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From Dreams to Reality: The Transition from Planning to New Facilities
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From Dreams to Reality: The Transition from Planning to New Facilities



In an improving economy, many institutions are ready to consider a move from strategic planning to the design and construction of new or renovated facilities. This session will present the issues to ...

In an improving economy, many institutions are ready to consider a move from strategic planning to the design and construction of new or renovated facilities. This session will present the issues to consider in making this transition including funding, board and community relations, sustainable design and the museum environment, and the design and construction process. The recently completed Museum of History and Industry (MOHAI) and the Seattle Art Museum (SAM) projects in Seattle, Washington serve as case studies.
These slides were given by presenter Sam Miller

Moderator: Maryann Jordan, Vice-Director, Seattle Art Museum
Presenters: Sam Miller, Partner, LMN Architects
Mike Stanley, Principal, The Seneca Group



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    From Dreams to Reality: The Transition from Planning to New Facilities From Dreams to Reality: The Transition from Planning to New Facilities Presentation Transcript

    • DREAMS TO REALITY The Transition from Planning to New Facilities
    • Why consider a capital project?
    • When Vision, Need and Opportunity Collide
    • The Seattle Art Museum A Case Study
    • VISION SAM Connects Art to Life
    • NEED Projecting into the Future We were ready! • Space Study - 1999 – Assess 30 year need for collection growth • Wallace Grant - 2000 – Expand, diversify and enhance audience participation • Master planning study - 2001 – Design concepts for potential expansion
    • OPPORTUNITY - 1999 • Last piece of undeveloped waterfront land in downtown Seattle comes on the market
    • SAM/TRUST FOR PUBLIC LAND PARTNERSHIP • SAM and TPL join forces to purchase the land – a former brown field – for the Olympic Sculpture Park • Additional funding for land purchase from federal, state, county and municipal sources. • $20 million endowment pledged for park’s operations (park can be free!)
    • OPPORTUNITY - 2001 • Washington Mutual proposes codevelopment of SAM property
    • SAM/WASHINGTON MUTUAL PROPOSAL • Museum gets 335,000 square feet (12 floors) to meet short and long term space needs – Unused space (8 floors) leased back to WaMu – pays debt for shell and core • WaMu gets 890,000 square feet (42 floors) to consolidate office space downtown
    • CAN WE DO IT??? • Test feasibility – Vision – Space • Test resources • People • Financial
    • SAM FEASIBILITY STUDY •Set a goal •Set a deadline •Ask for money •No money, no project…
    • THE CASE • Vision and goals – What will we be, not what we will build… • Business plan – How will we sustain the expanded facility and program?
    • THE TEAM • Board – Developed and expanded with campaign in mind • Project management/consultants – Assembled internal and external teams to execute • Community – Enlisted participation of community leaders – ”SAM Partners”
    • THE TRANSFORMATION OF SAM CAMPAIGN Two goals: • Raise $180 million • Increase community participation and ownership
    • Opportunities for involvement at all levels Community engagement spurred major gifts
    • Every gift counts Permanent recognition begins at $1000
    • THE RESULTS •Raised $227 million •10,000 donors •Over 50% new donors to SAM •Largest campaign for cultural institution in the Northwest •Community participation and goodwill
    • THE AFTERMATH 2007-2013
    • JANUARY 2007: Olympic Sculpture Park opens
    • FEBRUARY 2007: Washington Mutual dedicates new office tower
    • MAY 2007: SAM REOPENS
    • MAY 2007: SAM REOPENS
    • September 2008 – crash!
    • WHAT TO DO????
    • “It all starts and ends with a focus on programming.” Michael Kaiser President of the John F. Kennedy Center for the Performing Arts Author of The Art of the Turnaround
    • • Drop in Hopper Ad
    • • Drop in Yale Ad
    • THE SPECIAL EXHIBITION FUND •Develop fund to support ambitious international exhibition program •Works as bridge fund until ready to launch an endowment campaign
    • GOAL $10 million over 5 years RESULT $8 million over 4 years
    • OCTOBER 2010
    • PICASSO RESULTS • 407,000 visitors • 17,000 new members • New audiences, new promotional and community partners
    • PICASSO ECONOMIC IMPACT • $66 million in economic impact to Washington state • $22.7 million in direct visitor spending • 1,000 jobs supported • 50% visitors came from outside Seattle/King County
    • Seattle Weekly Best of
    • MARCH 2013
    • MIRROR by Doug Aitken March 24, 2013
    • It’s not because of our need, but because of our meaning…
    • A Case Study Dreams to Reality
    • Project Management? A generally systematic approach to getting fifty or more cats from point A to point B, while keeping your board involved (but not too much), your donors happy, your staff from burning out and your institution solvent. In other words, herding cats…
    • The “Herd” o Contractor o Architect o Exhibits Team o Curators o Facilities o AV Team o Service Providers o Movers o o o o o o o o IT Vendors The Board The Director Public Art Donors The City Visitors Community
    • Adding structure to the process… Flow of Information Architect Consultants General Contractor Subcontractors MOHAI Board Exhibit Design Team MOHAI Staff Attorney New Museum Committee and Project Manager Other Consultants Other Stakeholders City of Seattle Other Jurisdictions …so you can make fully informed decisions.
    • A regional history museum serving Puget Sound – Humble beginnings 1914 – Move to Montlake 1952 • 1962 State Highway 520 – Search for a new home – SR 520 • Downtown location – An Invitation to study the Armory • City Partnership • Due Diligence 2007-2008
    • Where we started… – City Contributes the building and capital needed to bring the building up to code – MOHAI raises the capital to make the “shell” a museum – MOHAI runs the project Enter the recession….
    • What was offered – City Contributes the building and BUT NO capital – MOHAI gets to negotiate with the State for the taking of the Montlake building – MOHAI raises the rest of the capital. – MOHAI runs the project…and takes all the risk.
    • And by the way… – The building has historic covenants – It actually sits over water on old pilings (don’t forget the endangered salmon…) – It’s sinking in one corner… – You can’t fit all your staff and stuff in it… – There is almost no parking… – And, oh, its not really your ideal space for museum with lots of windows and low ceilings. Hmm. A risky proposition for a little museum.
    • We’ll Take it! Location, Location, Location.
    • • Fast forward to 2013 – Attendance on track for an 8x increase over Montlake (4x over the business plan)
    • Fast forward to 2013 – Rental and event income is up 5x
    • Fast forward to 2013 – Free attendance to all 14 and under and everyone on our first Thursday
    • Fast forward to 2013 – LEED Platinum museums in the nation (one of less than 10)
    • Fast forward to 2013 – Awards achievement in design, exhibits, public art and historic restoration
    • Fast forward to 2013 – We have built our endowment, operating and capital reserves to $20m
    • So, how did we get here?
    • So, how did we get here? We’ll Take it!
    • Here’s how…
    • The Process • Define the Requirements • Select and Manage the Team • Establish the Delivery Goals Then manage the team (and client) to work within them.
    • • Define the Requirements – Vision, Goals and Program – Due Diligence and Feasibility Studies The Cost of Change over time
    • • Select and manage the Team – Get the Right Team in Place – Consultants • • • • Architect Contractor Exhibit Design Exhibit Fabricator – Staff and Board Collaboration, communication and teamwork …
    • • Integrate with the Board and Staff – Role of Board Committees • Design, Finance, Operations – Coordination with Staff • Exhibits, Development, Facilities, Finance
    • • Establish and Manage Delivery Goals - Cost – Feasibility Studies – Budgets and cost control • Frequent check-ins and small course corrections – Cash flow, cash flow, cash flow! How you communicate these is critical.
    • • Establish and Manage Delivery Goals - Cost – Type of Budgets • Capital ($30m) – Design, Permitting, Construction of Building • Institutional Development ($6m) – Staff, Development, Transition • Exhibits ($19m) – Acquisition, Content, Design, Fabrication • Operating Reserves and Endowments ($20m) – Protecting your investment This excludes another $10m for the Conservation & Research Center.
    • • Establish and Manage Delivery Goals - Cost – Matching your Sources and Uses • Sources – Campaign, Grants, Mitigation Proceeds, Tax Credits – Creative Financing • Uses – Capital, Institutional Development, Exhibitions, Reserves • Financing and Bridging – Campaign Timing
    • • Establish and Manage Delivery Goals Schedule – Be Patient – Milestones and checkpoints – Firm but flexible
    • Building • Establish and Manage Delivery Goals Schematic Design And Budget Design Development and Budget Construction Documents Bidding Grand Opening! Construction Exhibit Installation Exhibits Exhibit Fabrication Exhibit Design Documents Exhibit Schematic Design Exhibit Concept Design 2008 2009 2010 2011
    • • Establish and Manage Delivery Goals – Decision Making – Key to Success – Collaboration and Communication – Get the best information possible – But have a final decision maker
    • What makes these projects special… – The mission – The people – The impact But it’s the one I most enjoyed sharing with my kids.
    • What makes these projects special… – The mission – The people – The impact But it’s the one I most enjoyed sharing with my kids.
    • From Dreams to Reality: Design and Construction
    • The Design & Construction Process • Predesign 3 – 6 months Feasibility Planning Study Programming Concept Design • Design 9 – 18 months Schematic Design Design Development Construction Documents • Construction 12 – 24 months • Exhibit Installation 3 – 6 months
    • Feasibility Planning Study Test Project Viability and Different Concept Ideas Align Project Aspirations with Funding Capacity
    • Space Programming Room Data Sheets, Room Diagrams and Summary Program Difference between “net area” and “gross area” Coordinate with Exhibit Planning Client Sign-off Required
    • Concept Design Test Fit of Program Size and Adjacencies Confirm Construction Budget Provide Vision for Fundraising
    • Design Process Schematic Design (SD) Design Development (DD) Coordination with Engineering Consultants Verify Code Compliance Refine Cost Estimates Develop Design in Conjunction with Exhibit Planning and Design
    • Design Process Construction Documents (CD) Includes Drawings and Specifications Used for Building Permit, Bidding and Construction
    • Construction Exciting Time Quick Decisions Required Fundraising Tour Opportunities Renovations are Impactful to Operations (image)
    • Post Construction Commissioning and Training Furnishings and Equipment Exhibit / Artifact Installation First Year of Operations
    • Additional Considerations • Contractor Selection • Building Information Modeling • Renovations vs. New Construction • What Makes an Effective Client?
    • Contractor Selection Public vs. Private Institution Delivery Options Design – Bid – Build Negotiated Selection Pre-Construction Services by Contractor Cost Estimating Schedule Development Constructibility Reviews Value Engineering
    • Building Information Modeling (BIM) Improved Systems Coordination Enhanced Visualization Early Performance Analysis and Simulation Better Coordination with Exhibit Design Team Opportunity for Digital Fabrication
    • Sustainable Design Daylight and Views – Control Light and UV Energy – Best Payback Water – Climate Responsive Materials and Indoor Air Quality – Align with Museum Requirements Certification LEED Living Building Challenge
    • Renovation vs. New Construction Renovations Can: Preserve Cultural Resources Save Money (sometimes) Save Time (sometimes) Reduce Planning Options Increase Risk of Unknown Conditions
    • Renovation Issues
    • Renovation Issues System Improvements Structural Mechanical Electrical Acoustical
    • Renovation Issues Accessibility Elevators Pathways Restrooms
    • What Makes an Effective Client? Consensus Builder Good Decision Making Organizational Clarity Good Team Chemistry Trust in Design and Construction Team
    • Dreams to Reality