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
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PREPARED BY:
MUSEUM OF MAKE BELIEVE
Hunt Library Proposal
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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
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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
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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)
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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.
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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.
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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)
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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:
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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.
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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
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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
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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
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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.
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We are known for
our unique
miniature artwork
that tells ghost
stories and fairy
tales in 1/7th scale
miniature.
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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