HomeMy WebLinkAboutresolution.council.021-10RESOLUTION # ~ l
(Series of 2010)
A RESOLUTION APPROVING AN AGREEMENT BETWEEN THE CITY OF
ASPEN, COLORADO, AND WEBB MANAGEMENT SERVICES SETTING
FORTH THE TERMS AND CONDITIONS REGARDING WHEELER 21sT
CENTURY MASTER PLAN NEEDS ASSESMENT CONSULTING SERVICES
AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAID
CONTRACT
WHEREAS, there has been submitted to the City Council an agreement
between the City of Aspen, Colorado, and Webb Management Services, a copy of
which agreement is annexed hereto and made a part thereof.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF ASPEN, COLORADO:
Section 1
That the City Council of the City of Aspen hereby approves that agreement
between the City of Aspen, Colorado, and Webb Management Services regarding
Wheeler 2151 Century Master Plan Needs Assessment Consulting services, a copy
of which is annexed hereto and incorporated herein, and does hereby authorize the
City Manager of the City of Aspen to execute said contract on behalf of the City of
Aspen.
Dated: ~ ~~~
ichael C. Ireland, ayor
=tee- oi~
I, Kathryn S. Koch, duly appointed and acting City Clerk do certify that the
foregoing is a true and accurate copy of that resolution adopted by the City
Council of the City of Aspen, Colorado, at a meeting held March 8, 2010.
Kat S. Koch, City Clerk
the CiN of Aspen
CITY OF ASPEN STANDARD FORM OF AGREEMENT - 2009
PROFESSIONAL SERVICES
City of Aspen Project No.: ''010-002.
AGREEMENT made as of 8't' day of ~4arch, in the year'_010.
BETWEEN the City:
The C ih~ of Aspen
c!o Wheeler Opera house
130 South Galena Streei
Aspen, Colorado 81611
Rhone: 0)701920-BOSS
Contract Amount:
Total: $SQ000.00
And the Professional:
Duncan Webb
cio AA'cbh't-(anasement Services
27 West 24'x' Street, Soitc 407
New York, NY 10010
Phone: (212) 929-5040
For the Following Project:
If this Agreement requires the City to pay
an amount of money in excess of
$25,000.00 it shall not be deemed valid
until it has been approved by the City
Council of the City of Aspen.
CiN Council Aooroval:
Date: March 8, 2010
Resolution No.:
I
4\'heeler (?pera House Needs :Assessment
Exhibits appended and made a part of this Agreement:
Inhibit ~~: Scope of w'orh.
F,xhibit I3: Houriv Fee Schedule.
13xhibit C: Webb h1au:~*emeirt Services Proposal
Agreement Professional Services Page 0
The City and Professional agree as set forth below.
1. Scope of Work. Professional shall perform in a competent and professional manner the
Scope of Work as set forth at Exhibit A attached hereto and by this reference incorporated herein.
2. Completion. Professional shall commence Work immediately upon receipt of a written Notice
to Proceed from the City and complete all phases of the Scope of Work as expeditiously as is
consistent with professional skill and Gaze and the orderly progress of the Work in a timely manner.
The parties anticipate that all Work pursuant to this Agreement shall be completed no later than .l une
I5, 2010. Upon request of the City, Professional shall submit, for the City's approval, a schedule for
the performance of Professional's services which shall be adjusted as required as the project
proceeds, and which shall include allowances for periods of time required by the City's project
engineer for review and approval of submissions and for approvals of authorities having jurisdiction
over the project. This schedule, when approved by the City, shall not, except for reasonable cause,
be exceeded by the Professional.
3. Pavment. In consideration of the work performed, City shall pay Professional on a time and
expense basis for all work performed. The hourly rates for work performed by Professional shall not
exceed those hourly rates set forth at Exhibit B appended hereto. Except as otherwise mutually
agreed to by the parties the payments made to Professional shall not initially exceed the amount set
forth above. Professional shall submit, in timely fashion, invoices for work performed. The City
shall review such invoices and, if they aze considered incorrect or untimely, the City shall review the
matter with Professional within ten days from receipt of the Professional's bill.
4. Non-Assi nability. Both parties recognize that this Agreement is one for personal services
and cannot be transfened, assigned, or sublet by either party without prior written consent of the
other. Sub-Contracting, if authorized, shall not relieve the Professional of any of the responsibilities
or obligations under this Agreement. Professional shall be and remain solely responsible to the City
for the acts, errors, omissions or neglect of any subcontractors' officers, agents and employees, each
of whom shall, for this purpose be deemed to be an agent or employee of the Professional to the
extent of the subcontract. The City shall not be obligated to pay or be liable for payment of any sums
due which may be due to any sub-contractor.
5. Termination of Procurement. The sale contemplated by this Agreement may be
canceled by the City prior to acceptance by the City whenever for any reason and in its sole
discretion the City shall determine that such cancellation is in its best interests and convenience.
6. Termination of Professional Services. The Professional or the City may terminate the
Professional Services component of this Agreement, without specifying the reason therefor, by
giving notice, in writing, addressed to the other party, specifying the effective date of the
termination. No fees shall be earned after the effective date of the ternnation. Upon any
termination, all finished or unfinished documents, data, studies, surveys, drawings, maps, models,
photographs, reports or other material prepazed by the Professional pursuant to this Agreement shall
become the property of the City. Notwithstanding the above, Professional shall not be relieved of
Agreement Professional Services Page 1
any liability to the City for damages sustained by the City by virtue of any breach of this
Agreement by the Professional, and the City may withhold any payments to the Professional for the
purposes of set-off until such time as the exact amount of damages due the City from the
Professional may be detemuned.
7. Independent Contractor Status. It is expressly acknowledged and understood by the parties
that nothing contained in this agreement shall result in, or be construed as establishing an
employment relationship. Professional shall be, and shall perform as, an independent Contractor
who agrees to use his or her best efforts to provide the said services on behalf of the City. No agent,
employee, or servant of Professional shall be, or shall be deemed to be, the employee, agent or
servant of the City. City is interested only in the results obtained under this contract. The manner
and means of conducting the work are under the sole control of Professional. None of the benefits
provided by City to its employees including, but not limited to, workers' compensation insurance and
unemployment insurance, aze available from City to the employees, agents or servants of
Professional. Professional shall be solely and entirely responsible for its acts and for the acts of
Professional's agents, employees, servants and subcontractors during the performance of this
contract. Professional shall indemnify City against all liability and loss in connection with, and shall
assume full responsibility for payment of all federal, state and local taxes or contributions imposed
or required under unemployment insurance, social security and income tax law, with respect to
Professional and/or Professional's employees engaged in the performance of the services agreed to
herein.
8. Indemnification. Professional agrees to indemnify and hold harmless the City, its officers,
employees, insurers, and self-insurance pool, from and against all liability, claims, and demands, on
account of injury, loss, or damage, including without limitation claims arising from bodily injury,
personal injury, sickness, disease, death, property loss or damage, or any other loss of any kind
whatsoever, which arise out of or aze in any manner connected with this contract, if such injury, loss,
or damage is caused in whole or in part by, or is claimed to be caused in whole or in part by, the act,
omission, error, professional error, mistake, negligence, or other fault of the Professional, any
subcontractor of the Professional, or any officer, employee, representative, or agent of the
Professional or of any subcontractor of the Professional, or which arises out of any workmen's
compensation claim of any employee of the Professional or of any employee of any subcontractor of
the Professional. The Professional agrees to investigate, handle, respond to, and to provide defense
for and defend against, any such liability, claims or demands at the sole expense of the Professional,
or at the option of the City, agrees to pay the City or reimburse the City for the defense costs
incurred by the City in connection with, any such liability, claims, or demands. If it is determined by
the final judgment of a court of competent jurisdiction that such injury, loss, or damage was caused
in whole or in part by the act, omission, or other fault of the City, its officers, or its employees, the
City shall reimburse the Professional for the portion of the judgment attributable to such act,
omission, or other fault of the City, its officers, or employees.
9. Professional's Insurance.
(a) Professional agrees to procure and maintain, at its own expense, a policy or policies
of insurance sufficient to insure against all liability, claims, demands, and other obligations
assumed by the Professional pursuant to Section 8 above. Such insurance shall be in addition
Agreement Professional Services Page 2
to any other insurance requirements imposed by this contract or by law. The Professional
shall not be relieved of any liability, claims, demands, or other obligations assumed pursuant
to Section 8 above by reason of its failure to procure or maintain insurance, or by reason of
its failure to procure or maintain insurance insufficient amounts, duration, or types.
(b) Professional shall procure and maintain, and shall cause any subcontractor of the
Professional to procure and maintain, the minimum insurance coverages listed below. Such
coverages shall be procured and maintained with forms and insurance acceptable to the City.
All coverages shall be continuously maintained to cover all liability, claims, demands, and
other obligations assumed by the Professional pursuant to Section 8 above. In the case of any
claims-made policy, the necessary retroactive dates and extended reporting periods shall be
procured to maintain such continuous coverage.
(i) Workers' Compensation insurance to cover obligations imposed by
applicable laws for any employee engaged in the performance of work under this
contract, and Employers' Liability insurance with minimum limits of FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) for each accident, FIVE
HUNDRED THOUSAND DOLLARS ($500,000.00) disease -policy limit, and
FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) disease - each
employee. Evidence of qualified self-insured status may be substituted for the
Workers' Compensation requirements of this paragraph.
(ii) Commercial General Liability insurance with minimum combined single
limits of ONE MILLION DOLLARS ($1,000,000.00) each occurrence and ONE
MILLION DOLLARS ($1,000,000.00) aggregate. The policy shall be applicable to
all premises and operations. The policy shall include coverage for bodily injury,
broad form property damage (including completed operations), personal injury
(including coverage for contractual and employee acts), blanket contractual,
independent contractors, products, and completed operations. The policy shall
contain a severability of interests provision.
(iii) Comprehensive Automobile Liability insurance with minimum combined
single limits for bodily injury and property damage of not less than ONE MILLION
DOLLARS ($1,000,000.00) each occurrence and ONE MILLION DOLLARS
($1,000,000.00) aggregate with respect to each Professional's owned, hired and non-
owned vehicles assigned to or used in performance of the Scope of Work. The policy
shall contain a severability of interests provision. If the Professional has no owned
automobiles, the requirements of this Section shall be met by each employee of the
Professional providing services to the City under this contract.
(iv) Professional Liability insurance with the minimum limits of ONE MILLION
DOLLARS ($1,000,000) each claim and ONE MILLION DOLLARS ($1,000,000)
aggregate.
(c) The policy or policies required above shall be endorsed to include the City and the City's
officers and employees as additional insureds. Every policy required above shall be primary
Agreement Professional Services Page 3
insurance, and any insurance carried by the City, its officers or employees, or carried by or
provided through any insurance pool of the City, shall be excess and not contributory
insurance to that provided by Professional. No additional insured endorsement to the policy
required above shall contain any exclusion for bodily injury or property damage arising from
completed operations. The Professional shall be solely responsible for any deductible losses
under any policy required above.
(d) The certificate of insurance provided by the City shall be completed by the Professional's
insurance agent as evidence that policies providing the required coverages, conditions, and
minimum limits aze in full force and effect, and shall be reviewed and approved by the City
prior to commencement of the contract. No other form of certificate shall be used. The
certificate shall identify this contract and shall provide that the coverages afforded under the
policies shall not be canceled, terminated or materially changed until at least thirty (30) days
prior written notice has been given to the City.
(e) Failure on the part of the Professional to procure or maintain policies providing the
required coverages, conditions, and minimum limits shall constitute a material breach of
contract upon which City may immediately terminate this contract, or at its discretion City
may procure or renew any such policy or any extended reporting period thereto and may pay
any and all premiums in connection therewith, and all monies so paid by City shall be repaid
by Professional to City upon demand, or City may offset the cost of the premiums against
monies due to Professional from City.
(f) City reserves the right to request and receive a certified copy of any policy and any
endorsement thereto.
(g) The pazties hereto understand and agree that City is relying on, and does not waive or
intend to waive by any provision of this contract, the monetary limitations (presently
$150,000.00 per person and $600,000 per occurrence) or any other rights, immunities, and
protections provided by the Colorado Governmental Immunity Act, Section 24-10-101 et
seq., C.R.S., as from time to time amended, or otherwise available to City, its officers, or its
employees.
10. Citv's Insurance. The parties hereto understand that the City is a member of the Colorado
Intergovernmental Risk Sharing Agency (CIRSA) and as such participates in the CIRSA Proper-
ty/Casualty Pool. Copies of the CIRSA policies and manual aze kept at the City of Aspen Finance
Department and are available to Professional for inspection during normal business hours. City
makes no representations whatsoever with respect to specific coverages offered by CIRSA. City
shall provide Professional reasonable notice of any changes in its membership or participation in
CIRSA.
11. Completeness of A¢reement. It is expressly agreed that this agreement contains the entire
undertaking of the parties relevant to the subject matter thereof and there aze no verbal or written
representations, agreements, warranties or promises pertaining to the project matter thereof not
expressly incorporated in this writing.
Agreement Professional Services Page 4
12. Notice. Any written notices as called for herein may be hand delivered or mailed by
certified mail return receipt requested to the respective persons and/or addresses listed above.
13. Non-Discrimination. No discrimination because of race, color, creed, sex, marital status,
affectional or sexual orientation, family responsibility, national origin, ancestry, handicap, or
religion shall be made in the employment of persons to perform services under this contract.
Professional agrees to meet all of the requirements of City's municipal code, Section 13-98,
pertaining to non-discrimination in employment.
14. Waiver. The waiver by the City of any term, covenant, or condition hereof shall not operate
as a waiver of any subsequent breach of the same or any other term. No term, covenant, or condition
of this Agreement can be waived except by the written consent of the City, and forbeazance or
indulgence by the City in any regard whatsoever shall not constitute a waiver of any term, covenant,
or condition to be performed by Professional to which the same may apply and, until complete
performance by Professional of said term, covenantor condition, the City shall be entitled to invoke
any remedy available to it under this Agreement or by law despite any such forbeazance or
indulgence.
15. Execution of Agreement by City. This Agreement shall be binding upon all parties hereto
and their respective heirs, executors, administrators, successors, and assigns. Notwithstanding
anything to the contrary contained herein, this Agreement shall not be binding upon the City unless
duly executed by the Mayor of the City of Aspen (or a duly authorized official in his absence)
following a Motion or Resolution of the Council of the City of Aspen authorizing the Mayor (or a
duly authorized official in his absence) to execute the same.
16. Ille¢al Aliens -CRS 8-17.5-101 & 24-76.5-101.
(a) Purpose. During the 2006 Colorado legislative session, the Legislature passed
House Bills 06-1343 (subsequently amended by HB 07-1073) and 06-1023 that added
new statutes relating to the employment of and contracting with illegal aliens. These new
laws prohibit all state agencies and political subdivisions, including the City of Aspen,
from knowingly hiring an illegal alien to perform work under a contract, or to knowingly
contract with a subcontractor who knowingly hires with an illegal alien to perform work
under the contract. The new laws also require that all contracts for services include
certain specific language as set forth in the statutes. The following terms and conditions
have been designed to comply with the requirements of this new law.
(b) Definitions. The following terms are defined in the new law and by this reference
are incorporated herein and in any contract for services entered into with the City of
Aspen.
"Basic Pilot Program" means the basic pilot employment verification program
created in Public Law 208, 104th Congress, as amended, and expanded in Public
Law 156, 108th Congress, as amended, that is administered by the United States
Department of Homeland Security.
Agreement Professional Services Page 5
"Public Contract for Services" means this Agreement.
"Services" means the furnishing of labor, time, or effort by a Contractor or a
subcontractor not involving the delivery of a specific end product other than
reports that aze merely incidental to the required performance.
(c) By signing this document, Professional certifies and represents that at this time:
(i) Professional shall confirm the employment eligibility of all employees who
are newly hired for employment in the United States; and
(ii) Professional has participated or attempted to participate in the Basic Pilot
Program in order to verify that new employees are not employ illegal aliens.
(d) Professional hereby confirms that:
(i) Professional shall not knowingly employ or contract new employees
without confirming the employment eligibility of all such employees hired for
employment in the United States under the Public Contract for Services.
(ii) Professional shall not enter into a contract with a subcontractor that fails
to confirm to the Professional that the subcontractor shall not knowingly hire new
employees without confirming their employment eligibility for employment in the
United States under the Public Contract for Services.
(iii) Professional has verified or has attempted to verify through participation
in the Federal Basic Pilot Program that Professional does not employ any new
employees who are not eligible for employment in the United States; and if
Professional has not been accepted into the Federal Basic Pilot Program prior to
entering into the Public Contract for Services, Professional shall forthwith apply
to participate in the Federal Basic Pilot Program and shall in writing verify such
application within five (5) days of the date of the Public Contract. Professional
shall continue to apply to participate in the Federal Basic Pilot Program and shall
in writing verify same every three (3) calendar months thereafter, until
Professional is accepted or the public contract for services has been completed,
whichever is eazlier. The requirements of this section shall not be required or
effective if the Federal Basic Pilot Program is discontinued.
(iv) Professional shall not use the Basic Pilot Program procedures to undertake
pre-employment screening of job applicants while the Public Contract for
Services is being performed.
(v) If Professional obtains actual knowledge that a subcontractor performing
work under the Public Contract for Services knowingly employs or contracts with
a new employee who is an illegal alien, Professional shall:
Agreement Professional Services Page 6
(1) Notify such subcontractor and the City of Aspen within three days
that Professional has actual knowledge that the subcontractor has newly
employed or contracted with an illegal alien; and
(2) Terminate the subcontract with the subcontractor if within three
days of receiving the notice required pursuant to this section the
subcontractor does not cease employing or contracting with the new
employee who is an illegal. alien; except that Professional shall not
terminate the Public Contract for Services with the subcontractor if during
such three days the subcontractor provides information to establish that
the subcontractor has not knowingly employed or contracted with an
illegal alien.
(vi) Professional shall comply with any reasonable request by the Colorado
Department of Labor and Employment made in the course of an investigation that
the Colorado Department of Labor and Employment undertakes or is undertaking
pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S.
(vii) If Professional violates any provision of the Public Contract for Services
pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City of
Aspen may terminate the Public Contract for Services. If the Public Contract for
Services is so terminated, Contractor shall be liable for actual and consequential
damages to the City of Aspen arising out of Professional's violation of Subsection
8-17.5-102, C.R.S.
(ix) If Professional operates as a sole proprietor, Professional hereby swears or
affirms under penalty of perjury that the Professional (1) is a citizen of the United
States or otherwise lawfully present in the United States pursuant to federal law,
(2) shall comply with the provisions of CRS 24-76.5-101 et seq., and (3) shall
produce one of the forms of identification required by CRS 24-76.5-103 prior to
the effective date of this Agreement.
16. Warranties Aeainst Contingent Fees, Gratuities, Kickbacks and Conflicts of Interest.
(a) Professional warrants that no person or selling agency has been employed or
retained to solicit or secure this Contract upon an agreement or understanding for a
commission, percentage, brokerage, or contingent fee, excepting bona fide employees or
bona fide established commercial or selling agencies maintained by the Professional for
the purpose of securing business.
(b) Professional agrees not to give any employee of the City a gratuity or any offer of
employment in connection with any decision, approval, disapproval, recommendation,
preparation of any part of a program requirement or a purchase request, influencing the
content of any specification or procurement standard, rendering advice, investigation,
auditing, or in any other advisory capacity in any proceeding or application, request for
Agreement Professional Services Page 7
ruling, determination, claim or controversy, or other particular matter, pertaining to this
Agreement, or to any solicitation or proposal therefore.
(c) Professional represents that no official, officer, employee or representative of the
City during the term of this Agreement has or one (1) year thereafter shall have any
interest, direct or indirect, in this Agreement or the proceeds thereof, except those that
may have been disclosed at the time City Council approved the execution of this
Agreement.
(d) In addition to other remedies it may have for breach of the prohibitions against
contingent fees, gratuities, kickbacks. and conflict of interest, the City shall have the right
to:
1. Cancel this Purchase Agreement without any liability by the City;
2. Debar or suspend the offending parties from being a Professional, contractor or
subcontractor under City contracts;
3. Deduct from the contract price or consideration, or otherwise recover, the value of
anything transferred or received by the Professional; and
4. Recover such value from the offending parties.
17. Fund Availability. Financial obligations of the City payable after the current fiscal year
are contingent upon funds for that purpose being appropriated, budgeted and otherwise made
available. If this Agreement contemplates the City utilizing state or federal funds to meet its
obligations herein, this Agreement shall be contingent upon the availability of those funds for
payment pursuant to the terms of this Agreement.
18. General Terms.
(a) It is agreed that neither this Agreement nor any of its terms, provisions, conditions,
representations or covenants can be modified, changed, temunated or amended, waived,
superseded or extended except by appropriate written instrument fully executed by the
parties.
(b) If any of the provisions of this Agreement shall be held invalid, illegal or
unenforceable it shall not affect or impair the validity, legality or enforceability of any other
provision.
(c) The parties acknowledge and understand that there aze no conditions or limitations to
this understanding except those as contained herein at the time of the execution hereof and
that after execution no alteration, change or modification shall be made except upon a
writing signed by the parties.
(d) This Agreement shall be governed by the laws of the State of Colorado as from time
to time in effect.
Agreement Professional Services Page S
IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly
authorized officials, this Agreement in three copies each of which shall be deemed an original on the
date fast written above.
~ C.I~T/Y O( jF ASPEN, COLORADO:
~ IsG~
By: Md~LD~
]Marne]
Date: ~ ~ 1~
Approved as to form:
tomey's Office
P`RO1TFlESSIONAL:
/ [Signatwe] \\_\
~~] p \
Title: ~~.5 i c1U/~v `C~
Date: ~2.1 )
EXHIBIT A
Scone of Work
Agreement Professional Services Page 9
eNallenges
From om perspective, du Wheeler Opera Hour Ne<da Assessnunt is ut exciting utd rlul-
Irnging projat for a number of reaxnv. hirst of xll, the \Y/hcekr Opera Roux is a well-loved
institueian in Aspen. 13ur as a theater built in the 19th century. it it fundamenully wnstrained
in iu ability to xrvc audiences urd anion hr dte 21st cenwry. \iPe must thaefotc determine
how czisting Facilhirs might ben be used In nc~ future and thus, ff approprlare, advanu plans
fur additional faciliti<a drat comphnuut the IX'luekr and ocher spans. A xnond challenge is
that dixussions around the future oC nc~ Whedcr and nc~ nenf For additional facilities Gave
he<n ongoing for years. en the point that many people in th< rommuniN have already mkcn a
position ms wbat should happas. Our challenge is themfure ro lying cleu and objeaivc infor- 8
marion and insights irno nc~ dixussiun duralluw public and private sector leaders m build a 0
o
comcnsus around one act of tccommcnduions. rr
g
m
0
scope of sorviaes n
F»llow7ng is a description n(the xrvices we would offer to the Ciry of Asp<n with respect m
plan br improvemmu to the existing yudorming arts Cxilities and the potential need For "y
other new fxcilitks
+ ,LI AT E RIALS REVIEW: Neview any previous r<prrrts and/or plans created for or by n
„
the City of Aspen mgarding nc~. Wheeler Opera I [Dose or ocher performance facilities, as well
as odor regional usdlor relevant studies arowrd the Aspen cultural conununity, Roaring Furk
Inhlxtivcs and more.
+ MARK R'r ANALYSIS Define and evaluate the ntrrenr and hnurc market area for
uts progruns curd fuilitics ht Aspen and the surrounding region using a vazirty of local and
regional data.
nnrrkrt area r/~nition eti semapttp/iio ann/yrir: Using the locations of existing ticket
buyrcrs, map card define the maker for current Wh<rkr Opera Flouse programs.
Uexribc th< populadon In terms of stzc, att of growth and demographic factors,
such as level of educaziowl atrainmenr, age, disposable income and race. Evaluate the
strengths and weaknesses of the maker area bued on national trends in uts participa-
tion. tdemify key muka xgmenta fn audience and program devdopmenr.
,qro-e(rnrogrvtphic nsrn/iris: Using dtc PRI'L67 mudd devrblx~d be CLrritaa'. ~vhidr
defmcs the papularioit in corms of specifi<vuiabks d,at play into puuntial aru anen-
dwm<, investigate the presence of acrivr arts participants in the market aru, and their
capacity to suppon programs at new err improved Fadlitics.
rrwnr/donsr-orunrrx mmlysir: Using Census housin y_ <sdmases utd ury other available
20
Agreement Professional Services Page 10
mazkct mseardr, tvclup a prof le of second homcuwn<u in Aspat and the surmwtd-
ing rcplon in onset to urns the poential develnpmrnt and expansion of this market
segment.
- r+rxrrrngmrdirn~ rr analytu: Consider rIK siu and charxttriscics of the non-residrm
ugment erf the market (i.a murisu). Tea the au ortivenns of this market ttgmcm
in tarms of rhelr potental auendance and partidparinn {n Aspen progams and fncili-
IItS.
+ WHF.ELF.R OPERA HOUSF. PROGRAM K ASSESSMENT: Working
closely wide \X/heelrr Opera House stalY, assemble information on existing programs, activity
levels and utilization acnds, opcmtiagpolicy and financial information w.uscas iu support of
and service ro local artitts and organirations, rcaidcnt and visiting audiences, and the bmadrr
goals and intemsrc of the City of Aspen.
t USER DF.MAN D: Uang information gathered by farewxll Mills Gauch Architects
in Frbmary 21yp9, understand tIK carton facility sintaxiun and potential luility nerds of ~
Wheeltr Opera Hmssr staff, regional anis[s and arts organi¢aiant, including space for per- a
a
fonnarsce, rcheaual and related programs. Supplement existing information with huervicero 3
and/or surveys as msd if rcquirrd. llndersrand ¢gtonal groupl raparig m pap for access m n
new or improved spaces.
n
3
+ TOURING PRO UU C7 PGTEN TIAL: Interview Impusarlus, prmnmrrs and
presenters who nurendy bring inuring area and nrrerrainment progmma ro rhr Roaring Cnrk
Valley nn nc~ alctplacy of tim Wheckr Opera Hnntt and otiKt fiahucs for their programs
and tIK potcmial w bring additional touring programs w nc~ marker given new or improved n
I9r111[IeS. u
+ EXISTING FACILITY ASSESSMENT: Rsvicw the siu,xansibiliry andlocation
of perfsrming arts fu:ilities in and around Aspen, including Jte }snaring Fork Region. Map
the locations of these faeilhics to undrratand their pmximhy to one another, and their aa'ea-
sibiliry ro aanaporwcion and kry population bases. Asuss th<sc facilities in arms of quxlisy
siu, a(Ibn{ability xtivity, utt and awilahiliry, and identify gaps in the invenmry that a,old
Lx filled by new or impmvrd facilities.
+ FAGILI'1'Y AECGM MEN UA'I'IO NS: Review proposed plans fttt new or imprrnd
Ixilitics and alter preliminary recummatdations to the City ms the six, shaFx, llcxibiliry and
tuncrionaliry of spaces initially propoed u well as the nwd for any additional t"uiliries.
• CGMPA RAH LE PROJECTS: ldrntily communirics simile in siu and charaacrta
Aspor spar have sucrossfully developed and supporrad facilities and programs similar m thou
recommended. llescribe those facilities in terms of siu, componenu, location, wn and kns
to success io order to inform and vxlidam nc~ choices being mark' for Aspen. Spcciftcally dis-
cuss partnership sunregies br~•een rhr public and priwrc secmr than have lei m zusrainablc
cuhuml farilhy developmcm card opemtlan.
+ ACTIVITY PRO FII. F.: fkurri on the marker anal}aix and initial rnsmnrcndat ions.
pmparc an aalvity pmRle for all programmable spares in mcnmmemk:d fuilidea, listing tyl+rs
and hwds u( use by local artias and orguni~ations muting pmgrauu, educational programs
:card utlKr uses. Also cstinsate potential mvenue generation in theK spaces ly local usd war- 11
ing prograns.
Agreement Professional Services Page l 1
+ SPACE PRU GRAM: Ucvdnp building pmgranss fur recommended Ixciktics as an
Fxcel sprcadahmt that sielines and measures all rooms in reeommmded facilities, including
public, spaces, pcrl'onnana spars arzd support spaces.
+ StTF. AN ALY515: lluikling nn remnt inhxmation developed fry Farewell Mills (iaraeh
Architects, assess potnuial sites and trlevant existing strunures tiucluding \`i/Ireckr Opera
I~lousr) far th<drvdopmcm of new factlitira az pmvid<d by the City. Consider thrx sites and
svucmrcs in terms of their overall suitability for development, current mndicions, feasibility
to adapq planning challenges and con to accommodate the r«ommended hu8ding pmgrazn.
Prioritize theft nptians in arms of criteria agrenl and inked in xivance with [he City.
+ ORU ER-OP-MAC, NITUUE CAPITAL IIUUGET: Enintatc the con o(improv-
ingand/or adding new facilities hued on the space program. knowlsxlge of hail and natimtal
snnaruction mica and the lwmntial sites sclectal (ior devdopnsrnt.
+ ORUER-UF-MAGNITU UE PRO-PORAtA (GPE RATING BL`UGE7:
6evelnp a preliminary pen-forma operating Nudger for rccommendrti facilities that estimates
new rvrnttl hwonre and operating expenses in order w forceas[ additional. annual funding
increaua and impacts on nc~ existing opcmting svu<mrc and organization.
+ QUANTITATIVE ECONOMIC IMPACTS: l'orccaat the <conomic impact of new
nr imprrned facilities, including the impacts of construtuion, operation and ancillary spending
associated with attendance at Gcilitics. Use the l(IMS 11 model developed by the Bureau v(
hconomic Analysis m estimam the direct and indimu impacts of the project on the prcviously-
defined marker area, including outputs, increased nrnings and employment.
+ QUALI7ATIVE ECONOMIC IM PACT 5: Consider how Various devcfopm<nt
options support the broader goals of the mtnmuniry in such area u nduual murimt, enlsanc-
ing cducatinnal oplwnunities, rccmiting new businesses Iv dm urmmunity utd building a
stronger sense of place and community engagement. Support these assertioro with ease Wadies
from other cmnmwtitiea aztJ provide rrcmnnundations as to how the project should proceed
sv as to maximfrx thcac bcncfiu.
+ CRITICAL PATH PLAN: Crrxtr acriticnl path pluc (sr the \Yrh«kr Ol+rm }'louse
utd the Clty u( Aspen that idrsuilics lay milestones and duullincs towuds new and/or
impmvrd facilities.
+ REPORT & PRHSEN'CATfON: Pmsent tht findings and tecommendatimts of the
needs assessment and deliver a drak report. Incorporate feedback from the client and issue a
final rctxrrt.
t4meline
\Y/c azc ready and wilWtg w bclju the study when audwriud by nc~ ckcnt. VOc would expect
to cmnpktc the study within nvelvc w founcen weeks of convict award. We could potentially
increase our timeline if rrducstni by the diem.
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Agreement Professional Services Page 12
EXHIBIT B
Hourly Fee Schedule
Agreement Professional Services Page 13
prafasalanaifaas
We would propuae lump-sum professional fees of $44.000 plus reimburs5blc ezpenxs to corm
piece rhr urvices described in rhia proposal.
csxpansgs
Expenses are billed (ar rose) in asklition w fees, for travel to Aspen, cnmmunlcarlons (i.e. rdc-
phone, fax, cornier, printing) and the purchase of data tclarcd to the assignment. We would
do rveq¢hing poxsible to minimim thrx expetses and wouid look w rhr City lire aszistanre
in xeking local areommudirion on our behalf and booking nips far enough in advance to
minimirr air farca.
Abe would agar to cap expenses as per the ('allowing estimate:
4 person-trips az $1300 $5.200
Communications and Uaw Purchau 800
$4000
additional at~rvlcae
Fres any additional scrvias failing ouuidc of drou dcxribcd in this proposal will br nrgnti-
aad as and if appropriate. 2010 hourly rams are as follows; Ems have been diarmmred leer rhr
services deurilxd iu this proposal.
lluncan Webb 820U
Harry 7eaguc 8200
Michael 6iRlasi $"1,00
Carrie Rlake 8150
i.iz Rlaamfield 8125
bliiing
Ems avould be billed cuh month baud nn the progress of the study.
term of proposal
This pmpmal is valid far a period of 90 days, b<gJnning Eebruarp 3, 2010.
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Agreement Professional Services Page l4
i,
lent
Wheeler Opera House Expansion
Needs Assessment
Prepared for the City of Aspen
Due Date: February 5, 2010 by 3.OOpm
contact:
Duncan Webb
Webb Management Services
27 West 24th Street, Suite 407, New Yark, NY 10010
ph. 212.929.5040 fx. 212.929.5954
duncan ~rvebbmanagementservices. com
1. proponent profile ......................................................3
2. proposed team ..........................................................7
3. representative experience .........................................13
4. approach .................................................................20
5. work in progress .....................................................23
6. compensation ..........................................................24
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W®bb Management Service, Inc. is one of the
manent nation's leading providers of cultural and project planning services
having completed more than 230 assignments. Our mission is to
support the creative process with sound and imaginative planning
and services that lead to cultural and community development. We believe the arts play a
vital role in shaping our world. Through consulting, training and research, our firm works to
strengthen the management and planning skills of the decision-makers who create and sustain
diverse cultural communities.
Clients include local governments, colleges and universities, nonprofi[ arts organizations,
development agencies and other entities exploring cultural development Assignments include
consulting, training and research projecxs as follows.
Facility Develapraeut: Comprehensive planning studies ro provide clients with the
information needed [o make in[elligent decisions about the construction, renovation,
restoration or adaptive re-use of cultural facilities. These studies generally include
analysis of the market area, evaluation of possible uses and users of po[ential facilities,
inventory of other regional facilities, and impact assessment.
Facility Operatiovu: Studies to guide clients towards the successful operation of cul-
tnral facilities, addressing governance, staffing, operating policy, facility maintenance,
community access, pro-forma operating budges, economic impact and funding.
Organizatiaua! Advav2cement: Strategic planning for cultural organizations and
facilities addressing s[rategies for audience development, earned revenue growth,
capitalization, organizational evolution, staff re-organization and board development.
Tasks include organizational audits, stra[egic planning, financial planning and market
research for producing companies, presenters, and service organizations.
3
Strategic Collaboratioru: Studies and ongoing consulting to foster strategic alliances
among nonprofit ar[s and cultural organizations, from cooperative projects and initia-
tives, to the coordination or consolidation of programs and services, and finally to the
consideration of mergers and their ultimate implementation.
One of the great challenges in the nonprofit arts secmr today is building staff and
board member skills to effectively manage the challenges of operating a creative enter-
prise in a compe[itive and changing environment For that reason, we offer training
programs in a number of areas, including facility operation, finance, strategic planning
and board development.
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The world of arts and culture is changing rapidly. Staying attuned and responding to ~
current issues and trends can mean the difference between organizational survival and. m
failure. We undertake research initiatives for communities, foundations, and govern- m
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In addition to the la[est market research available, outside publications on cultural industries
and our own body of knowledge derived from years of experience with differing communi-
ties, Webb Management Services is committed to developing and drawing on its own unique
resources.
Released in 2005, Duncan Webb's first book reveals [he best
practices that consistently lead to operating successful theaters.
Culled from surveys and interviews with more than fifty top
theater managers and experts, this guide provides proven
and successful strategies from managers, staff, and volunteer
leaders covering virtually every aspect of running a theater:
audience development, fundraising, facility development, pro-
gramming, community involvement, and much more. Special
sections cover physical maintenance, technology in theaters,
staff and board developmen[, and education in [he arts.
4
In April 2007, Webb Management Services hosted a conference in New York Ciry
to consider the future of performing arts facilities. Over the course of rwo days,
forty performing arts facility managers from around
the country worked through a series of presen[ations ms~n~Pin
and discussions on audiences of the future, where
performing arts disciplines are headed, trends in tkte
area of arts funding and how, then, buildings should ,~~>,ng ark
be planned and developed in order to succeed some ~4 Cep
twenty-five years from now. Q ~~
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Our expert panelists, relevant research and resulting ~ ""
discussions indicated [hat, on the whole, performing
arts spaces will become smaller, more flexible, less ~"'"'""°"~
permanent and less formal. Equally impor[an[ is the idea of designing facilities that
support amateur community programs and attract younger audiences with the pos-
sibility of an enriching social experience. A narrative report outlining discussions and
conclusions was published in a monograph released by Americans for die Arts. I[ is
available at www.americansforthearts.org.
fil'[lt t~~$~1~
Webb Management Services was incorporated in New York State as an "S" Corporation
in March 1997. We are aprofit-earning, fiscally-solvent entity with an unblemished
credit record.
Webb Management Services currently employs three and a half full-time equivalen[
employees who all share similar responsibilities. Current staff includes Duncan Webb
(President and Principal), Carrie Blake (Project Manager), Liz Bloomfield (Project
Manager) and a Research Associate.
Webb Management Services offers a strong value proposition to our clients on the
basis of the following:
Everyone here has worked professionally in the arts industry, as facility man-
agers, producers, presenters, performers, educators, marketers, fundraisers and
financial managers. In addition, we are all trained in business and finance. This 5
combination of skills means that we can work closely with artists and arts orga-
nizations, understanding their creative drive and aspirations. At the same time,
we are credible with trustees, businesses and government leaders in our ability to
develop projects that are achievable and sustainable.
Our national practice and many years of experience has made us big [hinkers,
able to search for creative solutions from a huge body of knowledge and a diverse
network of industry leaders.
We are fundamentally team players, able and willing to work closely with
architects, developers, project managers and other specialists while representing
[he in[erests of the Ciry of Aspen.
Webb Management Services, Inc. is based in New York Ciry with a network of col-
laborators around the country. Our contact information is as follows:
Duncan Webb, President
Webb Management Services, Inc.
27 West 24th Street, Sui[e 407
New York, NY 10010
ph. (212) 929-5040 fx. (212) 929-5954
duncanOo webbmanagementservices.com
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Webb Management Services has assembled a team of professionals wi[h specific expertise to
provide the City of Aspen and Wheeler Opera House wi[h a successful study process. Bios
for each team member, along with firm resources, experience and references, ate included in
this proposal.
+~y~g Webb Management Services
111AlfA;+~!11~®tit 27 West 24t1t Street, Suite 407> New York, NY 10010
t. (212) 929-5040 f. (212) 929-5954
www.webb managemen [servi ces. co m
Duncan Webb, President ~ Carrie Blake 'd' Liz Bloomfield
Webb Management Services, Inc. was founded in March 1997 as a management consulting
practice for the advancemen[ of cultural organizations and [he development and operation
of cultural facilities. Services include planning for organizational advancemen[ and cultural
district development, facility feasibility s[udies and needs assessments, facility and organiza-
tion business plans, project management, presenting and programming support -all for arts
and cultural purposes. Since its formation nearly 13 years ago, the firm has completed over
230 projects, delivering effective, efficient, comprehensive and collaborative services. Webb
Management Services is dedicated to the advancement of the nonprofit arts sector and believes
strongly in the societal value of the arts.
Harry Teague Architects
129 Emma Road, Suite A
HARI2YTEAGUEARCHITECTS gasalt,CO 81621
t. (970) 927-4862 f. (970) 927-4892
wwwteaguearch.com
Harry Teague, Design Principal
Harry Teague Architects was established in Aspen in 1975 and has since produced. nation-
ally recognized, award-winning, and much loved arts, cultural and educational facilities, civic
structures, affordable housing, mixed-use projects, lodging, commercial projects and homes.
Our practice currently has five design professionals and support staff who collectively bring a
depth of experience and diverse range of skills to each project. We have 35 years of experience
in master planning, sustainable design, innovative material detailing, user and community
facilitation, and fundraising support for nonprofits. We ate committed to design excellence
in all aspects of our projects and have a proven track record for innovative design and imagi-
native solutions. Harry Teague Architects was named Architec[ure Firm of the Year by the
Colorado AIA in 1994 and by the Western Mountain Region AIA in 1995, and Harry Teague
was named the Architect of the Year in 2000 by the AIA Colorado.
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Schuler Shook
THEATRE Pl1lNNEEtS 123 Third Street North, Suite 210
L1GI((ING DESIGNERS '. Minneapolis, MN 55401
c. (612) 339-5358 f. (612) 337-5097
wwwschulershook.com
Michael DiBlasi, Partner
Schuler Shook is an internationally recognized theater consulting firm with extensive experi-
ence in the planning of performing arts facilities. Founded in 198C, by Duane Schuler and
Robert Shook, and with offices in Chicago, Dallas, and Minneapolis, the firm's expertise
includes venues ranging from intima[e 100-seat theaters to 3,000-seat opera houses to 15,000-
seat music theaters, all designed with one common set of goals: to enhance the relationship
between [he performer and the audience, and to support the creative work of the performers,
directors, designers, and technicians. Schuler Shook designs performance spaces that work.
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Duncan M. Webb founded
Webb Management Services,
Inc. to provide management
consulting rervices to the arts
and cultural industries. 7lie
firrn bas now successfully com-
pleted neore than 230 eomult-
ing assignments for the develop-
ment of facilities and districts,
and for the advancement of
cultural organizations. Exant-
Ales of assignments include a
Feasibility Study, Site Analysis
artd Businesr Plan far New Per-
forrningArts Facilities in Racb-
ester, NY, the Truckee-North
Lake Tahoe Feasibility Plan for
Artr and Culture, arad ongoing
work with the Lo:uer Manhat-
tan Development Corporation
on plans for new performing
arts facilities at the World Trade
Center Mernorial Site.
Duncan's career in the arts began onstage as a lovesick maiden in a 1969
production of Gilbert and Sullivan's Patience. After college, he became
a banker, spending seven years in commercial lending and international
finance. In 1986, after many years of volun[eer work in the arts, he came
into the field as a producer of experimental, indus[rial and commercial
theatre, with such credits as the Canadian premieres of Changing Bodies,
Children of a Lester God, Blood Brothers, Orphans, Marshall Bravestarr and
Barbie and the Rockers. He also developed marketing and sponsorship pro-
grams for the Canadian premiere of Les Miserables.
In 1989, Duncan joined Theatre Projects Consultan[s as a management
consultant, writing feasibility studies for a range of performing arts facili-
[ies and ul[imately becoming the general manager of the North American
practice of [his theatre consulting firm. He then spent two additional years
at AMS Planning and Research, doing similar work before starting Webb
Management Services in March 1997.
A Certified Managemen[ Consultant (CMC), Duncan has been an active
speaker and published writer on arts management and the development,
operation and financing of arts facili[ies. In January 2005, Webb's book
Running7heaters• Best Practices for Managers and Leaders was published,
the first book ever written ors the management of performing arts facili-
ties. He is also a professor in New York University's Graduate Program in
Performing Arts Administration, where he teaches Finance and Planning
for the Performing Arts and Principles & Practices of Performing Ar[s Ad-
ministration.
Duncan has a Bachelor's Degree in Economics from the University of
Western Ontario and a Master's Degree in Business Administration from
the University of Toronto. He currently lives in New York City with his
wife and two children.
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Carrie has gained extensive knowledge on the operation and function of
arts organizations through her work with various independent, govern-
ment-based, and university arts organizations.
Carrie Blake joined Webb
Management Services, Inc. in
January 2006.
At Webb Management Ser-
vices, Carrie works as a Project
Manager and Consultant on a
number of projerts. Examples
include a Fertsibility Strsdy for
the Topia Arts Center (Adarns,
MA), Ray Evans Seneca T{ieater
Renovation Feasibility Study,
and a Needs Assessment for the
Renovation of the Modjeska
Theatre in Milwaukee, Wl.
Before joining the firm, Carrie was the Associate Producer for the Office
of Arts & Cultural Programming at Montclair State University (NJ) where
she played a pivotal role in [he establishment of an ambitious new present-
ing and producing program. Collaborating with innova[ive experimental
artists from across the nation and around the world, Carrie coordinated
regional, national and world premieres while working to establish identity,
presence, structure and policy fot MSU's new venture.
Prior to working at MSU, Carrie developed and managed fundraising ~
events and campaigns for both The Drama League, a New York Ciry-based ~
nonprofit committed to developing artists and audiences for the American m
theatre, and the Madison Museum of Contemporary Art (Madison, WI). ~
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Through her Master's Degree in Business at the Bolz Center for Arts Ad-
ministration, University of Wisconsin-Madison, Carrie completed a ven- ro
ture development business plan for the Wisconsin School Music Associa- W
e,"
tion and a marketing research study for the Madison Symphony Orchestra. w
Her independent gtaduare research focused on the university aas present-
ers' multifarious existence within university and community contexts.
Carrie earned a dual BA in Music and Arts Adminis[ration from the Uni-
versity of Kentucky. A native of Cleveland Ohio, Carne's commitment to
the arts first began at the age of nine when, after becoming fed up with
the antics of her creatively destructive brothers, she picked up her first
clarinet.
10
As the principal designer and founder of Harry Teague Architects, Harry
Teague's work is distinguished by freshness of design approach, inven[ive
planning strategies, and attention to the cra& of cons ruction. His diverse
practice includes architectural design, site planning, industrial design and
community facilitation. An experienced builder, Mr. Teague has reinveno-
ed Colorado vernacular architecture and transformed it by his skilled and
thoughtful introduction of contemporary materials and building technol-
ogies.
Mr. Teague grew up in Alpine, New Jersey, graduated from Dartmouth
College in 1966, and has lived in Colorado since receiving his Master of
Architecture from the Yale School of Architecture in 1972. He began his
practice as a designer/builder, and constructed all his designs for the first
seven years of his career The firm has since grown to its current size of nine
professionals, but continues to stress ahands-on knowledge of construc-
tion.
Mc Teague's work has been included in several exhibitions on the subject
of contemporary western architecture and on architectural detailing. His
work has been published in[ernationally in magazines and books, and he
has received over fifty regional and national design awards. He has lec-
tured and taught throughout the country and has served on numerous
professional design award juries. HarryTeague strives to produce an archi-
tecture for our time, architecture that has a positive effect on our society,
and architecture that elevates the human spirit.
Stare of Colorado 1978, No.201392
State of Pennsylvania 1986, No.010150-B
State of Wyoming 2001, No. C - 1835
NCARB Council Certificate, No. 62,321
1972 Master of Architecture Yale University, School of Art and Architec-
ture
1966 B.A. History of Architecture, Dartmouth College
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Michael DiBlasi's background includes lighting design for dance, opera,
theater and special events which provide a strong basis for his theatre
consulting work. 7}tis hands-on understanding of [he requirements for
performance venues, including technical, functional and aesthetic issues,
provides an invaluable resource to the design of [heatre facilities. His ac-
complishments in theatre consulting include renovated and new perfor-
mance spaces for professional and educational facilities.
Colonial Theatre, Pittsfield, MA
Paramount Theatre, Charlottesville, VA
Wayne Theatre, Waynesboro, VA
Shuber[ Center for [he Arts and Education, Minneapolis, MN
Boston Opera House, Boston, MA
Westminster High School, Westminster, CO ~,
Riley Center, Mississippi State University, Meridian, MS n
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Plaza'Iheatre, El Paso, TX n
Panasonic Theatre for Blue Man Group, Toronto
ON '"
,
Mabel Tainter Memorial Theatre, Menomonie, WI
Morris Performing Arts Center, South Bend, 1N
Cornell College, Mount Vernon, IA
T.B. Sheldon Audi[orium, Red Wing, MN
Pantages Theatre, Minneapolis, MN
Empire and Majestic Theatres, San Antonio, TX
Orpheum Theatre, Minneapolis, MN
USITT Merit Award -Pantages Theatre
USITT Merit Award -Theatre de la Jeune Lune
BFA -Boston University
American Society of'Iheatre Consultants
U. S. Institute for Theater Technology
]2
Below is a list of projects that are representa[ive of the unique skills and experience of our firm
and its personnel. A complete list of our 230 completed projects is available upon request. The
following pages include 6 more de[ailed examples of relevant experience for Webb Management
Services, Harry Teague Architects and Schuler Shook.
1'rortori T hearer Fxpareimt and Arts Di#ritt Frazibility.Study Sdrn¢rtady M'
North Aunmr Presbyterian Church Reum Plan, hew Rnohe/%, NY
Feasibility Sttdy for thr Topia Ara Center, AAamr, MA
Market Study and Neu(r Assessment far a Renovated Loew i Kings Theatre, Brooklyn, NY
Feasibility Study for the Fzpmuim+ of the WYO Theater. Sheridan, WY
Frasibi/ity Stutw for the Reluration of Bay Sn~eet Theater, The Hamptons, Lomg Gland, NY
Nreds Asresnnntt t5' Burireeu Plarsuing for New Arts Fari/itier, Gested Butte, CO
Meniweather Post Pavib'me Feasibility Study mtd Stmtrgie P/au, Columbia, MD
Feasi6ilirY Study for a Nero Ampbirbeater in Fairfax Cororry; Fairfax, lA
Concept Rrview and Bnrinen Plax for a OnugGu County Aruphithmter; Srdalin, CO
Nerds drsesrmrnt for the Renovation of Sunken Gardau, San Amm~io, TX
' Fe,uibility Srodyfar New Culnvul Facilities. Glenwood Springs, CO
Cvfnva/ Facilities Needs Assenment rr Bvsinesr Plan, West Ho/lyrcood. CA
hfrnket Snrdy eir Business Plun for a Nem Marir L'enue, Fart Calling CO
- Durham Per forming Arn Facilities Feasibility Study. Drohaw, ArC
Cultural FariBties Mmterp/an, Fort Cbl/ins, C'O
Demand Analysis far Sruull-SraLr Cu[rura[ Farilitier. San lost. CA
City ofDallas Commrmity Gdnrral Master Plun, Ual[as, ]X
C,'nrY Cultural Dimict PLrn and Frasibi/ity .Study, Cory, NC
Theatre Oprrvtions and Orgmtiwtiw+ Sn+Ay Ln Mirada, CA
A Bruinesr Plau for A New Nome, Nnnmml Dmrre Institute, New York, NY
Concept Development d Rasimrs Planning far Neu Culntm/ Fao/ides at Cberokn Rm¢h, Sedalia CO
Rusn+as Plan Jot Cmmmuniry Ara Facilities. Parka, CO
llninersity ofMirsouri Performing Ares Facilities FeusiblGry Sntdy: Columbia, MO
Strategic Business Plan for a Nnu Visual v Performing Arn Cnuer, Falsmn Lakr College, Fallout CA
Maryville College Fiore and Performing Ara/Civic Cotter Feasibility Study; Maryvil@. TN
George Mawn Unirerity Priam William Campus Performing Arn Caurr, Manasras, lA
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IVeeeis Ass+essrnent $c ~usirtess P'ian for ~o~ Arts ~alciiitios,
{~ler~twood ~iarings, CO (~QU7)
In February 2007. Webb
Management Services tuas
hired by the City of Glen-
wood Springs to assess de-
mand for new performing
arts facilities. Glenwood
Springs h located on the
Western side of Colorado in
the Rocky Mountain Valley
at the confluence of the Colo-
rado River and Roaring Fork
River. Glenwood Springs is
home to the world's largest
hot springs swimming pool
ared it famous for its many
year-round outdoor activi-
ties.
In the first phase of work, a needs assessment, we considered demand on part
of local arts organizations and other users, the market po[ential for new per-
formance facilities, [he competi[ive situation and the City's long-term goals.
The market analysis was particularly important, assessing the po[ential for
Glenwood Springs to attract regional residents and its significant visi[ing
population. We then developed a series of initial conclusions and recom-
mended several facility components.
A more detailed analysis of the recommended concept indicated a projec[ of
a scale beyond the capacity of the Ciry and community. Working with the
project committee, we then proposed dividing the facility concept into four
distinct projects, many of which could be fulfilled by utilizing existing facili-
ties and planned developments. Specifically, we recommended [he pursuit of
adaptive re-use opportunities for smaller components and then the develop-
ment of a 600 to 800-seat theater in conjunction with the proposed library:
We then developed a preliminary business plan for the operation of these
facilities, recommending staffing levels, governance and operating policies.
The key deliverable for this phase was apro-forma operating budget and an
economic impact analysis.
City leadership and the Performing Arts Center Ad-hoc Committee con-
tinue to advance planning and partnerships for the proposed facilities.
Reference: Judy O'Donnell
Performing Arts Center Ad-hoc Committee Chair
City of Glenwood Springs
jdod47Oa rof.net
Project Type: Needs Assessment & Business Planning for the City of
Glenwood Sprin gs
Proposed Fee: $45,000
Final Fee: $45,000
Proposed Time: 6 months
Actual Time: 6 months
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Trc~~kooP(~orth i.ako Tahoe Fa~asibility P'i,sn for Arts ~c ~uim
tore, Truckee, CA {20~~-009)
Webb Management Ser-
vices was hired by the
North Lake Tahoe Resort
Association (`1VCI'R.4
to develop a cultural fa-
cilities masterplan for new,
proposed and/or renovated
cultural facilities in the
North Lake Tahoe region.
76is work started with a
Needs Assessment, and also
included the development
of a business plan and
site seleetdon exerdse far
each recommended facility.
71te first phase of work included an in-depth market analysis, invenmry of ex-
isting cultural programs and facilities and interviews with a diverse cross sec-
tion of the representatives from the arts, poli[ical and business community.
Considering communities in both Nevada and California, the analysis exam-
ined key population segments with permanen[ resident, second homeowner
and tourist markets. We then inven[oried indoor and ou[door facilities regu-
larly used for public performance, and visual art, heritage and cultural institu-
tions. 'Ihe following observations were of particular importance:
s New facilities and programs should first aim to serve the local perma-
nent residents, then market [o the seasonal and visiting populations.
t 'There was no[able demand for facilities and programs on the part of
regional residents and organizations.
* Investment wi[hin new cultural activity and facilities may offer an op-
portunity to develop a unified sense of regionalism, particularly through
the development of North Lake Tahoes's creative economy.
Conclusions recommended a set of programs and facilities to serve each popu-
la[ion segment while complemen[ing activity withiq local and regional mar-
kets. Recommendations included both indoor and ou[door facilities. Our
second phase of work considered sire selection, how the community should
prepare for new and expanded cultural facilities and how each should be oper-
ated, also projecting financial performance over [ime.
Reference: Ron Treabess
Director of Community Partnerships and Planning
North Lake Tahoe Resort Association
(530)581-8735
Project Type: Cultural Facilities Master Plan (including Needs Assessment)
for a Private Entity
Proposed Fee: $70,000
Final Fee: $70,000
Proposed Time: 6 months
Actual Time: 6 months
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f'ea'~ii?iiity ~tt~+d~ far the Expansian of the WYA Theater,
Sherieian, 91V"Y (~00~)
Webb Management Services
was Mired by the WYO The-
ater (483 seats) to assess Its
expansion into nuo adjacent
properties and to develop
a business plan that would
support its jiet:tre operations.
Our brief :uas to estahlish
what could be developed in
the new facilities and 6iaw
neTV spaces should be oper-
ated andprogrammed
The first phase of our study investigated the feasibility of the expansion and
its impacts on the Theater's existing operations and on Sheridan. We worked
closely with local arts groups, funders, political leaders, and facility managers
to consider these questions, ul[imately concluding that:
An improved WYO Theater has potential to attract more audi-
ences and additional programs
Additional spaces for performance, exhibition, rehearsal and sp-
ecial events will drive cultural development in Sheridan
The expanded WYO can have a tremendous impact on the co-
mmunityand downtown Sheridan
In addition to the improvement of [he existing [heater, recommendations
included several possible spaces to serve community arts organizations and
programs.
Given those possibilities, our work considered how the Theater should
prepare for expanded operations and how it will perform financially. The
key deliverable in the business plan was apro-forma operating budget that
projects activity, attendance and financial performance through the years in
which the renovation and expansion of the "Theater is completed.
Reference: Nick Johnson
Execu[ive Director
WYO "Theater
(307) 672-9083
Projec[Type: Needs Assessment and Business Plan for Renovation and
Expansion of a 501(c)3 arts facility and organization
Proposed Fee: $55,000
Final Fee: $55,000
Proposed Time: 5 months
Actual Time: 5 months
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i2enovation of Performance facilities, Riverwralk Center,
~reckenri+dge, C1D (2QO6 - ~+OQ8)
17te Breckenridge Riverwalk Center was created from apre-exis[ing two-
storys[eel and wood structure adjacent to the Blue River in historic Brecken-
ridge, Colorado. It has long been the hub for cultural events, civic functions,
and enter[ainment in Breckenridge. I[ serves as the home of the National
Repertory Orchestra, the Breckenridge Music Insti[ute Orchestra, as well as
the primary venue for town parties and rock concerts. The facility con[ains
offices and stage suppor[ space, as well as an open stage at the north end
of the structure with aslab-on-grade amphitheater-type sealing accommo-
dating approxima[ely 780. the original structure incorporated a temporary
fabric tent structure over the amphitheater seating during [he short summer
season that is typical a[ 10,000 fee[ above sea level.
This project started as a simple 11,000 square foot permanent shell structure
to replace the fabric tent. We referred to the original no-frills design as a
camper shell, but the project quickly evolved into athree-season heated facil-
ity with adjustable acoustic features that gives the Town of Breckenridge the
best multipurpose facility possible for the cost.
Reference: Kim DiLallo
Events and Communications Manager, Riverwalk Center
Town of Breckenridge
150 West Adams, P.O. Box 168
Breckenridge, CO 80424
Project Type: Renovation for Public Entity (Town of Breckenridge)
Proposed Cost: $1.8 million
Final Cost: $2.8 million (increase at client s request)
Proposed Time: 1.5 years
Ac[ual Time: 1.5 years (tight timeline due to season start-up at facility)
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Aspen IVluslc festival and School and Aspen Country lay
School, Castle Creek Campus, Aspen, CO {2005 -current}
'This $60 million campus planning and building design for AMFS and ACDS
includes 80,000 square feet with chree large orchestra rehearsal facilities. The
process of reshaping an existing campus just outside of Aspen has been acol-
labora[ive effort between the Aspen Music Festival and School and the Aspen
Country Day School. Harry Teague Architects was initially retained by the
two owners in 2005 to provide programming and pre-design services.
Working to balance the needs and constraints of both clients, a complete
master plan and architectural design was subsequently developed. 7}te pro-
posed architecture preserves the natural environment through the careful
placement of new buildings as well as through the reuse of existing building
locations where possible.'[he choice oflow-main[enance materials is a direct
response to the harsh environment of the steep, narrow canyon site and an ~
opportunity to use both modern and traditional systems in a fresh manner
The forms of the buildings resolve the acoustic requirements of the Music m
School and the more intimate needs of the Country Day School.lhe overall v:
m
campus design provides a truly unique response to a complex geographic m
n
condition, and the individual buildings and spaces within reflect the quality w
and scale that enhances the learning experience ~
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Reference: Alan Fletcher, President and CEO
Jennifer Elliot, CFO
Aspen Music Festival and School
(970)925-3254
Project Type: Master Plan and Physical Design for Priva[e Partnership
Proposed Cos[: $60 million
Final Cost: TBD
Proposed Time: Various depending on phase of work
Actual Time: All phases completed on time as per critical path schedule
created within master plan.
18
12~n~v~tl~an +~# tlt~ ~®I~nlal Tt>te~tr~, Pififisfield, NIA (241~~ ~ cl~rm
r~nfi}
Buil[ in 1903, the 810-seat Colonial'Iheatre opera[ed until 1949. In 2001,
the Colonial 7lteatre Associa[ion purchased the theatre. The renovation
includes a small expansion to address circulation and ADA compliance, a
sage house that was expanded vertically, and [he coupling to the adjacent
building to provide a location for dressing rooms, lobby, offices and support
spaces. Schuler Shook provided theatre planning throughout the facility and
designed new ligh[ing and rigging systems, as well as production infrastruc-
ture.
Reference: David Fleming
Executive Director
Colonial Zheatre
(413) 448-8084 x13
m
Project Type: Renovation of Historic "Theatre for Private 501(c)3 c
Proposed Cost: $13.5 million
Final Cost: $14 million
Proposed Time: 3 years ~.
Actual Time: 3 years
19
cl~~llenges
From our perspective, the Wheeler Opera House Needs Assessment is an exciting and chal-
lenging project for a number of reasons. First of all, [he Wheeler Opera House is a well-loved
institu[ion in Aspen. But as a theater built in the 19th century, it is fundamentally constrained
in its ability to serve audiences and artists in the 21st century. We must therefore determine
how existing facilities might best be used in the future and then, if appropriate, advance plans
for additional facilities that compliment the Wheeler and other spaces. A second challenge is
that discussions around the future of the Wheeler and the need for additional facilities have
been ongoing for years, to the point that many people in the community have already [aken a
position on what should happen. Our challenge is therefore to bring clear and objective infor-
ma[ion and insights into the discussion that allow public and private sector leaders to build a
consensus around one set of recommendations.
S~SS~2rER ~~ ~Gt'Y1CGS
Following is a description of the services we would offer m the Ciry of Aspen with respect to
plans for improvements to the existing performing arts facilities and the potential need for
other new facilities.
+ MATERIALS REVIEW: Review any previous reports and/or plans created for or by
the City of Aspen regarding the Wheeler Opera House or other performance facilities, as well
as other regional and/or relevant s[udies around the Aspen cultural community, Roaring Fork
initiatives and more.
+ MARKET ANALYSIS: Define and evaluate the current and future market area for
arts programs and facilities in Aspen and the surrounding region using a variety of local and
regional da[a.
market area definition ~r demographic artalysir: Using the localions of existing ticket
buyers, map and define the market for current Wheeler Opera House programs.
Describe the population in terms of size, rate of growth and demographic factors,
such as level of educational attainment, age, disposable income and race. Evaluate the
strengths and weaknesses of the market area based on national trends in arts participa-
tion. Identify key market segments for audience and program development.
geo-derographic analysis: Using the PRIZM model developed by Claritas'", which
defines the population in terms of specific variables that play into potential arts atten-
dance, investigate the presence of active arts participants in the market area, and their
capacity to support programs at new or improved facilities.
seeortd home-owners analysis: Using Census housing estimates and any other available
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market research, evelop a profile of second homeowners in Aspen and the surround-
ing region in order to assess [he potential development and expansion of this market
segment.
viritingaudiencesamlysis: Consider the size and characteris[ics of the non-resident
segment of the market (i.e. rourists). Test the attractiveness of [his market segment
in terms of their potential attendance and par[icipation in Aspen programs and facili-
ties.
4 WHEELER OPERA HOUSE PROGRAM & ASSESSMENT: Working
closely with Wheeler Opera House staff, assemble information on existing programs, activity
levels and utilization trends, operating policy and financial information to assess its support of
and service to local artists and organizations, resident and visiting audiences, and the broader
goals and interests of the City of Aspen.
a USER DEMAND: Using information gathered by Farewell Mills Gatsch Architec[s
in February 2009, understand [he current facility situation and potential facility needs of ~
Wheeler Opera House s[afl, regional artists and arts organizations, including space for per-
formance, rehearsal and related programs. Supplemen[ existing information with interviews 3
and/or surveys as and if required. Understand regional groups' capacity to pay for access to ~
new or improved spaces. P4
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4 TOURING PRODUCT POTENTIAL: Interview impresarios, promoters and ~
presenters who currently bring touring arts and entertainment programs to the Roaring Fork m
Valley on the adequacy of the Wheeler Opera House and other facilities for their programs
and the potential to bring additional [During programs to the marke[ given new or improved ~'
facilities. "
e EXISTING FACILITY ASSESSMENT: Review the size, accessibility and location
of performing arts facilities in and around Aspen, including the Roaring Fork Region. Map
the locations of these facilities to understand their proximity to one another, and their acces-
sibility to transportation and key population bases. Assess these facilities in terms of quality,
size, affordability, activity, use and availability, and identify gaps in the inventory that could
be filled by new or improved facilities.
4 FACILITY RECOMMENDATIONS: Review proposed plans for new or improved
facilities and offer preliminary recommendations to the Ciry on the size, shape, flexibility and
functionality of spaces initially proposed as well as the need for any additional facilities.
f COMPARABLE PROJECTS: Identify communities similar in size and character to
Aspen that have successfully developed and supported facilities and programs similar to those
recommended. Describe those facilities in terms of size, components, location, cost and keys
to success in order to inform and validate the choices being made for Aspen. Specifically dis-
cuss partnership strategies between the public and private sector that have led to sustainable
cultural facility development and operation.
4 ACTIVITY PROFILE: Based on the marke[ analysis and initial recommendations,
prepare an activity profile for all programmable spaces in recommended facilities, listing types
and levels of use by local artists and organizations, touring programs, educational programs
and other uses. Also estimate potential revenue genera ion in these spaces by local and tour- 21
ing programs.
+ SPACE PROGRAM: Develop building programs for recommended facilities as an
Excel spreadsheet that defines and measures all rooms in recommended facilities, including
public spaces, performance spaces and support spaces.
+ SITE ANALYSIS: Building on recent information developed by Farewell Mills Gatsch
Architects, assess potential sites and relevant existing structures (including Wheeler Opera
House) for the development of new facilities as provided by the City. Consider these sites and
structures in terms of their overall suitability for development, current conditions, feasibility
to adapt, planning challenges and cost to accommodate the recommended building program.
Prioritize these options in terms of criteria agreed and ranked in advance with the Ciry.
t ORDER-OF-MAGNITUDE CAPITAL BUDGET: Estimate the cost ofimprov-
ing and/ot adding new facilities based on the space program, knowledge of local and national
construction costs and [he potential sites selected for development.
+ ORDER-OF-MAGNITUDE PRO-FORMA OPERATING BUDGET:
Develop a preliminary pro-forma operating budget for recommended facilities that estimates
new earned income and operating expenses in order to forecast additional annual funding
increases and impacts on the existing operating structure and organization.
+ QUANTITATIVE ECONOMIC IMPACTS: Forecast the economic impact of new
or improved facilities, including the impacts of construction, operation and ancillary spending
associated with a[tendance at facilities. Use the RIMS II model developed by the Bureau of
Economic Analysis [o estimate the direct and indirect impacts of the project on the previously-
defined market area, including outputs, increased earnings and employment.
+ QUALITATIVE ECONOMIC IMPACTS: Consider how various development
options support the broader goals of the community in such areas as cultural tourism, enhanc-
ing educational opportunities, recruiting new businesses [o the community and building a
stronger sense of place and community engagement. Support these assertions with case studies
from other communities and provide recommendations as to how the project should proceed
so as to maximize these benefits.
+ CRITICAL PATH PLAN: Crea[e a critical path plan for the Wheeler Opera House
and the City of Aspen that identifies key milestones and deadlines towards new and/or
improved facilities.
+ REPORT & PRESENTATION: Present the findings and recommendations of the
needs assessmen[ and deliver a draft report. Incorporate feedback from the client and issue a
final report.
timeline
We are ready and willing to begin the study when authorized by the client. We would expect
to complete the study within twelve to fourteen weeks of contract award. We could potentially
increase our timeline if requested by the clien[.
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Webb Management Services is ready and willing [o proceed with the Wheeler Opera House
Needs Assessmenx as soon as a notice to proceed is received. The firm as a whole is currently
managing approximately 8 clients, though some projects are more active than others (see
below.)
We {rave completed the first portion of this study, a Needs Assessment, and are now finalizing
the business plan.
Working wi[h Chickasaw Nation leadership and the Tribe's Division of Arts & Humanities,
we are near completion of this project.
The first phase of the project, a needs assessment, was recently completed. We are now devel-
oping the business plan.
We expect to deliver a final report to this client on February 9.
Working with a comprehensive team of consultants, we have completed the bulk of our con-
tribution to this projec[, with a final preservation scheduled for early April 2010.
We began this projec[ in January 2010 and expect ro complete it within 8 weeks.
We began this project in January 2010 and expect for i[ to be complete within [he next 10
weeks.
We are in the midst of an organiza[ional assessment for MHSDG which will then by followed
by an 8-week business planning process.
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professional fees
We would propose lump-sum professional fees of $44,000 plus reimbursable expenses to com-
plete the services described in this proposal.
eR~DenSes
Expenses are billed (at cost) in addi[ion to fees, for travel to Aspen, communications (i.e. tele-
phone, Fax, courier, printing) and the purchase of data related to the assignment. We would
do everything possible to minimize these expenses and would look ro the City for assistance
in seeking local accommodation on our behalf and booking trips far enough in advance to
minimize air fares.
We would agree to cap expenses as per [he following estimate:
4 person-trips at $1,300 $5,200
Communications and Data Purchase 800
$6,000
adalitional ~ervice~
Fees any additional services falling outside of those described in [his proposal will be negoti-
ated as and if appropriate. 2010 hourly tares are as follows; fees have been discounted for the
services described in this proposal.
Duncan Webb $200
Harry Teague $200
Michael DiBlasi $200
Carrie Blake $150
Liz Bloomfield $125
~iiii>~g
Fees would be billed each month based on the progress of the study.
terns of proposal
This proposal is valid for a period of 90 days, beginning February 5, 2010.
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