our target market in the form of comprehensive membership benefits, we expect to quickly expand our membership. Our membership plan is structured to allow members to determine the frequency of visits to the museum and the degree of participation in special programming. We will offer four levels of membership. The first is a charter membership level which will be an honorary founding year membership for a fee of $35. The second is an annual individual membership that includes one guest for a fee of $85. The third level is an annual family membership for up to four family members for a fee of $105. The final option is a lifetime membership for $2,500. All memberships include an artist-made gift as well as a percent discount on retail purchases, in the cafe, and for events. Each member will also receive free entry each year to one special event as well as a private invite to an annual membership only meeting. There will be additional perks for the Penguin Club Members. Closely related to membership, but anticipated to be a larger source of revenue, are fees from general admissions. Through a grassroots approach, we will continually communicate the compelling influence and value that attendance at Museum of Make Believe will deliver to the public. Targeted advertising and networking throughout a very active local community will allow us to focus on continually bringing first time attendees to the museum. Once inside, we will rely upon the vibrant environment and our staff to spark interest in our programs and workshops. By reaching attendees, people who have already made the initial step to engage in our experience, we anticipate a high degree of interest and participation in revenue producing activities such as workshops and special events. We recognize that a strong internet presence is an opportunity to extend our market reach in a manner consistent with our mission. Initially, our direct marketing efforts will be locally focused, but we will rely upon a dynamic and informative website to support our efforts, while broadcasting our message to a much larger audience. The goal of our site is to create interest, inform and entertain visitors, facilitate requests for membership, renewals and registrations, and generate additional revenue. 20 20 20 We will direct visitors to our site through consistent references in all of our marketing materials and the strategic placement of links to our site from other related websites. Building and maintaining a solid database of potential customers will be critical to the success of our outreach programs. We are planning direct mail and telemarketing campaigns, and will offer general informational on-site outreach to all interested groups. Additionally, we are developing a prospect database of persons who may be interested in making a financial contribution and/or giving their time as volunteers. Fundraising Strategy More than one-half of the Museum's annual revenue will be generated by a combination of membership, admissions, programming, retail sales and related activities. The remainder of our funding will be generated by the following activities: • The writing of grant proposals to secure grants from California foundations. • The solicitation of members of the Board of Directors and other individuals for financial contributions. • The solicitation of corporations and small businesses for financial support. • The pursuit of large-scale in-kind donations from major retailers. • An annual large-scale benefit gala event. • Family benefits and special events. • A variety of small-scale fundraising activities such as a partnership with a local coffee roaster, Amazon Smile, and selling our own branded merchandise. • Rentals for events such as weddings. • Dream Parlor Café sales. 21 21 21 Concept Art and Logistics: Museum Operating Hours: Wednesday, Thursday: 11:00am-8:00pm Friday and Saturday: 11:00am-9:00pm Sunday: 10:00am-8:00pm (open 48 hours a week, five days) *Hours can be modified to best suit the space and audience* Admission price: $15.00 for adults, $10.00 students, children and seniors, children under age of three free, community free days offered as well. Average daily attendance expectation/goal: 100 (500 per week, 24,000 per year) Projected daily income ticket sales: $1,375 Dream Parlor and shop projected daily income: $500 (on average 50 people a day spending $10) Total Daily Goal: $1,875 Weekly income: $9,375 Monthly income: $37,500 Additional income from events/rentals each month (at least one per month): $2,500 Monthly projected income total: $40,000 22 22 22 Our main gallery rooms will be immersive spaces filled with large scale “prop” pieces, unique lighting effects, immersive sound, paintings, sculpture, film, and storytelling in miniature 1/7 scale artwork. Our enchanted forest room will be designed to be a unique space where it is always night, filled with lighting effects, a forest setting and sculptures. This room will have a unique immersive soundtrack and will be available for rentals. 23 23 23 The Dream Parlor Café is modeled after our 1/7th scale miniature ice cream parlor and will provide guests a chance to relax with a sweet treat or coffee, while providing an additional revenue stream. 24 24 24 Samples: Make Believe event held in May of 2021. A free event to the public which sold out at 150 people. The event included 12 activity booths, a stage show with storytelling, magicians, and live performances. Halloween event held last October that sold out at 90 guests. Guests learned to make miniature ghost story books, potion bottles, musical instruments and participated in a costume contest. The entire event was livestreamed as well. 25 25 Our virtual world puppetry day event held in 2020. Some of the amazing entertainment included: • "Zero", a stop motion film by Zealous Creative tells the story of a misfit born into a world of numbers who soon discovers that through determination, courage and love, nothing can truly be something! • "Lotte that Silhouette Girl" (a short film by Trick Studio that qualified for the Oscars in 2018) tells the fascinating fairy tale story of Lotte Reiniger, a papercut animator, inventor, storyteller and trailblazer! • A visit from the Atlanta Center for Puppetry Arts, home to the world’s largest collection of Jim Henson's art. 26 26 2021 and 2022 Children’s Art Day free craft booths. Well over 750 families attended and make magical wishing chimes and fortune kites that each came with an original story. 27 27 A variety of our original characters and live event images, including our fairy tale events, Christmas Storytelling, and part of our entry for the Anaheim Halloween Parade. 28 28 We are known for our unique miniature artwork that tells ghost stories and fairy tales in 1/7th scale miniature. 29 29 Thank you for your time and consideration! T H E H U N T L I B R A R Y R E V I T A L I Z A T I O N & C O M M U N I T Y E N G A G E M E N T P R O J E C T P A R T N E R S H I P P R O P O S A L P R E P A R E D B Y Submitted to: City of Fullerton Gifted to the City of Fullerton in 1962, the 10,500 sq. ft. Hunt Branch Library served as a second branch to the city’s main public library for 50 years until its closure in 2013. Because of its strategic location in the center of West Fullerton and historic design by renowned architect William Pereira, the Library and its surrounding space is both a local landmark and nationally registered historic site. The Hunt, while not in operation, remains a historically significant property that to this day gathers much community interest in reviving the space. In 2019, the Library secured $2.5 million through the efforts of Assemblymember Sharon Quirk-Silva, and in 2021, secured an additional $2.75 million in funding through a joint request made by State Senator Josh Newman and Assemblymember Quirk-Silva. Beginning in 2019, the City of Fullerton also partnered with Arts Orange County and Heritage Future, seeking to bring literacy and cultural programming to the site. In 2021, the Fullerton City Council approved moving the dog park to Brea Dam Park, opening up the space presently occupied by the dog park on the Hunt grounds. These events reflect a unique opportunity for a non-profit and city partnership that can revive the historic building and grounds so that the Hunt may once again serve as a thriving arts, cultural, and community center for Fullerton residents. INTRODUCTION City of Fullerton 2 CONTENTS Minimum Qualifications Newport Partners, LLC..............................................4 KCS, Inc. ....................................................................5 Scope of Services Preservation of Library Function.............................10 Arts, Culture, and Literacy Programming...............10 Program Options......................................................12 An Added Community Focused Approach.............13 Rationale...........................................................13 Community Needs & City Priorities..................14 Program Options...............................................15 Programs at a Glance: A Sample Month................18 Property Management Approach Development of Facility...........................................19 Proposed Staffing & Organization..........................20 Security Planning & Prioritization...........................22 Floor Plan.................................................................23 Financial Qualifications Program Budget.......................................................24 Financial Qualifications...........................................26 Implementation Schedule.......................................28 Work Samples...........................................................29 Proposal Summary...................................................34 CITY OF FULLERTON CITY COUNCIL Mayor Fred Jung, District 1 Mayor Pro Tem Bruce Whitaker, District 4 Councilmember Nick Dunlap, District 2 Councilmember Jesus Silva, District 3 Councilmember Ahmad Zahra, District 5 CITY MANAGEMENT Eric Levitt, City Manager Judy Booth, Library Director Sunayana Thomas, Interim Director of Community & Economic Development Alice Loya, Deputy Director of Parks & Recreation Derek Wieske, Principal Civil Engineer/Acting City Engineer Anissa Livas, Acting Senior Administrative Analyst Hunt Partnership 3 MINIMUM QUALIFICATIONS City of Fullerton 4 Newport Partners, LLC Newport has over 20 years of experience developing, investing and managing primarily multi-family apartments that are affordable to low-income tenants utilizing low-income housing tax credits and in some cases the historic rehabilitation tax credits for historic properties. In addition, Newport also owns and manages commercial office/retail buildings of over 40,000 square feet with multiple tenants. Newport currently has eleven (11) projects under construction throughout California with over a half dozen in Southern California. In addition, Newport is currently working on over five (5) projects in pre-development expected to start construction within the next year. As a part of its developments, Newport works very closely with many governmental entities including Cities, Counties and State agencies. Newport understands the requirements and needs of governmental entities and has good working relationships with all levels of government. Newport also has strong relationships with most of the major financial institutions involved in financing projects. KCS, Inc. and its development partner, Newport Partners, together have decades of experience in serving Orange County, providing community, social and health services as well as real estate development and management experience. Established in 1977, Korean Community Services (KCS) has a 45-year-old history of a wide range of community-driven projects. KCS is a vibrant community-based organization dedicated to improving the well-being of vulnerable populations in a holistic and integrated manner by providing social services, counseling, and clinical healthcare services. KCS currently operates three divisions providing wraparound care to all of our clients and patients. KCS departments are as follows: KCS, Inc. The Community Health Centers provide community based clinical services such as COVID-19 testing; vaccinations/outpatient care; primary care; psychiatry; behavioral health therapy; addiction medicine; opioid use disorder treatment; acupuncture and chiropractic medicine; community mobile dentistry; disease prevention classes; cancer support groups; patient navigation; homeless shelter healthcare; and homeless street medicine. Hunt Partnership 5 The Community Services Department links community members to welfare and legal resources, including immigration services; census outreach and civic engagement; legal and tax clinic services; food bank and food access programs; nutrition and exercise; community garden; enrollment assistance; community education; senior and youth programs; County-contracted community mental health programs; and prevention programs. The Counseling Division offers mental health and wellness services including drug programs, family violence programs, parenting classes, anger management, and family support groups. KCS Community Health Clinics serve over 6000+ patients annually, while KCS Counseling and KCS Community Services provide services and programs for well over 10,000+ clients annually. KCS has partnered with local North Orange County organizations including Solidarity OC, Giving Children Hope, and OC United Together. KCS holds contractual relationships with California State University of Fullerton and St Jude Neighborhood Health Centers. KCS is the largest community based organization providing services to West Fullerton’s growing and sizeable Korean population. These connections reflect our strong knowledge of Fullerton and its community across its many represented demographics and cultures. A majority of KCS’ staff live in North Orange County, including Fullerton, and our key managers are all long-term residents embedded in Fullerton. The Executive Director of 28 years can still recall making regular trips to the very Library, where her son borrowed books and attended bilingual story times throughout his childhood. KCS already has one site established in Fullerton, located at the corner of Brookhurst and Orangethorpe, which offers counseling programs that serve all populations, but primarily low-income Latinx and white communities. City of Fullerton 6 Connection to Fullerton Over four-plus decades, KCS has forged significant, trusted relationships and collaborative partnerships with Orange County wide entities and local Community-Based Organizations (CBO), such as Latino Health Access, Orange County Asian Pacific Islander Community Alliance (OCAPICA), the Cambodian Family, Orange County Communities Organized for Responsible Development (OCCORD), Vietnamese American Cancer Foundation, Alzheimer’s OC and Mind OC. In addition to addressing basic needs, KCS is dedicated to cultivating cross-cultural engagement with the community. Community Engagement Internationally designated as a King Sejong Institute, KCS is contracted by the National Security Agency to provide foreign language instruction and cultural education. Hunt Partnership 7 KCS efficiently works with local government to impact the well-being of Orange County residents. KCS has partnered with the City of Buena Park through the city-led Buena Park Collective to provide healthcare services for the unhoused in the Buena Park Navigation Center and Covid-19 testing for residents during the pandemic. KCS also has two (2) years of partnership with the City of Irvine to implement Community Development Block Grant (CDBG)-funded outreach projects to provide whole-person behavioral health services for the city’s low-income populations. KCS has long-standing partnerships with arts and cultural organizations across Orange County, such as the Orange County Children’s Therapeutic Arts Center (OCCTAC), a premier Latino youth arts organization in Santa Ana, and the South Coast Chinese Cultural Center in Irvine. Outside of regular operations, KCS regularly participates in cultural festivals including the Irvine Cultural Festival, Arirang Festival, and Harvest Moon Festival, and this year marks the organization’s 10th year organizing the Annual Arts Festival hosted at the Bowers Museum. KCS operates through diverse revenue streams that include donations, foundation grants, county, state and federal contracts, and healthcare billing. KCS currently has $11 million in reserves, including both long-term and short- term investments, and $3 million immediate liquidity for investment at the proposed site. In 2021, KCS was bestowed a $1 million estate gift by a local Fullerton resident and awarded a $1 million earmark from Assemblymember Sharon Quirk-Silva. Best teamwork Financial Strength City of Fullerton 8 Over half of our annual budget is subsidized by healthcare reimbursement. Our donor base is a strong mix of contracts, philanthropic foundations, and donations. This includes restricted grants and unrestricted fee for service programs. Managing over forty contracts, designations, licenses and other projects, KCS operates within a varied and stable revenue stream environment ensuring long-term sustainability. KCS manages nine (9) leases throughout Orange County: three (3) in Garden Grove, two (2) each in Irvine and Buena Park, and one (1) each in Anaheim and Fullerton. Two of our leases are over 10,000 sq ft, one in Buena Park and another in Anaheim. With a yearly budget of $15 million in 2022, KCS observed a 400% growth since 2018. Three (3) years ago, the Fullerton community underwent a preliminary planning process through the efforts of ArtsOC and Heritage Future. The results of this effort, which involved 36 stakeholder interviews, 3 visioning sessions with over 100 attendees, and 803 responses to an online survey, were published in a report in July 2021. KCS is grateful for ArtsOC and Heritage Future and their work conducting preliminary programmatic planning and assessing community needs for the Hunt’s revitalization. KCS acknowledges the efforts of the Save the Hunt Library organization and their dedication to preserving the historic Hunt space for public and community use. KCS especially recognizes the efforts of Judy Booth, former Branch Manager of the Hunt and current Library Director of the Fullerton Public Library, and long-time community organizers and residents of Fullerton. KCS is in complete alignment with the ideas that were carefully consolidated through this community assessment process. KCS seeks to further enhance these ideas to best revive, operate, and maintain the Hunt space. KCS also shares the vision and mission to make Hunt Library a place that is “accessible, adaptable, and designed to evolve and fit the needs of the community" (Heritage Future & ArtsOC, 2021). SCOPE OF SERVICES Hunt Partnership 9 Confirming the efforts of the Save the Hunt organization, KCS honors the Hunt’s history as a beloved Library. To reduce the costs and burden of extensive cataloging, referencing, transferring and maintaining stacks, KCS will collaborate with the Fullerton Public Library to implement an integrated library system via "e-branch" services, evaluated and catalogued by the main library. With systematic planning, effective partnerships between the main library and satellite library stakeholders, such as the Hunt, can expand access to library services and resources to Fullerton residents. KCS seeks to coordinate with the Fullerton Public Library to discuss the development and best practices for a mutually beneficial relationship between the main library and satellite library partners. The proposed scope of services for the revitalization of Hunt can be divided into three main sections: Preservation of Library Function City of Fullerton 10 Arts, Culture, & Literacy Programming According to prior community stakeholder input, Fullerton residents see the highest priorities for the Library’s function as: first, improving literacy and knowledge and second, engaging youth in creative practices and life skills (Heritage Future & Arts OC, 2021). As an experienced cultural and language instruction organization, KCS will integrate our model of foreign language instruction and education into the Library’s programming, providing classes for both youth (i.e., summer camps and after-school programs for grades pre-K through 12) and seniors, a population that 55% of community members vouched for needing literacy, arts, and culture programming. KCS will work closely with community members to efficiently merge our programming with library features of the Hunt. Fullerton residents reported that they participate in arts and cultural activities weekly, monthly, or several times a year (65% of online respondents). The top three favorite ideas for hands-on arts and culture activities included: Festivals (55%) Concerts (47%) Library Programs (41%) In addition, more than half of survey respondents are interested in programs at the Hunt being offered in foreign languages, primarily Spanish (81%) and Korean (50%). In accordance with the recommendations set forth by ArtsOC and Heritage Future, KCS is willing to subsidize the following activities as outlined in the report. KCS will explore subcontracting with a café to compliment the Library’s programmatic functions, which 45% of community members vouched for. More than half of community input (65%) also support the utilization of indoor space for lectures, workshops, classes, and rentals, especially for local organizations that need office space. KCS will coordinate with Library and Community Development departments to identify and approve proposed activities with prioritization for community interests. Hunt Partnership 11 Below is a detailed programmatic grid of proposed activities, programs, and services largely inspired by previous community input and stakeholder goals, as well as KCS’ own knowledge of the City of Fullerton and its community. It is not a fixed nor comprehensive list: Program Options *Programs are in line with services already operated by KCS and respective partners. City of Fullerton 12 Hunt Partnership 13 An Added Community Focused Approach to Utilization Rationale The City’s former partnership proposed to seek grants funds and special event rentals to subsidize a majority of their programmatic goals. While KCS will also utilize these revenue streams, as a long-standing and financially sound non-profit, KCS understands that such revenue sources ebb and flow. Therefore, more sustainable funding is proposed to subsidize the programmatic goals outlined above. In addition to arts, culture, and literacy programming, the integration of community based services and programs at the Hunt is proposed as the final scope of services. To sustain the operations of the Hunt grounds, an additional building will be necessary, on site, in the appendage area shown below (marked in red). KCS envisions the community center and the Hunt as a singular unit– for instance, visitors may make their way to the community center to participate in citizenship classes that KCS operates in partnership with the California Department of Social Services. These visitors may also visit the citizenship fair KCS will hold at the Hunt Library, attracting more visitors to the Library and making the site a functional space for community members. In line with KCS’ commitment to protect the historical nature of the building, no modifications will be made, nor will there be additional buildings added to the Hunt building itself. However, the construction of an additional community-based services space in alignment with the Public Land zoning requiring “municipal use” is proposed, to be further refined in coordination with the City Manager. KCS is amenable to working with the city and other community stakeholders to implement this plan in a reasonable manner. However, this proposal cannot move forward without assurances that KCS be allowed to generate sufficient revenue to cover the costs of proper maintenance and staffing needed to preserve the Hunt property. The subsidization of programs and services detailed above goes in tandem with city approval for the construction of an additional comprehensive community center on site. Community Needs and City Priorities As past interviews with key stakeholders express, the Hunt Library is in an area of Fullerton that offers little to no community services for the 15,000 low-income households and 20,000+ residents who live at or below the federal poverty level (American Community Survey, 2017). Furthermore, City of Fullerton 14 Therefore, it is critical that the Hunt revitalization not only generate enough revenue to sustain its operations but also invest in meeting needs of the most vulnerable in the community. A partnership with the City of Fullerton creates a unique opportunity to bring resources to the community through sustainable programs in health, education, financial stability, and community/civic engagement. As such, valid municipal activities should include community services, community education, and programs that address the health and well-being of the city’s population. 16,000+ residents are medically uninsured; 11,000+ families do not have reliable Internet access; and 4,000+ households receive food stamps & other forms of public assistance. Upon city approval to implement community-based services on PL zoned land, KCS hopes to provide three core services in the additional community center as listed below. Along with each core service is a list of potential municipal activities that would advance the welfare of all Fullerton residents. All activities are in line with existing programming in other community centers in the city, reflecting the potential for significant and valuable collaboration between KCS and local community based organizations. Appropriate community services in alignment with “municipal use” for Public Land zoning will be provided. KCS will offer services that complement the programming at the Library itself, attracting residents to a space that could potentially become a “one-stop” center. For instance, undocumented residents can come to the proposed center to receive assistance in resolving legal, immigration, and/or naturalization disputes. They might also seek support in applying for low-incoming housing or enrolling into Covered California or Medi-Cal at our center. After, they may head to the Hunt to participate in weekly ESL groups and bilingual storytimes with their children. KCS already operates many of these services at its existing sites. Given that KCS is bringing its decades of expertise into the new site, these operations will be sustained without additional financial or administrative support from the City. Immigration Services Citizenship Classes Case Management & Referrals Census Outreach & Civic Engagement Legal & Tax Clinic Community Garden Enrollment Assistance Hunt Partnership 15 Program Options– Community Focus Incorporated Comprehensive Community Services1. Potential municipal activities: Community Education Mobile Pantry Program Senior and Youth Programs Case Management and Referrals Women’s Empowerment Workshops Domestic Violence Advocate Training Volunteer Opportunities for All Ages Health Screenings and Assessments Health Promotion Programs Nutrition and Exercise Mental Health Awareness and Wellness Education Breast Cancer Screenings Vision and Dental Screenings at Schools Family Planning, Physical Exams, Vaccinations, Pap Smears The vision for the proposed community center is to embed health services within broader comprehensive community services. Keeping true to KCS’ mission, a community center will be built providing health and wellness services and community based activities, with a particular focus on our Latinx and Asian communities, two of the fastest growing demographics in the City of Fullerton (U.S. Census Bureau, 2021). Through extensive experience serving the healthcare needs of undocumented, low-income, and/or medically uninsured Orange County residents, KCS is well-positioned to expand access to services such as mental health care, dentistry, preventive and primary care to improve the well-being of all residents, regardless of ethnicity or financial status. Substantial revenue could be generated to sustain Hunt operations. KCS already works with local community partners to achieve a shared vision of building a healthy community. KCS has experience working with some of the partners in the Fullerton Collaborative, including but not limited to: Cal State Fullerton, CalOptima Health, OC United, Pathways for Hope, Solidarity, and YWCA. Beginning from October 2022, KCS will partner with Buena Park Elementary and Centralia Elementary School Districts for childhood vision and dental screenings. In 2022, Assemblymember Sharon Quirk-Silva awarded a $1 million earmark to KCS to build mobile dentistry and medical units to enhance those services. We would like to explore partnerships with the Fullerton Elementary School District, which is adjacent to the proposed property at hand. Potential municipal activities: City of Fullerton 16 2. Community Health KCS has substantial experience with homeless street medicine and shelter-based healthcare. We understand that this is not a site for homeless services, but the location and history of the Hunt has experienced issues involving this population. KCS is willing to explore options with the city to support additional services for this population. Again, the overall aim is to uplift, not compete with, existing programs and services such as the Illumination Foundation and the Center for Healthy Neighborhoods at CSUF. Street Medicine Services Food Bank and Food Access Programs Low-Income Housing Assistance Referrals to Pathways of Hope and Illumination Foundation (Fullerton Navigation Center) Prevention and Rental Support Programs for Those with Insecure Housing Potential municipal activities: 3. Homeless Health Hunt Partnership 17 V I E W M O R E Programs at a Glance: A Sample Month City of Fullerton 18 Development of Facility As of this time, KCS does not know the level and extent of the renovations that are currently being done by the city for the Hunt Library building. Based on the level of work currently being done, an assessment of additional work to be completed and associated costs will need to be completed. This process will take some time with the help of consulting architects, engineers, and general contractors. KCS cannot prior to submitting this proposal propose the level of work that would be required to have an operational building. If selected, KCS will work closely with the city in assessing the needs of the space provided by the Hunt Library. All work related to this section will be handled by Ellen Ahn of KCS and Jong Limb of Newport. As for the new construction on the adjacent site, KCS seeks to construct a two-story building. We anticipate building construction in the appendage area to cost $4 million, for which all costs will be incurred by KCS, Inc. and Newport Partners. Depending on city approvals, KCS will maximize the land in the appendage area and build at an estimated cost of $200 per square foot. Architectural designs will and should compliment the existing Hunt building. Because the new building will be located in a corner of unused land on the site, KCS believes that the existing landscape design that William Pereira intended for the Hunt Library will not be compromised. The new building would house a robust community, health and wellness center to add revenue and build sustainability for the Hunt. Lack of sufficient parking on site has been a primary concern for the community. Construction will proceed in close collaboration with the city to ensure that there is adequate parking to accommodate attendance. PROPERTY MANAGEMENT APPROACH Hunt Partnership 19 The process for the implementation of this proposal is posed as two separate sections. The first section consists of the development of the facility to meet the needs of the programming. The second details the operation of the programming. Proposed Staffing & Organization Senior Management Staff Ellen Ahn, JD, MSW – Executive Director: As Executive Director of KCS since 1998, Ellen Ahn leads a vibrant and dynamic community based social services organization and community health center in Orange County, CA. Ms. Ahn is committed to issues involving community education and engagement, immigrant rights, and social determinants of health. She holds a B.A. in History from Yale University, a J.D. from Georgetown University, and an M.S.W. from the University of Southern California. Dr. Nichole Quick, MD, MPH – Chief Medical Director: Prior to joining KCS in 2021, Dr. Quick served as the Chief Health Officer of Orange County Health Care Agency. Dr. Quick was involved in addressing the homelessness and opioid crisis in Orange County as the County’s top public health officer. Dr. Quick received her B.S. in Philosophy from University of Utah, M.D. from University of Utah School of Medicine, and M.P.H from San Diego State University. Jay Cho, MBA – Chief Financial Officer: Mr. Cho joined KCS in 2012. Mr. Cho oversees the company’s financial activities such as tracking cash flow, financial planning, and analyzing the company’s strengths and weaknesses. Mr. Cho has a M.B.A in International Finance from American University, Washington D.C. and a B.A in Applied Statistics from Kyonggi University, South Korea. Councilmember Tammy Kim – Managing Director: Councilmember Tammy Kim joined KCS in 2017. As Managing Director, Ms. Kim manages the day-to-day operations of foreign language and cultural programming through the Korean American Center. Councilmember Tammy Kim represents the City of Irvine on the boards of the Southern California Association of Governments, Irvine Community Land Trust, and Orange County Public Libraries. She also serves on the Board of Irvine’s Green Ribbon Committee and Irvine Child Care Project, and is on the liaison committee for Irvine Unified School District. Ms. Kim holds a B.A in Interdisciplinary Humanities from Michigan State University. Anna Keiderling – Administrative Director Amy Kim – Program Associate Rob Ocampo – Health Project Manager Kwang Ho Kim – Community Programs Manager Thao Trinh – Public Health Specialist Ji Hoon Jeon – Senior Accountant Security Guard (TBH) Cultural Programs Curator (TBH) City of Fullerton 20 Proposed Level of Commitment and Availability Project Staff Senior Management Staff Program Associate Administrative Director Health Project Manager Community Programs Manager Public Health Specialist Security Guard Cultural Programs Curator Senior Accountant Planning/Implementation Team – Responsible for strategic vision, program management, and board meetings with City Council and community stakeholders. Senior Management staff will oversee the overall planning and implementation process of our proposal, in conjunction with our consultants. A KCS Program Associate will ensure proper operations coordination and handle communication with programming partners and affiliates. Initial Program Staff – Responsible for execution of initial programming on site. The Administrative Director will oversee the performance and administration of services. A KCS Health Project Manager will facilitate operations at the community health division. A KCS Public Health Specialist will oversee both Community Health and Community Services. A Security Guard will monitor the Hunt grounds, and the Cultural Programs Curator will coordinate arts, culture, and literacy programming. As programs develop, further staff will be added. Support Team – Responsible for oversight, financial management and administration. Key Personnel Hunt Partnership 21 Organizational Charts Security Planning & Prioritization Security is a critical element of the operations of the facility. The existing property has been subject to degradation and vandalism. The proposed plan is to have an operating facility on weekdays with staffing adequate for the programming and built-in security systems and fencing as necessary to manage the property. If overnight security personnel are needed or weekend programming desired, those needs will be considered provided there are adequate funds generated through programs in the budget. The priority is to maintain the property in a manner that mitigates vandalism– property insurance will cover all risks of loss to any tenant improvements or betterments, at full replacement cost with no coinsurance penalty provision. City of Fullerton 22 Floor Plan Per the Hunt Revitalization Project proposal, KCS concurs with the floor plan as proposed by ArtsOC and Heritage Future for the Hunt building. KCS seeks to proceed with the existing floor plan as seen above (Heritage Future & Arts OC, 2021). As for the community center to be constructed, the floor plan will be developed with particular attention to community, health and wellness activities that align with municipal code and zoning ordinances. As KCS and Newport have not had the ability to properly do due diligence, upon selection, the team will hire relevant consultants to help flesh out this information working together with the city and community stakeholders. Hunt Partnership 23 FINANCIAL QUALIFICATIONS HUNT ONLY BUDGET Program Budget Without secure revenue generation, total revenue amount equals only 14.1% of the total annual expenses. Based on these calculations, such a program budget would only be able to cover the salary of a curator. Although grant and other programming MAY generate additional funds, none are guaranteed and are not sustainable in the long term. City of Fullerton 24 HUNT + NEWLY CONSTRUCTED COMMUNITY CENTER BUDGET With the addition of in-kind revenue as provided by a separate facility to support total operations, prospects are much more optimistic. With additional revenue, KCS can also focus on expanding the quality of the range of programs and services by expanding staffing as needed and dedicating a portion of our budget to employee benefits, such as those included below: This budget reflects existing revenue that can be brought into the new construction with existing community, health and wellness contracts and grants KCS has. KCS will subsidize Security and various Tenant Improvement costs for the historic Hunt site, and newly housed projects in the additional site will support additional staffing, any major building maintenance, groundskeeping, parking lot and driveway maintenance, and library services. Hunt Partnership 25 KCS is financially stable with increasing net revenue over the past three fiscal years (Jan-Dec). Financial Statements are attached for years 2019 and 2020. A Profits & Loss Statement is provided for 2021 (see Attachment 1). Income statements can be provided upon request. Currently, KCS has a healthy reserve and no debt. KCS is confident that it has the financial stability to execute the proposed services. I. Liquidity/Cash-on-Hand – Please see Attachment 2: KCS Balance Sheet as of June 2022. II. Records Retention – KCS program policies and procedures outline records retention, and these policies are developed in coordination with funders and regulatory bodies. KCS will work with the City of Fullerton to develop reasonable policies and procedures. KCS policies and procedures can be provided upon request. III. Negotiation of Lease Rates – KCS will work closely with the City to negotiate a reasonable lease rate and term. IV. Insurance Requirements – Currently, there exists a $3 million General Liability policy in addition to workers’ compensation, errors and omissions, and auto insurance. KCS is also covered by the Federal Torts Claim Act, which provides medical malpractice liability coverage for all employees affiliated with a FTCA covered entity. Additional property insurance that also includes legal liability coverage will be obtained if requested and if chosen for the partnership. Any available insurance in excess of the specified minimum limits will be available to the city, its officers, officials, employees, and volunteers. COIs can be provided upon request. Financial Qualifications City of Fullerton 26 Asian Americans Advancing Justice Southern California CA Department of Public Health CA Department of Social Services CalOptima Community Health Initiative of Orange County HHS Health Resources Services Administration HHS Substance Abuse Mental Health Services Administration Immigration Legal Resource Center National Asian Pacific Center on Aging National Foreign Language Center Orange County Community Foundation Orange County Health Care Agency Orange County Human Relations Commission Orange Social Services Agency Public Law Center Susan G. Komen Foundation University of Irvine TIDES Foundation Sources of Funds Hunt Partnership 27 Below is a fraction of the sources of funds that subsidize KCS’ programs and services. This list demonstrates the breadth of programming and enthusiasm for working with the city and community. KCS will collaborate and partner with all interested partners, but will need additional physical space to generate revenue. This will allow for the preservation of the existing Hunt Building for subsidized community uses. Implementation Schedule KCS currently operates community-based services and cultural programming (please refer to the ‘Minimum Qualifications’ section), making this a Turn Key Operation. At present, KCS operates 5 days a week from 9AM-5:30PM in ten sites. However, working hours for the Hunt Library will be based on working hours of the Fullerton Public Library instead of KCS: the Hunt will tentatively be open from Tuesday to Saturday, from 11AM to 7PM. For municipal activities on the site, KCS will work closely with the city to determine working hours for community services that best align with the public interest in using this facility at peak hours. As KCS is a current and experienced Community Services and Cultural Programming Provider, our timeline for implementation is as follows: KCS’ community, health and wellness services are turnkey and ready to consolidate to the proposed site. As there are more due diligence that needs to be done for arts, culture, and literacy programming, once KCS is officially selected for this RFP, we will work with the city of Fullerton and community stakeholders to outline a more detailed implementation schedule that makes sense for both sides. City of Fullerton 28 The Temple Art Lofts is a key catalyst project in the revitalization of downtown Vallejo. The historic preservation and adaptive reuse of the 1917 Masonic Temple and adjacent 1872 City Hall building transformed two dilapidated and foreclosed upon buildings into 29 affordable live/work lofts for artists. The project features artist studio space and a fully renovated performance hall. Today, the historic buildings are home to 29 artists live/work lofts, community art studio, grand performance hall and over 6,000 square feet of ground-floor retail space. Temple Art Lofts has been honored with a number of awards, including a Preservation Design Award from the California Preservation Foundation and a Growing Smarter Together: Urban Design Award from the Association of Bay Area Governments. WORK SAMPLES KCS and Newport have spearheaded projects with similar levels of community engagement and collaboration across different groups and individuals. Key projects are highlighted below. Newport Partners Historical Site Repurposing & Preservation Hunt Partnership 29 Cultural Site Construction In 2005, Jong C Limb of Newport Partners successfully, designed and built the K.Y. Tai Educational Building for the South Coast Chinese Cultural Association, which runs the Irvine Chinese School, the largest Chinese school in the United States. The Building facilitates over 20 community and world language study programs to develop listening, speaking, and literacy skills and a deep understanding of Chinese culture in relation to the legacy of K.Y. Tai. City of Fullerton 30 KCS, Inc. Community Education From its genesis, KCS has hosted low-income Section 8 housing workshops, free citizenship applications workshops, and community education classes for low income families and seniors. In addition, our Community Services division in Buena Park operates literacy services for residents. In 2021, we provided 73 educational classes for 87 participants through our Early Intervention Services for Older Adults (EISOA) program. We are also entering our fourth year hosting our annual ten-week summer immersive language program for more than twenty students in 7th through 9th grade. Hunt Partnership 31 Community Health At the height of the pandemic, KCS partnered with Solidarity and OC United to distribute COVID-19 relief funds to undocumented populations. In 2020, through KCS’ leadership in the API Taskforce and participation in the Latino Health Equity Task Force, over 50,000+ vaccinations to uninsured, low-income community members were administered. KCS currently partners with Latino Health Access to provide dental services to Latinx communities in Orange County. In addition, county and national research found that Asian and Latinx Americans use Complementary and Alternative Medicine (CAM) more frequently than other groups for both health maintenance and relief from symptoms of chronic conditions. KCS offers CAM services in our community health clinics. City of Fullerton 32 Community Nutrition, Exercise, & Garden As part of the Community Services division, KCS regularly organizes community yoga classes for hypertensive and diabetic patients and collaborates with local businesses for community garden activities. In the second photo, KCS staff can be seen with Home Depot volunteers building a community garden. Hunt Partnership 33 PROPOSAL SUMMARY KCS is well qualified both operationally and financially to operate this facility. With further due diligence, a more detailed prospectus and budget will emerge. Nonetheless, KCS is earmarking $3,000,000 for construction, renovation and start-up programming expenses in anticipation of securing a lease from the city. Program operations within solely the Hunt building itself will not generate sufficient revenue to cover the total costs of operations. As an old historic building, the maintenance costs will be substantial in addition to higher utility costs and landscape and tree maintenance costs of over two (2) acres of greenspace. KCS seeks to be self-sustainable for the long term. In order for that to be feasible, we would propose the following terms. Long term ground lease to KCS of the Hunt facility and surrounding land (50 years plus option for additional 50 years) for $1 per year. Long term ground lease for the appendage property (similar to above) whereby KCS can build (at its own cost) a community, wellness and health facility that can service those that can least afford care. See map above of property KCS is proposing. The City of Fullerton would agree to work with KCS in obtaining the identified property above and help it get the appropriate entitlements to build new construction and operate a comprehensive community center therein. Revitalization of the historic Hunt, in tandem with the construction of an adjacent comprehensive community center that houses sustainable community programming, will most effectively turn the Hunt space into a major asset to the city and community. KCS sincerely hopes to preserve this historic space in an operating and sustainable manner that is beneficial to the community in the long term. City of Fullerton 34 451 W Lincoln Ave Ste 100 Anaheim, CA 92805 kcsinc.org