Attachment A - City of Phoenix Latino Cultural Center Ad Hoc Committee Final Report - Attachment A
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Latino Cultural Center Final Report – June 2020 LATINO CULTURAL CENTER AD HOC COMMITTEE FINAL REPORT ATTACHMENT A 2 3 4 TABLE OF CONTENTS SECTION PAGE Overview 5 The Issue 6 Research 7 Subcommittees Site and Operations 9 Programs and Services 16 Fundraising and Partnerships 17 Recommendations and Conclusion 18 5 OVERVIEW The City of Phoenix's Latino arts and culture community is rich, vibrant, and ever evolving. Through a long history of Mexican, Indigenous, and Central and South American presence in the region, as well as contemporary expressions of local, national and international Latino arts and culture, the artistic and cultural expressions of Phoenix's Latino community are diverse and rich, however, segmented and unexposed. Nearing almost half of Phoenix's total population, a visible Latino arts and culture presence, reflective of the City's residents and experiences, is a vision shared by many. In 2001, the City of Phoenix's Bond Program made funding available for the renovation and expansion of Museo Chicano, a downtown Phoenix community-based museum that promoted knowledge and appreciation of Latino cultures. The museum presented local and international exhibitions and educational programs on Latino art, history, and cultures. Museo Chicano closed in 2008 and the bond money was held in a reserve for a future capital project that would benefit and showcase the Latino community. In 2016, the Phoenix Office of Arts and Culture secured the services of a consultant to conduct a Capital Needs Assessment and Feasibility Study, including a management/business plan and evaluation of potential tie-ins with other cultural resources. In 2017, the study was released. This process centered around an extensive community input process consisting of over 20 one-on-one interviews, site visits to arts organizations and facilities in Phoenix and surrounding areas, three public town halls, two focus groups, and an electronic survey. Highlights of the study included: • A desire for a visible Latino cultural presence in Phoenix at the heart of the city’s cultural center. • The center should be on par and in company with Phoenix’s other major cultural institutions and art centers located downtown. • The building should be no less than 22,000 square feet, have access to programmable outdoor space of ideally 18,000 square feet, and have ample parking for visitors. • Center programming should include festivals, workshops, classes, artist-led events, lectures, performances, storytelling, and exhibits. • Two proposed management structures: being an independent nonprofit, or a temporary hybrid structure with a short-term city investment for start-up. A copy of the full 2017 Capital Needs Assessment and Feasibility Study can be downloaded at www.phoenix.gov/arts/latinoculturalcenter. 6 THE ISSUE In early 2019, Mayor Thelda Williams created the Latino Center Ad Hoc Committee to evaluate and make recommendations to the City Council next year about next steps, including possible sites for a center and development of a strategic plan, which will result in business and operating, programming, and partnership and fundraising strategies. The committee is charged with using the 2017 Capital Assessment and Feasibility Study as its roadmap through the process. The Ad Hoc Committee was originally chaired by District 7 Councilman Michael Nowakowski and former District 8 Councilwoman Felicita Mendoza. In late 2019, Mayor Kate Gallego appointed additional members to the committee and replaced former Councilwoman Mendoza with newly elected District 5 Councilwoman and Vice Mayor Betty Guardado. The Phoenix Office of Arts and Culture provided general staff support to the Ad Hoc Committee. The committee met monthly and in addition had three working subcommittees (programs & services, fundraising & partnerships, and site & operations). All meetings were open to the public, and community members could participate in any of the three subcommittees. The Ad Hoc Committee sunset on June 30, 2020. This report details the recommendations provided by the committee to Phoenix City Council on the next steps for the Latino Cultural Center. Ad Hoc Committee Co-Chairs • District 5 Councilwoman and Vice Mayor Betty Guardado, Co-Chair • District 7 Councilman Michael Nowakowski, Co-Chair • Former District 8 Councilwoman Felicita Mendoza, Former Co-Chair Ad Hoc Committee Members • Dan Carroll • Leticia de la Vara • Jose Andres Giron • George Garcia • Julian Nabozny • Larry Ortega • Jason Rowley • Deanna Salazar • Elizabeth Toledo • ErLinda Torres • Donna Valdes Community Subcommittee Members • Joseph Benesh • Sam Gomez • Carmen Guerrero • Johnny Lazoya • Laura Mendoza • George Nunes • Ernie Quiros • Mario Romero 7 RESEARCH To better understand the size and scope of a new center, the committee researched other Latino Cultural Centers nationwide on their programs, operating models, and scale, including Albuquerque, Chicago, Dallas, Denver, Los Angeles, and San Jose. Deeper research of the centers in Albuquerque, New Mexico and Dallas, Texas were reviewed, as they are both government entities, versus nonprofit organizations, working with the community to fundraise, program, and build. Ad Hoc Committee chairs and staff also toured these sites and met with their leadership to learn more. National Hispanic Cultural Center, Albuquerque, NM The National Hispanic Cultural Center (NHCC) is dedicated to the preservation, promotion, and advancement of Hispanic culture, arts, and humanities. The 20-acre center presents over 700 events annually and creates the opportunity for thousands more through its art museum, library, genealogy center, theatre, and educational resources. The NHCC is a division of the State of New Mexico Department of Cultural Affairs and is further supported by the National Hispanic Cultural Center Foundation, a 501(c)(3) nonprofit organization. Capital Project Budget: $56 million - A public/private venture to fund the construction of the facility. A majority of the funds came from the State of New Mexico. Annual Operating Budget: $2.8 million (programs, services, and staffing) - NHCC Foundation contributes an additional $360,000 in program support. The current maintenance needs exceed $2 million; the state capital improvement program budget supports $300,000 annually. Latino Cultural Center, Dallas, TX The Latino Cultural Center (LCC) is a multidisciplinary arts center and catalyst for the preservation, development and promotion of Latino and Hispanic arts and culture. The LCC is a division of the City of Dallas Office of Cultural Affairs and receives support from the Friends of the LCC, a 501 (c)(3) nonprofit organization designed to provide financial support and enhance programming. The 27,000 square foot facility includes a 300-seat theater, art gallery, sculpture courtyards, multipurpose room, and outdoor plaza. The LCC serves as home to seven performing arts groups, and its gallery hosts six to eight exhibitions a year. Capital Project Budget: $9.8 million - $5.6 million in City Funds and $4.2 million in private contributions (from the Meadows Foundation and four individuals). The LCC is currently planning for a $5.5 million Phase II expansion paid for by the City’s Bond Program. Annual Operating Budget: $600,000 (programs, services, and staffing) - Friends of the LCC contributes an additional $20,000 in program support. 8 The review and site visit of the Dallas Latino Cultural Center reinforced the 2017 Capital Needs Assessment and Feasibility Study’s recommendation on the size, programming, and operating model of the new Phoenix Latino Cultural Center. 9 SUBCOMMITTEE WORK Site and Operations Early in the process, it was decided by the Ad Hoc Committee that the selection of a site was necessary to move forward with financial and programmatic planning. The 2017 Capital Needs Assessment and Feasibility Study did not select a site. It included a hypothetical site layout showing a building area of approximately 22,000 square feet; 18,000 square feet of programmable outdoor space; and ample parking (diagram below). The subcommittee initially reviewed a dozen city- owned or operated sites. Members toured three locations early in the process for an initial review of possible sites in and around downtown including Grant Park, the North Building adjacent to Margaret T. Hance Park, and Burton Barr Library. Grant Park and Burton Barr Library were subsequently excluded due to parking limitations and access. Other sites studied were downtown parcels including the grounds adjacent to the Herberger Theater Center, the North Building (at Hance Park), a lot next to the Public Market, and the Regency Garage on the southwest corner of 2nd Street and Adams. Parcels were also discussed outside of downtown including a lot on the Northeast corner of 7th Avenue and Buckeye, lots in the Sky Harbor International Airport land reuse areas, the former Del Rio Landfill, a lot on the Southeast corner of Broadway and Central Avenue, and a lot the Southwest corner of 5th Avenue and Broadway. Sites in downtown Phoenix are more compact, urban and allow for smaller land plots that can be built up, while the "suburban" sites require a larger area, with a minimum of four acres to accommodate the square footage and parking requirements recommended for the site. Ultimately, the four downtown sites were presented to the Ad Hoc Committee to review (Herberger Theater Center grounds, North Building at Hance Park, lot next to the Public Market, and the Regency Garage). Gensler Architects did pro bono work in the summer of 2019 to show how massing could work for each location. Diagrams were presented, along with associated estimated costs and zoning requirements researched by the city’s Community and Economic Development and Planning and Development Departments, which came out to $600 per square foot comparable to retrofitting other historic buildings such as those in the city’s Warehouse District. Included are the massing and zoning criteria used in the selection process for the four locations the subcommittee chose to focus on during their review. 10 Herberger Theater Center Grounds • In the heart of downtown • Southwest corner of 3rd Street & Monroe • 20,400 square feet • Part of the entire Herberger campus, but not currently developed Zoning DTC – Business Core No rezoning needed Height 450’ Max Height Water Existing water main in 3rd Street – Upsizing not required No water services shown coming off 3rd Street Sewer Existing pipe in 3rd Street No sewer services shown coming off 3rd Street Streets Monroe & 3rd Street – 6’ Streetscape Zone Parking Public parking garage on 2nd Street Bus Accommodations Tours drop off along 3rd Street (west side) Bus staging along 3rd Street (west site) 11 North Building • Adjacent and connected to the Phoenix Center for the Arts • Northwest corner of 3rd Street & Moreland • 48,900 square feet of land size • Existing building that could function as an historic LCC with significant improvements Zoning DTC – Townsend Park No rezoning needed Historic Preservation Eligible Height Existing building Water Existing – Upsizing not required Sewer Existing – Upsizing not required Streets Potential of additional auto entrance required 3rd Street – 15’ Streetscape Zone Moreland – 15’ Streetscape Zone Parking 148 parking spaces adjacent includes ADA Additional parking available in future garages near site Bus Accommodations Accommodations for tours Accommodations for staging 12 Public Market Parking • Close to Roosevelt Row • Southwest corner of McKinley & 1st Street • 20,250 square feet of land size • Currently used for overflow parking Zoning DTC – Evans Churchill West No rezoning needed Height 475’ Max Height Water Existing – Upsizing not required unless fire flows are not met Sewer Existing – Upsizing not required Streets McKinley – 15’ Streetscape Zone Parking Public parking to the south of Pierce Street and to the east of 1st Street Bus Accommodations Tours drop off on McKinley No accommodation for bus staging 13 Regency Garage • Current home of Arizona Latino Arts and Culture (ALAC) • Southwest corner of 3rd Street & Adams • 41,250 square feet • A Request for Proposals (RFP) has been authorized on property (Developer was asked to keep 1,500 square feet for a downtown satellite location for the LCC) • LCC could be part of ground floor activation of a denser development • Part of the Adams Street Activation Zoning DTC – Business Core No rezoning needed RFP has been issued for a mixed-use project Height Existing six-story parking garage 475’ Max Height Water Existing – Upsizing will be required on 2nd Street, but not on alleyway Sewer Existing – Upsizing not required Streets Adams Street Activation enhancements will be required Adams Street, 1st Street and 2nd Street – 6’ Streetscape Zones Parking Provides for 506 parking stalls today, but configuration will change with RFP responses. Parking would be incorporated into a mixed-use project. Bus Accommodations Tours drop off in front of Symphony Hall Accommodations for staging 14 Three of the four downtown sites (Herberger Theater Center grounds, lot next to the Public Market, and the Regency Garage) didn’t meet the requirements of the 2017 capital needs assessment and feasibility study. With that, the North Building was recommended by the Site and Operations Subcommittee because: • Existing city-operated building • 23,691 square feet • Access to programmable outdoor space • 148 parking spaces adjacent (additional parking available in future garages near site) • Located downtown near other cultural institutions • Access to light rail and bus transportation • Access to I-10 freeway The property is historic preservation eligible, but not designated as such. No upsizing is needed with water or sewer, based on current service levels. The streetscape could meet downtown code requirements without a variance. The cost to rehabilitate the North Building, along with additional funds for FF&E (furniture, fixtures, and equipment) to ensure the project would be occupiable as soon as possible, is estimated at approximately $12,056,800. The subcommittee requested an updated architectural assessment including a formal pricing and phasing plan for the building. Gensler completed the assessment on February 18, 2020. The subcommittee also requested an appraisal of the building potentially for purchasing the building instead of leasing from the State of Arizona. The appraisal is in process between the city’s Finance Department’s Real Estate division and the Arizona Department of Transportation. The North Building was selected by the Ad Hoc Committee on Sept. 23, 2019, was approved by the Parks and Recreation Board on October 24, 2019, and on recommended by City Council December 4, 2019, with the caveat to review other sites while the building assessments and appraisals are in process. The Parks and Recreation Board requires financial planning updates annually to ensure fundraising goals are on track. If goals are not met by 2023, the usage agreement would be reevaluated at that time. 15 The Site and Operations Subcommittee was also tasked with recommending an operating model. Again, the 2017 study proposed two management structures including: • Independent nonprofit organization • Temporary hybrid structure with a short-term city investment for start-up The subcommittee recommends that the Latino Cultural Center be run by the City of Phoenix for its first five years of operations with a nonprofit or collective eventually taking over the administration of the center. 16 Programs and Services The Programs and Services Subcommittee’s purpose was to advise the Ad Hoc Committee regarding development of the LCC’s inaugural community programs, events, and services. The subcommittee focused on not duplicating other programming from the community. The center would be a home for artists and organizations already doing programs and events that create visibility for Latino arts and culture in the community, but additional programming could be curated if necessary. A programming pyramid was developed for the center. The top of the pyramid includes resident companies, non- duplicative programs, and partnerships. The middle includes additional curated programs, classes, exhibits, programs with schools, lectures, film screenings, etc. The bottom of the pyramid includes rentals or other community groups. The 2017 study emphasized programs including festivals, workshops, classes, artist-led events, lectures, performances, storytelling, and exhibits in the LCC. The subcommittee recommended other programs including theatre, film, school programs, artist studios, rehearsal space for practice, and incubation space for administrative offices. 17 Fundraising and Partnerships The Fundraising and Partnerships Subcommittee’s purpose was to advise the full Ad Hoc Committee on potential corporate, foundation, government, and individual fundraising and partnership opportunities to support the Latino Cultural Center. The current estimate to rehabilitate the North Building is between $8 million (Gensler assessment) and $12 million (original city estimates), with $2 million of the estimation being for furniture, fixtures, and equipment (FF&E) to ensure the project would be occupiable as soon as possible. The Parks Board requires financial planning updates annually to ensure fundraising goals are on track. If goals are not met by 2023, the usage agreement would be reevaluated at that time. The subcommittee decided that before beginning to raise funds, the “what” needed to be created to start making a case including the location, programs and services, and an operating model. When those criteria were met the subcommittee met with a capital campaign consultant for a question and answer session before making a recommendation to hire a capital campaign consultant. This consultant will not bid on the project when it goes out for procurement. The procurement of a capital campaign consultant can start the planning necessary to raise the funds to rehabilitate the building, or other site as directed by the City Council. The capital campaign will include two phases of service, including the following: • Phase One: A feasibility study to determine the amount of capital that could be realistically raised from all sectors and available sources in support of the Latino Cultural Center. • Phase Two: Planning and management of the capital campaign if the feasibility study proves the project can move forward. The subcommittee also met with the Arizona Community Foundation (ACF) to explore the idea of setting up a collaborative fund. Contributions for the LCC cannot be deposited into City accounts; therefore, the ACF would be a repository to accept tax deductible donations. Once the account is set up, the ACF would accept donations, provide financial investment management, and administrative services. Administrative services include tax and accounting services, payment of invoices, tax receipts for donations, and processing online giving. An initial deposit of $25,000 is needed, which can be obtained from bond monies based on advice from the Law Department. There will be an assessed annual fee of one percent of the Fund’s asset value (declining as assets exceed $3 million) or $500, whichever is greater. An oversight committee would also need to be established. City Council approved contracting with a capital campaign consultant to start the financial planning of the project and setting up an ACF collaborative fund for the center. 18 RECOMMENDATIONS AND CONCLUSION The Latino Cultural Center Ad Hoc Committee makes the following recommendations to the Phoenix City Council: Site and Operations • The North Building is recommended as the site of the Latino Cultural Center. However, if circumstances arise and the North Building is ultimately not selected or available, the site location should keep in line with the 2017 Capital Needs Assessment and Feasibility Study’s recommendations of: o The center should be on par and in company with Phoenix’s other major cultural institutions and art centers located downtown. o The building should be no less than 22,000 sq. ft., have access to programmable outdoor space of ideally 18,000 sq. ft., and have ample parking for visitors. • The Latino Cultural Center should be run by the City of Phoenix for its first five years of operations with a nonprofit or collective eventually taking over the administration of the center. Programs and Services • Maximize community impact and create programs that don’t duplicate or compete with existing organizations. • Identify potential programming gaps in the community and be a partner on collaborative events, classes, and services. • The Phoenix Office of the Arts should coordinate pop-up programs at libraries, community centers, cultural events, and virtually to promote the Latino Cultural Center before it opens. • Plan and execute an annual cultural festival to increase the visibility for Latino Arts and Culture. • Maintain a database of Phoenix Latino arts and culture organizations and artists. Fundraising and Partnerships • Set a realistic fundraising goal for capital and operational expenses to draft a fundraising plan to strategically reach financial goals that will speak to donors and patrons beyond the construction phase. • Contract a capital campaign consultant to help with the fundraising planning, including a fundraising feasibility study to determine the amount of capital that could be realistically raised from all sectors and available sources in support of the Latino Cultural Center. • Open a collaborative fund at the Arizona Community Foundation to accept tax-deductible donations of all sizes to meet fundraising goal. • Appeal to the Parks and Recreation Board for a two-year extension to meet fundraising goals given the current pandemic. • Set up a Friends of Latino Cultural Center 501 C 3 and recruit inaugural board members. In April 2020, Ad Hoc Committee leadership decided to pause parts of the project due to the COVID-19 pandemic; however, fundraising work should take priority. Committee members would like to be updated in January 2021 on the state of the city’s health and economic vitality such that the project will continue.