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...
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
Olym...
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
– Unu...
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 CAMPAIGN
THE CASE
• Vision and goals
– What will we be, not what we will build…

• Business plan
– How will we sustain the expanded...
THE TEAM
• Board
– Developed and expanded with campaign in
mind

• Project management/consultants
– Assembled internal and...
THE TRANSFORMATION OF SAM
CAMPAIGN
Two goals:
• Raise $180 million
• Increase community participation and
ownership
THE STRUCTURE
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 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
WHEN VISION, NEED, OPPORTUNITY
WHEN VISION, NEED, OPPORTUNITY
AND UNFORESEEN CIRCUMSTANCES
COLLIDE
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 Perfo...
•

Drop in Hopper Ad
•

Drop in Yale Ad
THE SPECIAL EXHIBITION FUND
•Develop fund to support ambitious
international exhibition program
•Works as bridge fund unti...
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
• ...
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 y...
The “Herd”
o Contractor
o Architect
o Exhibits Team
o Curators
o Facilities
o AV Team
o Service Providers
o Movers

o
o
o
...
Adding structure to the process…
Flow of
Information
Architect

Consultants

General Contractor

Subcontractors

MOHAI Boa...
A regional history museum serving Puget Sound
– Humble beginnings 1914
– Move to Montlake 1952
• 1962 State Highway 520

–...
Where we started…

– City Contributes the building and capital needed to
bring the building up to code
– MOHAI raises the ...
What was offered
– City Contributes the building and BUT NO capital
– MOHAI gets to negotiate with the State for the
takin...
And by the way…
– The building has historic covenants
– It actually sits over water on old pilings (don’t forget the
endan...
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 (a...
• Define the Requirements
– Vision, Goals and Program
– Due Diligence and Feasibility Studies

The Cost of Change
over tim...
• Select and manage the Team
– Get the Right Team in Place

– Consultants
•
•
•
•

Architect
Contractor
Exhibit Design
Exh...
• Integrate with the Board and Staff
– Role of Board Committees
• Design, Finance, Operations
– Coordination with Staff
• ...
• Establish and Manage Delivery Goals - Cost
– Feasibility Studies
– Budgets and cost control
• Frequent check-ins and sma...
• Establish and Manage Delivery Goals - Cost
– Type of Budgets
• Capital ($30m)
– Design, Permitting, Construction of Buil...
• Establish and Manage Delivery Goals - Cost
– Matching your Sources and Uses
• Sources
– Campaign, Grants, Mitigation Pro...
• 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 Do...
• Establish and Manage Delivery Goals –
Decision Making
– Key to Success
– Collaboration and Communication
– Get the best ...
What makes these projects special…
– The mission
– The people
– The impact

But it’s the one I most enjoyed sharing with m...
What makes these projects special…
– The mission
– The people
– The impact

But it’s the one I most enjoyed sharing with m...
From Dreams to Reality:
Design and Construction
The Design & Construction Process
• Predesign

3 – 6 months

Feasibility Planning Study
Programming
Concept Design

• Desi...
Feasibility Planning Study
Test Project Viability and Different Concept Ideas
Align Project Aspirations with Funding Capac...
Space Programming
Room Data Sheets,
Room Diagrams and
Summary Program
Difference between
“net area” and
“gross area”

Coor...
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 Complia...
Design Process
Construction Documents (CD)
Includes Drawings
and Specifications
Used for Building
Permit, Bidding
and Cons...
Construction
Exciting Time
Quick Decisions
Required
Fundraising Tour
Opportunities
Renovations are
Impactful to
Operations...
Post Construction
Commissioning and Training
Furnishings and
Equipment
Exhibit / Artifact
Installation
First Year of Opera...
Additional Considerations
• Contractor Selection
• Building Information Modeling

• Renovations vs. New Construction
• Wha...
Contractor Selection
Public vs. Private Institution
Delivery Options
Design – Bid – Build
Negotiated Selection

Pre-Constr...
Building Information Modeling (BIM)
Improved Systems
Coordination
Enhanced Visualization
Early Performance
Analysis and Si...
Sustainable Design
Daylight and Views –
Control Light and UV
Energy – Best Payback
Water – Climate
Responsive
Materials an...
Renovation vs. New Construction
Renovations Can:
Preserve Cultural Resources

Save Money (sometimes)
Save Time (sometimes)...
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 i...
Dreams to Reality
From Dreams to Reality: The Transition from Planning to New Facilities
From Dreams to Reality: The Transition from Planning to New Facilities
From Dreams to Reality: The Transition from Planning to New Facilities
From Dreams to Reality: The Transition from Planning to New Facilities
From Dreams to Reality: The Transition from Planning to New Facilities
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

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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

Published in: Education, Design
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From Dreams to Reality: The Transition from Planning to New Facilities

  1. 1. DREAMS TO REALITY The Transition from Planning to New Facilities
  2. 2. Why consider a capital project?
  3. 3. When Vision, Need and Opportunity Collide
  4. 4. The Seattle Art Museum A Case Study
  5. 5. VISION SAM Connects Art to Life
  6. 6. 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
  7. 7. OPPORTUNITY - 1999 • Last piece of undeveloped waterfront land in downtown Seattle comes on the market
  8. 8. 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!)
  9. 9. OPPORTUNITY - 2001 • Washington Mutual proposes codevelopment of SAM property
  10. 10. 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
  11. 11. CAN WE DO IT??? • Test feasibility – Vision – Space • Test resources • People • Financial
  12. 12. SAM FEASIBILITY STUDY •Set a goal •Set a deadline •Ask for money •No money, no project…
  13. 13. THE CAMPAIGN
  14. 14. 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?
  15. 15. 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”
  16. 16. THE TRANSFORMATION OF SAM CAMPAIGN Two goals: • Raise $180 million • Increase community participation and ownership
  17. 17. THE STRUCTURE
  18. 18. Opportunities for involvement at all levels Community engagement spurred major gifts
  19. 19. Every gift counts Permanent recognition begins at $1000
  20. 20. 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
  21. 21. THE AFTERMATH 2007-2013
  22. 22. JANUARY 2007: Olympic Sculpture Park opens
  23. 23. FEBRUARY 2007: Washington Mutual dedicates new office tower
  24. 24. MAY 2007: SAM REOPENS
  25. 25. MAY 2007: SAM REOPENS
  26. 26. WHEN VISION, NEED, OPPORTUNITY
  27. 27. WHEN VISION, NEED, OPPORTUNITY AND UNFORESEEN CIRCUMSTANCES COLLIDE
  28. 28. September 2008 – crash!
  29. 29. WHAT TO DO????
  30. 30. “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
  31. 31. • Drop in Hopper Ad
  32. 32. • Drop in Yale Ad
  33. 33. THE SPECIAL EXHIBITION FUND •Develop fund to support ambitious international exhibition program •Works as bridge fund until ready to launch an endowment campaign
  34. 34. GOAL $10 million over 5 years RESULT $8 million over 4 years
  35. 35. OCTOBER 2010
  36. 36. PICASSO RESULTS • 407,000 visitors • 17,000 new members • New audiences, new promotional and community partners
  37. 37. 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
  38. 38. Seattle Weekly Best of
  39. 39. MARCH 2013
  40. 40. MIRROR by Doug Aitken March 24, 2013
  41. 41. It’s not because of our need, but because of our meaning…
  42. 42. A Case Study Dreams to Reality
  43. 43. 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…
  44. 44. 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
  45. 45. 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.
  46. 46. 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
  47. 47. 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….
  48. 48. 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.
  49. 49. 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.
  50. 50. We’ll Take it! Location, Location, Location.
  51. 51. • Fast forward to 2013 – Attendance on track for an 8x increase over Montlake (4x over the business plan)
  52. 52. Fast forward to 2013 – Rental and event income is up 5x
  53. 53. Fast forward to 2013 – Free attendance to all 14 and under and everyone on our first Thursday
  54. 54. Fast forward to 2013 – LEED Platinum museums in the nation (one of less than 10)
  55. 55. Fast forward to 2013 – Awards achievement in design, exhibits, public art and historic restoration
  56. 56. Fast forward to 2013 – We have built our endowment, operating and capital reserves to $20m
  57. 57. So, how did we get here?
  58. 58. So, how did we get here? We’ll Take it!
  59. 59. Here’s how…
  60. 60. The Process • Define the Requirements • Select and Manage the Team • Establish the Delivery Goals Then manage the team (and client) to work within them.
  61. 61. • Define the Requirements – Vision, Goals and Program – Due Diligence and Feasibility Studies The Cost of Change over time
  62. 62. • 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 …
  63. 63. • Integrate with the Board and Staff – Role of Board Committees • Design, Finance, Operations – Coordination with Staff • Exhibits, Development, Facilities, Finance
  64. 64. • 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.
  65. 65. • 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.
  66. 66. • 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
  67. 67. • Establish and Manage Delivery Goals Schedule – Be Patient – Milestones and checkpoints – Firm but flexible
  68. 68. 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
  69. 69. • Establish and Manage Delivery Goals – Decision Making – Key to Success – Collaboration and Communication – Get the best information possible – But have a final decision maker
  70. 70. What makes these projects special… – The mission – The people – The impact But it’s the one I most enjoyed sharing with my kids.
  71. 71. What makes these projects special… – The mission – The people – The impact But it’s the one I most enjoyed sharing with my kids.
  72. 72. From Dreams to Reality: Design and Construction
  73. 73. 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
  74. 74. Feasibility Planning Study Test Project Viability and Different Concept Ideas Align Project Aspirations with Funding Capacity
  75. 75. 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
  76. 76. Concept Design Test Fit of Program Size and Adjacencies Confirm Construction Budget Provide Vision for Fundraising
  77. 77. 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
  78. 78. Design Process Construction Documents (CD) Includes Drawings and Specifications Used for Building Permit, Bidding and Construction
  79. 79. Construction Exciting Time Quick Decisions Required Fundraising Tour Opportunities Renovations are Impactful to Operations (image)
  80. 80. Post Construction Commissioning and Training Furnishings and Equipment Exhibit / Artifact Installation First Year of Operations
  81. 81. Additional Considerations • Contractor Selection • Building Information Modeling • Renovations vs. New Construction • What Makes an Effective Client?
  82. 82. 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
  83. 83. Building Information Modeling (BIM) Improved Systems Coordination Enhanced Visualization Early Performance Analysis and Simulation Better Coordination with Exhibit Design Team Opportunity for Digital Fabrication
  84. 84. 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
  85. 85. Renovation vs. New Construction Renovations Can: Preserve Cultural Resources Save Money (sometimes) Save Time (sometimes) Reduce Planning Options Increase Risk of Unknown Conditions
  86. 86. Renovation Issues
  87. 87. Renovation Issues System Improvements Structural Mechanical Electrical Acoustical
  88. 88. Renovation Issues Accessibility Elevators Pathways Restrooms
  89. 89. What Makes an Effective Client? Consensus Builder Good Decision Making Organizational Clarity Good Team Chemistry Trust in Design and Construction Team
  90. 90. Dreams to Reality

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