RESOLUTION 93-20743 RESOLUTION NO. 93-20743
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, PROVIDING FOR: 1) THE CREATION
OF A CAPITAL PROJECT FUND ENTITLED "BASS MUSEUM CAPITAL
PROJECT" AND THE ESTABLISHMENT OF A WORK ORDER WITHIN THE
FUND ENTITLED "BASS MUSEUM EXPANSION AND RENOVATION" ; 2)
THE APPROPRIATION OF $1, 265, 560 FOR ARCHITECTURAL AND
CONSTRUCTION COSTS, AS CASH MATCH FOR STATE GRANTS
ALREADY RECEIVED, WITH FUNDING OF $627 , 000 FROM RESORT
TAX REVENUES AND $638 , 560 FROM UNALLOCATED BOND FUNDS ;
AND 3) THE TRANSFER OF PREVIOUSLY APPROPRIATED STATE
GRANT FUNDS IN THE AMOUNT OF $605, 322 TO THIS BASS MUSEUM
CAPITAL PROJECT FUND.
WHEREAS, the City of Miami Beach is desirous of expanding and
renovating its Bass Museum and to that end has forged a public/
private partnership with the Friends of the Bass Museum, Inc. to
ensure the success of its phased $17 . 9 Million capital project,
the first of which is to be funded from City and State grant
resources totaling $9 . 4 Million and the remaining two phases to be
funded from non-City sources totaling $8 . 5 Million; and
WHEREAS, the City has received four (4) State grants totaling
$1, 232 , 322 of which $627 , 000 was for cultural facilities develop-
ment planning and operational support and $605, 322 for expansion
and renovation, and as such is required to provide a cash match of
$1, 265, 560 and a non-cash contribution of $4 million to the
project; and
WHEREAS, the City has identified $627 , 000 from Resort Tax
revenues and $638 , 560 from unallocated bond funds to be used as the
cash match totalling $1, 265, 560 and $4 , 000 , 000 which represents a
portion of the $12 . 7 million value of the museum site and building
as its non-cash match; and
WHEREAS, on November 18 , 1992 , the City Commission of the City
of Miami Beach, via Commission Memorandum 704-92 (contained herein
as "Attachment A") , accepted the report of the joint meeting
between the Board of Trustees of the Bass Museum, the Board of
Directors of the Friends, and the Administration, and further
authorized the administration to proceed with Phase I preparatory
work for the issuance of approximately $8 , 000, 000 in Resort Tax
bonds ; and
WHEREAS, on February 17 , 1993 , for purposes of applying for a
second Grant Change Request, the first having been approved by the
State on November 18 , 1991, the City Commission adopted Resolution
No. 93-20726 (contained herein as "Attachment B" ) , reaffirming the
commitment to proceed with the expansion and renovation project for
the Bass Museum, subject to certain contingencies ; and
WHEREAS, on February 26 , 1993 , the State of Florida denied
said Grant Change Request because it did not unequivocally
illustrate a project readiness in that City funds had not been
appropriated for its cash match, State funds had not been
encumbered and expended in a timely manner, and an architect had
not been selected and engaged (contained herein as "Attachment C") ;
and
WHEREAS, in order to correct said deficiencies, it is
necessary to herewith appropriate $1, 265, 560 for the required cash
match; and
WHEREAS, in order to properly account for total project costs,
it is necessary to transfer in $605 , 322 from Special Revenue Fund
146 previously appropriated which represents prior State Grant
awards (Nos. 91 . 036 and 92 . 048) designated for expansion and
1
renovation costs to a Capital Project Fund herewith established for
said purpose; and
WHEREAS, both the City and State appropriations identified
herewith totaling $1, 870, 882 are sufficient to commence work
immediately on Phase I, until the proposed Resort Tax bonds are
sold; and
WHEREAS, the City and the Friends shall simultaneously and
concurrently fulfill their roles and responsibilities as partners
in this capital project by promising each to the other the issuance
of Resort Tax Bonds in a principal amount not to exceed $8 . 1
Million, with net proceeds estimated at $6. 9 Million for Phase I,
and the receipt of pledges in acceptable form or grants of
$2 Million for Phases II & III by March, 1994 ; and
WHEREAS, to demonstrate project readiness, the City solicited
and received fourteen (14) responses to its RFP from world renowned
architectural firms with experience in museum design and
anticipates awarding a contract for architectural and engineering
services by June 1993 , with ground-breaking for Phase I by March,
1994 ; and
WHEREAS, a Selection Committee comprised of the following
citizens and staff with expertise in museum management and design
has been established to recommend firms to the City Manager and
City Commission as required by the Competitive Negotiation Act
(1983) and amended (1988) as in accordance with Florida Statute
287 . 055 : Joyce Kaiser, Diane Camber, Dr. Luis Conte-Aguero,
Michael Spring, Peggy Loar, Barbara Gothard, Carlos Capote, Arnold
P. Rosen, Bruce Menin, and Jose Valdes-Fauli; and,
WHEREAS, the City Commission, after full debate, has committed
to issue no more than $8 Million in Resort Tax Bonds toward
construction of Phase I of the Bass Museum Expansion upon receipt
of pledges or grants in the amount of $2 Million as per
Attachment B.
NOW THEREFORE BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA:
Section 1: That there is hereby created a capital project
fund entitled "Bass Museum Capital Fund" ("Fund") and accompanying
work order entitled "Bass Museum Expansion and Renovation" .
Section 2 : That the amount of $1, 265, 560 is appropriated for
the City's required cash match to the above mentioned Fund with
said funds to be provided from $627 , 000 from Resort Tax revenues
and $638 , 560 from unallocated bond funds.
Section 3 . That there shall be a transfer of $605 , 322 from
the "Bass Museum Expansion Fund" (Fund 14 6) to the above mentioned
Fund.
Section 4 : That such sources and uses of funds shall be as
summarized below sufficient to engage an architect and commence
construction on Phase I :
SOURCES OF FUNDS AMOUNT
Resort Tax $ 627 , 000
Bond Funds (351) 638 , 560
Subtotal $1, 265, 560
Transfer
Grant (146 . 6172) $ 356, 251
Grant (146 . 6173) 249 , 071
Subtotal $ 605 , 322
Total $1, 870 , 882
USES OF FUNDS
Architecture $ 916 , 536
Construction 954, 346
Total $1, 870, 882
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Section 5 : That the balance of funds required to complete
construction of Phase I in the amount of $6, 912 , 460 wi_ll be secured
by the City through issuance of Resort Tax Bonds .
F
PASSED and ADOPTED this 17th day of Mach 1993 .
A.
1° 11 .
:•y : r Gelber, Mayor
ATTEST:
t• '&. .litiMilt&%.
City C erk
FORM APPROVED: FUNDING APPROVED:
j CD 1 =) -- c i rig yi 27 Y3.
City Attorney Ma• .gement and Eudget
1
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CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139
OFFICE OF THE CITY MANAGER TELEPHONE: (305) 673-7010
FAX: (305) 673-7782
COMMISSION MEMORANDUM NO. _i_43193
DATE: March 17, 1993
TO: Mayor Seymour Gelber and
Members of the City Commission
FROM: Roger M.
City Mana -----
SUBJECT: A RESOLUTION AUTHORIZING: 1)THE CREATION OF THE"BASS MUSEUM CAPITAL
PROJECT FUND AND ESTABLISHING A "BASS MUSEUM EXPANSION AND
RENOVATION" WORK ORDER; 2) THE APPROPRIATION OF $1,265,560 FOR
ARCHITECTURAL AND CONSTRUCTION COSTS AS THE REQUIRED CASH MATCH;
AND 3) THE TRANSFERENCE OF $605,322 FROM PREVIOUSLY APPROPRIATED
STATE GRANT FUNDS TO THIS FUND.
ADMINISTRATION RECOMMENDATION
The Administration recommends that the City Commission adopt the
attached Resolution which provides for the following:
1. Creation of a capital project fund, entitled "Bass Museum
Capital Project" and establish a work order entitled "Bass
Museum Expansion and Renovation" .
2 . Appropriation of $1, 265, 560 for architectural and construction
costs as the cash match required by the grants received.
3 . Transference of $605, 322 from previously appropriated State
grant funds.
BACKGROUND
Aware of the increasing need to improve and increase the cultural
and artistic facilities within our community, the City, since 1988,
applied for and received four (4) Florida Department of State
matching grants totaling $1,232, 322 for the expansion and
renovation of the Bass Museum. Two grants, totaling $627 , 000, were
earmarked for cultural facilities development planning and
operational support; the remaining two (2) grants totaling $605, 322
are restricted to architectural design and working drawings. Of
these amounts, $73, 000 remains available for planning and
operations while the entire amount of $605, 322 for architectural
design and working drawings is unspent.
In order to move the project forward, the City Commission requested
a joint meeting between the Board of Trustees of the Bass Museum,
the Board of Directors of the Friends, and the Administration to
develop among other items a 5-Year Plan for the museum which
entailed expansion and renovation of the facility. The joint
meeting was held on November 7, 1992 and the report of the meeting
was accepted by the Commission on November 18, 1992 (See Attachment
"A") .
18
AGENDA
ITEM
DATE
t
4
Bass Museum
March 17 , 1993
Page - 2 -
In summary, the report provided a commitment to proceed with the
expansion and renovation project divided into three (3) phases,
with the appropriate funding sources identified as follows:
CAPITAL EXPANSION
The expansion and renovation project for the Bass Museum
(provided in the Five Year Plan) adopted by the Board of
Trustees and endorsed by the Board of Friends reconfirmed
the commitment by the City Commission that the City would
fund the cost of Phase I and that the Friends of the Bass
Museum would undertake private fund raising for the
completion of Phases II & III .
The aggressive four-year plan for funding all three
phases of construction for the expansion is based on the
earlier Hardy Holtzman Pfeiffer Report issued in 1988 .
The project would add 68 , 378 square feet of new space,
renovate 16, 000 square feet of existing space at an
estimated cost of $17 , 972 , 016. The cost estimate
consists of:
PURPOSE AMOUNT
Planning $ 627 , 000
Architecture 916, 536
Construction 10, 940, 480
Renovation 1, 280, 000
Furniture/Fixtures/Equipment 3 , 055, 120
Contingency 647 , 684
Indirect Cost 505, 196
TOTAL $17, 972, 016
Funding for the project would be as follows:
FUNDING SOURCE AMOUNT
City
Resort Tax/Bond Fund 351 $ 1, 265, 560
Resort Tax Bond (Proposed) 6, 912 , 460
Subtotal $ 8 , 178, 020
Grants
State (Existing) $ 1, 232 , 322
State (Proposed) 550, 000
Federal (Proposed) 500, 000
Subtotal $ 2 , 282 , 322
Private/Friends
Donations/Contributions $ 7 , 511, 674
TOTAL $17 , 972 , 016
1. CITY OBLIGATION - The City's obligation of
$8 , 178, 020 would be funded as follows: 1)
$627 , 000 from existing unallocated Resort Tax
Revenues; 2) $638, 560 from unallocated bond
funds, Bond Fund 351; and 3) $6, 912 , 460 in net
proceeds from a proposed Resort Tax Revenue
Bond issue.
It is estimated that $8 , 000, 000 in Resort Tax
Revenue Bonds would have to be sold in order
to have net proceeds of $6, 912 , 460. Debt
service payments are estimated at $800, 000 per
year for 20 years. This would be funded from
proceeds from the existing Resort Tax and not
the additional one percent (1%) recently
approved by voter referendum.
149
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Bass Museum
March 17, 1993
Page - 3 -
2 . PRIVATE/FRIENDS OBLIGATION - The Board of
Directors of the Friends reconfirmed their
commitment to undertake private fund raising
efforts targeted at $7, 511, 674 for the
completion of Phases II & III . (See Capital
Campaign)
GRANT CHANGE REQUEST
On January 14 , 1993 , the City received fourteen (14) responses to
the RFP from architectural firms and anticipates awarding a
contract for architectural and engineering services by June 1993
with ground-breaking by March 1994 .
As a result of this scheduling, it was necessary to apply to the
Department of State for a Grant Change Request that would extend
project schedules including deadlines for expending grant funds.
In support of the Grant Change Request, the City Commission, on
February 17 , 1993 , adopted Resolution 93-20726 which affirmed the
City's commitment to proceed with Phase I of the expansion and
renovation project and included a condition related to fund raising
activities for the completion of Phases II & III (See "Attachment
B") .
On February 26, 1993 , the Florida Department of State denied the
City's request and cited certain deficiencies relative to the three
(3) currently outstanding grants. The City has thirty (3 0) days to
review, correct or clarify the issues cited in order to resubmit
the Grant Change Request. (See "Attachment C")
In summary, these deficiencies can be corrected with the following
actions by the City:
1. Immediately appropriate $1, 265, 560 to the expansion and
renovation project as its required cash match.
2 . Expeditiously proceed with the evaluation of responses to the
RFP for architectural and engineering services, and award the
contract so funds may be encumbered by a date certain.
OTHER GRANT PROPOSAL
At this time, the City has a fifth grant application under State
review in the amount of $500, 000.
If awarded, this grant has a "$2 for $1" cash match requirement.
This means that the City would be required to provide a $1 Million
cash match. It is proposed that net proceeds from the $8 million
Resort Tax Bonds would provide the required match.
CONCLUSION
The Administration concludes that in order to ensure the viability
of the project and so as not to jeopardize future grant requests,
it is necessary to respond within the thirty (3 0) day window to the
State with a corrective plan which mitigates cited deficiencies to
ensure that this Grant Change Request is approved.
In order to accomplish this, it is necessary to appropriate
herewith the cash match required and not at a later date as
previously proposed.
PFL:me
1 30
Attachment "A"
BASS MUSEUM OF ART
MIAMI BEACH, FLORIDA
FIVE YEAR PLAN THROUGH 1997
Approved by Board of Trustees
November 7, 1992
182
BASS MUSEUM OF ART
FIVE YEAR PLAN THROUGH 1997
•
Table of Contents
PLAN NARRATIVE
Introduction
Mission Statement
Statement of Need
MAJOR GOALS, COMPLEMENTARY GOALS AND OBJECTIVES
1. Collections, Exhibitions and Education
2. Fund-Raising and Development
3. Budget and Finance
4. Marketing and Audience Development
S. Museum Capital Expansion
6. Trustees and Friends of the Bass Museum
7. Personnel
163
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BASS MUSEUM OF ART MISSION STATEMENT
ThePum of the Bus Museum of Art is to collect, preserve, exhibit and interpret the visual
arts for the residents and visitors of Miami Bach, Dade County and Southeast Florida.
Essential to this function is the creation of educational programs related to the exhibitions.
Central to its mission are the needs of the region's ethnic constituencies, students, artistic
community and an international community of scholars.
The Bass Museum achieves its purpose by developing and mounting exhibitions from its
permanent collection and presenting loan exhibitions from national and international collections,
stimulating tourism and providing an important cultural destination for the City.
(Approved November 7, 1992)
BASS MUSEUM OF ART STATEMENT OF NEED •
1. There is a need for a major public collecting art museum to enhance the quality of life
for Miami Beach and Greater Miami residents and to attract visitors to South Florida and
enhance their experience.
2. There is a need for the Bass Museum to expand the exhibition and educational
opportunities offered by its unique collection of European Old Masters and other
developing collection.
3. There is a need for the Bass Museum to provide access to its architectural and design
collection for growing audiences of Miami Beach visitors and residents with an interest
in historic preservation and design arts.
4. There is a need for the Bass Museum to provide programs for the growing ethnic
constituencies of Dade County that relate to their histories and cultures.
5. It is necessary to expand Museum facilities in order to better serve these needs.
(Approved November 7, 1992)
2
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BASS MUSEUM OF ART: MAJOR GOALS, COMPLEMENTARY GOALS
AND OBJECTIVES THROUGH 1997
1. Collections, Exhibitions and Education
Major Goal:
The Bass Museum of Art will strengthen its collections, exhibitions and educational
programs in order to become one of the Southeast's major museums.
Complementary Goals
1.1 The Bass Museum will integrate the museum's collection strengths, and changing
audience needs with facility expansion.
1.2 The Bass Museum will expand its curatorial staff to achieve this integration.
1.3 The Bass Museum will increase its capability to develop scholarly research and
publications associated with its collection and exhibitions.
1.4 The Bass Museum will develop educational programs targeting the needs of its various
ethnic constituencies and an expanded audience.
Objectives: The Collection
1.5 The expansion and renovation of the museum's existing historic Art Deco building will
be designed by a world class architect. Together, the old building and the new will
represent two of the City's greatest works of art. They will be complemented by related
works in the Museum's architecture and design collection.
1.6 The Museum will establish a Collections Committee to support and assess collections
activities and act as an advocate for the accessions and conservation budget before the
Board. It may assist in raising funds or help with solicitations of donations of art. The
Committee will begin to meet by April 1993.
3
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1.7 The Museum will add works of art annually to its collection through donations or
purchase, equal to at least S 100,000 in value.
1.8 The Museum will seek long-term art loans from individuals and other museums to
complement the installation of the permanent collection in an expanded facility. Research
for this will be conducted in 1993 and 1994 and the loans will be executed in 1995.
Objectives: Exhibitions
1.9 The Museum will revise its Exhibitions Policy by October 1993.
1.10 An Exhibitions Committee will meet by February, 1993. It will support and assess the
exhibition program of the museum and advise on the program's development and budget.
1.11 Each year in April an exhibition plan which looks ahead eighteen to twenty-four months
will be created.
1.12 In anticipation of Museum expansion and renovation, a five year plan for exhibitions for
the new facility will be completed by October 1994, with special emphasis on
international exhibition development.
1.13 The Museum will circulate one or more loan exhibitions drawn from the permanent
collection or loans on a biannual basis.
1.14 The Museum will create collection interpretive materials and bilingual texts to
accompany exhibitions by October 1995.
Objectives: Education
1.15 The Museum will create a five year plan for education program expansion by October
1993 which includes the Museum School, outreach and internships, lectures, films,
concerts and performances.
1.16 The Education Committee will continue to support and assess the educational
program of the museum and advise on the program's development and budget.
1.17 The Museum will provide evening hours and programs to expand audience access by
February 1993.
4
�0'7
video exhibits by 1997 to help visitors
develop hands-on computer and
1.18 The Museum will a'p
• better interpret art for themselves. .
Re�rch and publications
Objectives: evaluative instruments for all
developing and administering
1.19 The Museum will continuerience andaspectsof museum operations
including the public's on, expo
involvement in the Museum. donation and
• reference library through purchase and
The Museum will enhance its
1.20 publications by
for slides, periodical s, books and
completion of�a cataloging system
October 1994.
(Approved November 7, 1992)
2. Fund-Raising Raisin and Development
Major Goal: to raise support
Trustees and Friends of The Bass
Museum will increase their capabilities
for staffing, programs, collections, facilities and endowments.
Complementary Goals
will a plan for expanded
The Bass Museum Development Committee
2.1i public and private
endowments to provide stable sources of operating funds and
funding, the latter to include new individual, foundation and corporate meson.
Office,to be privately funded, for the purpose The Museum will maintain a Development� lr fundraising for annual operating funds,
of assisting Trustees and Directors .n the
A
exhibition sponsorships,
membership, endowment, and capital campaign.
5
1.68
•
Objectives: Fund-Raising and Development
2.3 The Bass Museum's Boards of Trustees and Friends of the Museum will adopt a
campaignplan to raise capital and endowment funds in the amount of 59,300,000 to
complete Phases II and III of the expanded
facility. The City will fund the first phase
(Phase I) of the expansion with a like amount.
2.4 The Campaign Steering
Committee will inaugurate the Museum's capital and endowment
fund drive in April 1993.
2.5 Through the Friends of the Museum, the Bass Museum will review the membership
program and revise solicitation by itstion literature April 1993, and establish membership
goals and objectives each year.
2.6 The Museum will annually seek
S200000 in grant support from federal, state and local
agencies
to maintain current, anticipated and increased financial needs.
2.7 The Bass Museum Development
el t Committee will conduct an operating fund drive and
seek exhibition sponsorships annually.
2.8 In addition to its present endowment for Museum School scholarships, the Museum will
seek to increase this amount.
(Approved November 7, 1992)
3. Budget and Finance
Major Goal:
The Bass Museum of Art will continue to implement a budgetary system which ensures
the institution's financial stability and provides accountability.
Complementary Goal
3.1 The a
Museum will developfive year financial projection and accommodate external and
internal changes which affect the institution fiscally as part of the annual review of its
five year plan.
6
3.69
Objectives: Budget and Finance
3.2 A budget will be prepared and proposed by May of each year for the following fiscal
year (October 1 - September 30).
3.3 In March of each year the current budget will be reviewed and amended as needed.
3.4 An audited statement presenting the current financial condition of the Museum will be
issued by April of each year ensuring a system of internal controls is in place and
accepted accounting principles are used.
3.5 The Budget and Finance Committee will develop a plan for management of endowment
funds to maximize return on investments by October 1993.
3.6 Increased earned income from admissions, restaurant operation, facility rental, and
Museum Shopsales will provide additional operating funds to support the expanded
facility by 1995. Five-year projections will be provided under separate cover.
(Approved November 7, 1992)
4. Marketing and Audience Development
Major Goal:
The Bass Museum of Art will increase local, regional, national and international visibility
and support by designing and implementing a comprehensive marketing and audience
development program.
Complementary Goal
4.1 A five year Marketing and Public Relations Plan and budget will be developed to
increase the Museum's ability to meet its expansion objectives.
Objectives: Marketing and Audience Development
4.2 A Marketing and Audience Development Committee will be established by May 1993.
4.3 This committee will advise on the development of a marketing and media plan, ready for
implementation by October 1993.
7
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5.8 The
Bus Museum will complete Phase III of its capital project in 1996 by renovating the
existing historic building's 15,500 square feet and adding 7,500 new square feet to
complete the entire 84,300 square foot project.
(Approved November 7, 1992)
6. Trustees and Friends of the Bass Museum
Major Goal:
The Bass Museum of Art will strengthen oversight and volunteer leadership of Trustees
and Friends of the Bus Museum to achieve its capital expansion and programmatic goals.
Complementary Goal
6.1 Boards of Trustees and Friends of the Museum will expand their leadership and identify
individuals to serve on a Joint Executive Committee and all other committees necessary
to the achievement of the Museum's objectives. Participation of diverse community
constituencies will be sought.
6.2 Friends Board members and Committee participants who can provide talent, leadership
and expertise u well as donate and raise funds for program and capital needs will
be sought.
Objectives: Oversight and Volunteer Leadership
6.3 Board and Staff will mobilize and train volunteers for participation in Campaign Steering,
Development, Building and Marketing Committees in 1993.
6.4 The Campaign Steering Committee will begin to meet monthly starting in January 1993.
6.5 The Budget and Finance Committee will meet quarterly.
6.6 The Building Committee will meet monthly as soon as expansion working drawings are
available.
6.7 The Development, Marketing and Membership Committees will meet bi-monthly starting
January 1993.
9
172
6.8 The Collections, Exhibitions,and Nominating Committees will meet three times per year.
6.9 The Education Committee will meet quarterly.
6.10 Board of Trustees and the Friend's Board of Directors will meet quarterly.
6.11 The Joint Executive Board will meet monthly except in July and August.
(Approved November 7, 1992)
7. Personnel
Major Goal:
The Bus Museum of Art will provide additional staffing to support the expanded facilities
and programs anticipated by 1996. Emphasis will be upon staffing to provide
international exhibition development, innovative educational programs and building new
audiences for the expanded facility.
Complementary Goal
7.1 A budget and timetable will delineate added staff to correspond with the phased
expansion.
Objectives: Professional Staff
7.2 Additional development and public relations positions will be filled between April 1993
through 1994.
7.3 An Assistant Director position will be filled by October 1993.
7.4 Additional curatorial positions will be filled beginning in April 1994.
7.5 An Education Coordinator's position will be filled by April 1995.
10
173
Objectives: Support Staff
7.6 Additional clerical, security and maintenance staff will be added to support the expanded
facility and programs beginning
January1995, and continuing through the completion of
the expansion in 1996.
(Approved November 7, 1992)
•
Date
Signature of Authorizing Official
•
Chairman, Board of Trustees
•
11
174
. .
Attachment "B"
FUNDING;
THE
CAPITAL
EXPANSION AND RENOVATION
PROJECT
City of Miami Beach
November 7, 1992
175
■ Y
•
BASS MUSEUM
EXPANSION AND RENOVATION
THE PROJECT
The expansion and renovation of the Bass Museum is envisioned to create
renovate
68,378 SF of new space and16,000 SF of existing space to be
accomplished in three (3) phases and is expected to take four (4) years. The
phasing and time table are as follows:
PHASE
1 - Construction of 36,415 SF of new exhibition,
concession and support space. Architectural and engineering
P � completed during the
drawings for the entire project will be P,
year, FY 1992 93. Construction is expected to be
current fiscal /
completed in FY 1993/94.
Construction of 24,456 SF of lobby,educational and
PHASE II
administrative space is expected to take one (1) year and will
occur in FY 1994/95.
PHASE III - Construction of 7,507 SF of additional exhibition
space and renovating 16,000 SF of existing space is expected to
take one (1) year and will occur in FY 1995/96.
and renovation project is expected to be completed by during
The expansion
FY 1995/96.
FINANCING THE PROJECT
PR10R YEARS' EXPENDITURES • The City of Miami Beach received
$627,000 in Stategrants for "planning" this project; these funds have been
P
appropriated and spent. The City also received a State grant of $605,322 to
P P
be used exclusively for architectural services.
The City's cash match obligation for grants received to date is S1,265,560.This obligation would be paid as follows: $627,000 from unallocated Resort
Tax revenues and $638,560 from unallocated bond funds, Bond Fund 351.
176
M
• , t
• i
COST ESTIMATE • project The cost (including planning costs) was
Pfeiffer at 5200/SF
developed utilizing the basic proposal by Hardy Holzman
P
and 5100 SF for renovation(including F/F/E @ 20%);
for new construction S100/SF
is
also includedarchitecture (6%), contingency (4%), and indirect
cost
allocation (3%).
PURPOSE AMOUNT
Planning $627,000
Architecture 916,536480
Construction 10,940•
Renovation 1,280,000
F/F/E 3,055,120Contingency 647,684
Indirect Cost 505.196
TOTAL ;17.972.014
FUNDING THE PROJECT • Exclusive of all prior cash commitments or
future8 rants the cost of Phase I would be funded entirely bythe City Miami
Beach and the cost of Phases II & III would be fund from private sources or
grants. Funding for would be:
FUNDING SOURCE AMOUNT
City
Resort Tax $627,000
Bond Fund 351 638,560
Resort Tax Bond(1) 6,912,460
State 1,232,322
Staten) 550,000
Federal(2) 500,000
Privatet3) 7.511.674
TOTAL ;17.972.014
Notes:
(1) Proposed Resort Tax Revenue Bonds that would result in net
proceeds of $6,912,460.
(2) Anticipated revenues of S1,050,000 from grant applications.
(3) Cash donations and contributions of$7,511,674 is required from
the private sources.
41
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Y �
t/
/d.
BASS MUSEUM
EXPANSION AND RENOVATION
FUNDING THE PROJECT
SOURCES AND USES PRIOR Phase I Phase II j Phase III
OF FUNDS TOTAL YEARS FY 92/93 FY 93/94 FY 94/95 FY 95/96
'SOURCES OF FUNDS
City
Resort Tax 627,000 627,000
Bond Fund 351 638,560 376,470 262,090
Resort Tax Bonds 6,912,460 6,912,480
State 1,782,322 627,000 605,322 500,000 50,000
Federal 500,000 500,000
Private 7,511,674 4,239,454 3,272,220
TOTAL 17,972,016 627,000 981,792 7,801.550 5,239,454 3,322,220
USES OF FUNDS
Planning 627,000 627,000
Architecture 0 6% 916,536 916,536
Construction 10,940,480 5,826,400 3,912,960 1,201,120
Renovation 1,280,000 1,280,000
F/F/E 0 2046 3,055,120 1,456,600 978,240 620,280
Contingency 0 4% 647,684 36,660 291,320 195,648 124,056
Overhead 0 3% 505,196 28,596 227,230 152,606 96,764
TOTAL 17,972,016 627,000 s 961,792 7,801,550 5,239,454 3,322,220
10-Nov-92
178
, , ,
. .
Attachment "C"
..
Bass Museum of Art
Miami Beach, Florida
Campaign Plan
Approved by the Board of Trustees
November 7, 1992
,,
179
BASS MUSEUM OF ART
CAMPAIGN PLAN
launch a major capital campaign to raise a minimum of
The Bass Museum of Art will
$111.484,,35minion i
9 inio to undertake necessary expansion and renovation plans which
include
$1 million in operating funds to help sustain continued growth and expand the
Museum's service to the community.
The City of Miami Beach will fund the balance of $8,477,627 from Resort Tax, Bond
Fund 351 and Resort Tax Revenue Bonds.
The campaign will be conducted over a 30-month period, and will accept gifts and
pledges payable over a three-to-five-year period.
The Bass will continue to operate as aggressive an ongoing development program as
possible during the period of the campaign. This will:
1. reinforce the importance of and need for continued and expanded giving
throughout the campaign.
2. build an ongoing development program that will extend far beyond the
conclusion of the campaign.
The success of the proposed campaign is dependent on the following factors:
1. Developing and communicating a strong gase for au0oort that presents the
need and the rationale for the Bass Museum and the proposed campaign
components.
2. Recruiting the strongest volunteer organiiatl9n5 possible for the capital
campaign to include an expanded base of local and, as appropriate, regional
volunteers.
3. obtjinirig pace-setting gifts for the campaign from the Board, campaign
leadership, selected individuals, families, corporations and foundations, to
provide early endorsement of and strong momentum for the campaign.
4. launching an Intensified Dubuc relations program designed to communicate a
strong sense of what the Bass is today and where it is going and to help
develop a sense of excitement about the Museum and the campaign among an
expanded audience.
The campaign will be conducted in phases over the next thirty months. Here are the
major activities by phase:
180
rreearatien
and Or 'on Phase--blow through And 19931
During this period, the
Trustees and Bass Friends Board, campaign leaders, and staff
will concentrate on the following:
,
Review, refine, and approve recommendations for the campaign's
o e
operation.
Retain
fund raisingcounsel and resident campaign director, recruit
o
campaign staff and organize campaign office.
o Make final decisions with respect to campaign components.
o
Provide documentation for expansion and annual fund needs, and
interpret the benefits to the community and to the Bass.
o Prepare campaign materials.
o Discuss possible bond issues with city.
o Recruit top leadership
o Begin leadership gift prospect identification, screening, and rating.
o Conduct in-depth research on top-rated prospects.
o Launch regional communication and cultivation.
• • : :• - I : • a t • • t ►L = ! •
During this period, the campaign will focus on cultivating and soliciting gifts from
individuals and families and selected corporations and foundations which are closest
to the Museum and which represent the greatest potential for leadership gifts. These
activities include:
o Organize Board Fund Committee and solicit members of the Friends
Board and Bass Trustees.
o Organize Leadership Gifts Committee; begin solicitation of leadership gift
prospects ($100,000+)
o Begin preparation for the public phase of the campaign.
The early leadership gifts support from Board members and other major gift donors to
the Bass Museum will be essential to:
2
181
1 • demonstrate that the Museum has been realistic in establishing its goal for the
campaign;
2. provide early tangible I evidence of the merits of this program; and
3. set an exemplary levelgiving of ivin for subsequent donors to the campaign.
Leadership gift solicitation will continue throughout the campaign.
• ; •- January 1995
a minimum of 40
As soon as the campaign has achievedpercent of its goal lin
I announced to the
• and pledges), the campaign will be formally outright gifts P 9
• back on anypublic announcement until this point, the
community at large. By holding
have the flexibility to adjust the final goal upward or downward. Depending
Bass will a
of the campaign and the additional gift potential
on the success of the early phases
projected ected at that point, the campaign announcement could take place as early as
the Advanced Gifts Phase, or during the Major Gifts Phase.
October 1993, during will During this phase of the campaign, activities wil include:
ludo:
Organize Corporate and Foundation Division and solicit corporate and
o
foundation gifts.
Continue solicitation itation of all unresolved leadership gift prospects.
o
o Begin organizing for the general solicitation phase.
most m st visible and active phase of the campaign. During this period, the
Bass will plan and implement activities to involve all of its constituents in the
andBass campaign in this cam ai n throughout the area. A wide range of creative grass-roots
fund raising strategies appropriate.maybe a propriate. All Bass members and other friends will
be given an opportunity to participate articipate in the campaign in response to direct mail or
ppesiblY • •i.r�norketir• .plioitption. This latter •otivitV Involves • oombinatlon of
t Q
personalized mail end telephone solicitation designed to elicit maximum support from
a large number ofpeople. All other solicitations should be completed during this
period. The campaignprojected is to reach goal on or before May 31, 1995.
RECOMMENDATIONS--Case for Support
An essential element of the campaign's success will be the development of a strong
and convincing case for support that addresses the key issues raised earlier in this
•3
132
•
report, and charts a clear and deliberate course for the Bass Museum of Art in the
coming years.
The Bass Board and staff will need to determine what will be included in the final list
of campaign components and the relative "pricing"of each of these. This will, in turn,
depend on decisions relative to the configuration and financing structure of the
building addition, the disposition of the space for the galleries and other activity areas
of the building addition, and documenting the cost of supporting the Bass currently
and with its new additions.
The case statement will need to reflect the importance of having a significant cultural
resource on Miami Beach that will serve a rapidly changing community and will take
advantage of the growing pride in the Beach. It must point out the opportunity the
Bass has to become a major art museum that could receive regional and even national
acclaim. The case should 'meal to private collectors who might wish to contribute
their collections now or at some point in the future, and it should point out that the
location near the convention center and the Art Deco District offers an excellent
attraction for Miami Beach visitors.
The written case statement will be the basic resource document from which all other
campaign materials will be produced. It will also include a listing of
commemorative gift opportunities in the new addition and in the existing building. In
summary, it will provide the "common language" to be used by all staff, volunteers,
and communications materials in presenting the campaign to its various publics.
RECOMMENDATIONS--Volunteer Organization
To a very large extent, the success of this campaign will depend on the strength of
the campaign laaderahip and the volunteer organisation. Thus the campaign
organization will need to Include the most influential and persuasive members of the
Bass's various constituencies. Toward this end, we make the following
recommendations with respect to the volunteer organization as diagrammed on
Appendix A.
Campaign Executive Committee
This will be the campaign's primary operating committee. It will include the Campaign
Chairman, an honorary chairman if appropriate, the chairs of the campaign operating
committees, the Executive Director of the Bass, and possibly several at-large
members. It will be staffed by the Development Coordinator and the Campaign
Director. This group will serve as the campaign's planning, policy making, and
oversight committee.
4
133
. r
who has the respect and confidence of
philanthropy, the credibility
The campaign will be headed by a Chairman w
the abilitypy►
the Bei• s constituencies, to influence major ph�lant
to represent the ease to variety o f prospect groups, and the willingness to act as a
a P
motivator to bring success to the campaign•
honorary chairmen whose involvement in
may also have one or more ho Y a larger
The campaign � visibility and provide endorsement toA
the campaign can enhance its
constituency.
campaign, these committees will be
During the Advanced Gifts Phase of the
organized:
• will be charged with the responsibility of
BQ �
--This committee wil A 's Trustees
and 100 percent participation from the ass
achieving maximum supporttuber of the Friends Board should expect to
and Friends Board. In addition, every ane aj
play a
m or role in the campaign as a member of the campaignorganization, as an
advocate for the Bass, as a host for cultivation events, and certainly as a contributor.
__ members of this committee will have the
LeadershtQ Gifts COmmitte4 The
li of identifying, cultivating and soliciting those individuals, families,
responsibi ty
which have been judgedcorporations, and foundations w capable of making gifts o; prospects for this campaign
$100,000
f
or more to the Bass. Because the larger gift p • p h
.
families, the initial focus of this committee will bet e
are primarily individuals and• f individual leadership gifts. However, selected corporate orate and foundation
solicitation o
prospects should also be included as appropriate.
Staff Fund Committee—The staff of the City and the Bass should consider whether or
n If this appears
he wish to participate as active donors in this camp8iA •
not they s appointing a committee of staff members who
appropriate, we would recommendpp
would develop a plan to encourage full support and participationfrom the staff at all
i
levels. Although such an effort among staff is not likely to result in substantial
positive impact on staff morale internally, and would
dollars, it could have a very p
provide a powerful endorsement of the campaign to external constituents.
After the Advanced Gifts
Phase is well underway, the following campaign divisions
will be organized in the public phase:
Corporate and Foundation Division--Under the chairmanship of a prominent corporate
first on corporate and foundation gifts of
leader, this committee will concentrate
10,000 or more from both local and regional prospect:. The responsibility for
cultivating and soliciting general purpose las opposed to family) foundations will
rest
byBoard members and other
largely with the Executive Director and staff, supported
individuals who have access to the larger local, regional, and perhaps national
foundations judged capable of giving $10,000 or more.
5
134
-p•1
individual Division—This division will be responsible for soliciting the gifts of individuals
judged pand fca mill sable of making campaign gifts in addition to gifts to the annual
a •
operating fund. This division may be organized to function as two committees within
P g
thedivision. One committee would be charged with soliciting major gifts of $25,000
or more, and another committee, which could be referred to as the Select Gifts
Committee would concentrate on gifts of $10,000 or more.
tvtetubers and Community Division--This division would concentrate on organizing to
solicit members of the Bass and the general community. While there may be some
personalized solicitation, the bulk of the work of this committee would be confined
to direct mail and telephone solicitation. While the projected goal for this division is
only 5 percent of total, the main mission of this division would be to offer the
opportunity for a large number of people to participate in the campaign and to begin
to develop among them a level of involvement, a sense of ownership, and a habit of
annual giving.
Campaign Marketing Committee--We are proposing that a committee of the Bass
Friends who are in advertising, public relations and marketing fields be appointed.
This committee would assist in developing strategies and overseeing activities to
enhance the visibility of the Bass and the campaign during the period.
More detailed role descriptions for the chairs and committees will be developed as part
of the detailed operating plan for the campaign once the basic concept for the
campaign has been approved.
RECOMMENDATIONS--Prospects and Campaign Income Sources
fQurce q ecnQa n IncoM --The campaign will seek gifts pledged over a three-year
period and In some cases a five-year period. Although these gifts may take a number
of forms, the campaign's primary objective will be first to seek outright gifts, pledges
or other assets readily convertible to cash, and secondly to seek planned or deferred
gifts.
6
135
The following are minimum projected target goals by source:
cf.21111111111=
hihILMUMIM112114-51211
Trustees and Friends Boards $ 3,75 million
3.25 million
Individuals 1.00 million
Corporations/Foundationsmillion
Members/Community Members/C 0.5
Other grantslexcluding CMB) 1,00 million
TOTAL CAPITAL & ENDOWMENT CAMPAIGN $ 9.5 million
• point. They will be conformed or revised as
These projections are estimates at this It should
in sessions to be conducted during the campaign.
a result of a series of rating rs could change these projections
d out, however, that a number of facto
be pointe of the case for support, influence of
upward or downward, including the strength in the gifts
early g
campaign volunteers, and the sa y evidence of pace-setting gifts, includ
of the Board members.
The Importance of Pace•Settin •-The challenge a involved in raising a minimum of
best understood by considering the following
$8.5 million •�n capital gifts is perhaps
gift table. each gift
. This indicates the number of donors required at level to achieve
the campaign goal.
Table of Gifts Reached to Achieve $8.5 mien
Total Size of Gift .# of Gift& Cumulative TotLae 18%
1 $1,500,000 $1,500,000
$1,500,000
1,000,000 1 1,000,000 2,500,000 29968 0,�
750,000 1
750,000 3,250,000 3
500,000 2 �3 7 50,01 000,000 4,250,000 50%
250,000 00 5,000,000 5 896 100,000 16 1,600,000 6600,000 77%
600,000 7,200,000 84%
75,000 8
50,000 10 500,000 7,700,000 90%
25,000
15 375,000 8,075,000 94%
10,000
30 300,000 8,375,000 98%
•_ 175,000 81550.000 100%
Under 10,000
$8,550,000
As this proposed gift chart
makes clear, the first five donors of the campaign will
provide 50 percent of the goal. The next nineteen donors will provide an additional
27 percent, for a total of 77 percent of the goal. Thus, it will be particularly
important duringan early stage of the campaign to focus as much time and energy as
p
possible on cultivatingand soliciting the leadership gifts of a select group of prospects
7
1S6
in order to set the pace for the remainder of the campaign. Should any of the
projected six-and seven-figure gifts not materialize during the campaign, it will be
extremely difficult to make up those dollars by attracting more gifts at lower levels on
the gift table. On the other hand, if these larger projected gifts and more do come
through early in the campaign, it may well be possible to project an even higher
campaign goal for the Bass Museum.
a,pte of Prospect Research--To achieve the projected number of gifts called for in the
above gift table, the Bass will need to identify at least three or four times the number
of prospects at each gift level. In other words, the campaign will need to identify and
classify approximately 350 prospects judged capable of making gifts of $10,000 or
more. The Bass development office already has some information on previous donors,
including their relationships to the Museum and prior giving history. However, this
information will need to be Dubstantiaily expanded to include information on the
prospects' specific interests, relationships with people in the Museum, and other
information that will be helpful in designating the cultivation and solicitation strategies
for them. In addition, this research activity will need to be extended beyond those
individuals, families, corporations and foundations already known to the Bass to
include background data on other area prospects as well as regional individuals,
corporations and foundations.
Early in the campaign, the campaign leadership will be asked to screen lists of names
to confirm and/or identify additional individuals and families as well as corporations
and foundations judged capable of making gifts of $1.00,000 or more. These names
will be further evaluated by the campaign office.
Prospect Advisory Committees--During the advanced gifts phase of the campaign, one
or more Prospect Advisory Committees will be organized to screen and "rates
prospects judged capable of giving $10,000 or more. These committees would
consist of campaign volunteers already recruited for the Individuals and the
Corporate/Foundations Divisions.
In addition, we would seek to include other knowledgeable and well-connected people
who would not necessarily be actively involved in the campaign. The role of this
committee would be to provide as much information about each prospect as possible,
and place a dollar value on the projected gift from each of those listed. Committees
may be called together from time to time as additional prospects are identified and the
process would continue throughout the campaign.
RECOMMENDATIONS--Marketing the Campaign
The Bess Museum of Art is not highly visible outside the community of art lovers and
collectors on Miami Beach. The Bass is even less visible to those who live in Miami
and Dade County. Thus, the Museum has very important marketing tasks related to
the campaign.
8
137
,
•
the understanding or the Bass's
ll increase the visibility and
�, To substantially arena locally and regionally.
i cion and its role in the cultural/educational
ms
n of the role of philanthropic suppo�,
develop a greater understanding the work of this
Z• Tod p rt in preserving and extending especially individual support,
important and educational resource.
Marketing Committee be
report we recommended that a Campaign in the
Earlier in this s marketing plan and in overseeing appointed to work with staff in developing in paragraphs we suggest
plan for the campaign. In the following p g
implementation of that consideration.
of specific marketing activities for
a numberP
the Museum may wish to consider to
Prnmet O
--Arnong the activitieseneral public are the
i ill amort area opinion leaders and the g
enhance its visibility g
following:
_ _ Bass should
t . . - • ii •f .
° '` 2.-- � � • � � • �� ins-exhibits that might consider creating a series of be located in mandother areas.
lobbies of local banks, the
shopping areas, airport,and osis of the Bass.
These
mini-exhibits should reinforce the purpose g
The costs of mounting such exhibits could possibly be underwritten by
local companies.
might also seek opportunities for print and
o Media coverage. The Bass 9
I vision coverage of behind-the-scenes activity at
the Bass. One
to e
examp1e might be a television mini-documentary "Back Stage which
would give at-home V1ewers a sense of the exciting and complex work
involved in hanging a major exhibit.
j.obbv Disolay. An attractive, compelling display of the proposed
oP
additions to the Bass, attendedby a written description of the project end perhaps
erha s a television set with a reputing videotape
telling the Bass
In story, should be set up
i the main entry foyer of the Bass. Once the
campaign goes public, additional exhibits or displays should encourage
onsite contribution
thus raisingfunds and reinforcing the message about
the role of philanthropy at the same time.
Etc These items plus perhaps commemorative items
o Buttons. Banner. �
will be helpful.in giving added visibility to the Bass and the campaign.
9
1-88
•
Cultivation Activities—The following activities are designed more specifically to reach
potential campaign leaders and major donors.
0
The Bass should initiate a program of bringing individuals into the
Museum in small and large groups for catered luncheon. receptions.and
Dorae liz d tours hosted by the Executive Director, campaign leaders
� �
and staff. Such activities are extremely useful in sparking or rekindling
interest in the Museum.
o A
special slide show or videotape on the Bass and the oamoaig.n will help
bring the Bass to those individual and corporate prospects--both locally
and regionally--who are not able to visit in person.
o . The campaign will also provide many Qoportunities for special events,
including a campaign public announcement, a birthday party, other
dinners, and receptions to recognize major donors and volunteers in the
campaign.
Once the campaign has been announced to the general public, there will be many
more opportunities for publicity around the campaign itself, including announcements
of major gifts and related stories.
Campaign Materla(--Campaign print and audio-visual materials will play an important
role in communicating the Bass's mission and plans as well as the need for and
benefits of the proposed expansion and annual support. In addition to the written
case statement described earlier, the following campaign communications tools will
be required:
o
Major "image" Brochure. This will be the campaign's primary marketing
tool designed to present the case for support in a compelling and
attractive way.
o Cjmoaign Folder. This is designed to be a coordinated insert for the
"Image" brochure. It will feature each of the campaign's components,
and include drawings and floor plans, ways to make gifts, a listing of
campaign leaders, etc. This approach will provide the Bass with a
general information piece in the "Image" brochure which will have a
longer "shelf life" and will continue to be useful after completion of the
campaign.
o Special Pr000sal . Individually tailored presentations outlining particular
needs will be required for selected major and advance gift prospects.
10
189
' •
• y
o
Audiovisual Presentation. An eight-to ten-minute slide show with sound
track will be an excellent tool for presenting the Bass and its plans in an
way excitingto prospective donors both on Miami Beach and throughout
Y
the area. A slide show should be converted to videotape for maximum
exposure.
A newsletter will be published periodically during
o Campaign Newsletter.
the campaign ai n and will report on campaign progress and developments.
ments.
The
first issue would serve to announce the campaign to the Bass
members and other friends. Subsequent issues would include features
and news on the campaign to project a sense of momentum and
excitement itement as the campaign unfolds and to give the campaign continued
visibility among the Museum's constituency.
0
Other Materials. Additional campaign-related materials will include
campaign letterhead, pledge cards, volunteers' notebooks, and a
campaign symbol and theme which could serve as a unifying design
element in all campaign materials.
RECOMMENDATIONS--Ongoing Development During the Campaign
A capitalcampaign provides cam ai n a unique opportunity to activate or significantly expand
annualivin , member acquisition and donor upgrading. Volunteers are focused on
g g
donor and prospect cultivation and solicitation. Campaign marketing activities create
more visibility among constituencies and the broad-based, public phase of the
campaign touches many who have heretofore not been involved with the Bass. A
habit of giving is established.
Development Programs
egrsonaI Solicitation--Always the best way to negotiate the biggest gift is the face-to-
face, personalized solicitation. It will be important for the Bass to expand its prospect
research activity, take advantage of the prospect research of the campaign, and
encourage campaign volunteers to urge their prospects to consider an annual gift and
perhaps a pledge over time when soliciting the capital contribution. Following the
successful completion of the campaign, personalized solicitation for annual funds
should continue, and each member of the Friends Board should accept the
responsibility for five annual fund prospects so that the personalized solicitation
continues as a regular part of the ongoing development program.
Special Project Fund Raising--This activity should also be ongoing during and beyond
the campaign. The Bass has a number of education projects, special traveling
exhibitions, research activities, etc. that can be packaged and "sold" to prospects
11
Ii
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•r ,
c
r 4
/
7
•
service to the community• While this is
Interested in specific aspects of the Bass's openingdoors.
largely a staff activity, in
Friends Board members can be valuable
__These efforts should accelerate during the campaign
development program. As the Bass's
and become a very strong part of an ongoing
visibility expands, direct mail and phone solicitation should also expand. Membersbecome donors of planned gifts eventually, if properly cultivated and involved. (See
the "Donor Pyramid" on Appendix B.)
doends and valuable
fu
ia ••These events will continue to be both sources of (it is a social
public relations programs.
The annual gala should definitely be continued
ons or two more special events during the year
highlight on the Beach), and perhapslotion of the campaign.
can be
added to the schedule following successful comp
of an ongoing development program. As the
Planned'Giving—This is normally part g givingneed not be
P this vehicle, however, planned
campaign itself will include
addressed by the annual development program until after conclusion of the campaign
1 begin on a regular basis, not only during the
Comt'nunication�•-Activities should gcampaign to keep
r u h a campaign newsletter,
campaign through but also following the o g
close contact with the Bass's constituency and prospects.
vpositive influence on
Traditionally campaigns have a annual giving. Institutions
neral) ex erience an increase in annual giving of 10 to 20 percent immediately
ge Y P
following successful completion of a campaign.
Role of Counsel • the ongoing development
Because of the demands on already limited staff to expand
r and the requirements of the campaign as described
program over the next few years
in the preceding pages, we recommend that the Museum consider retaining fund
of the campaign. The
full-time resident management
raising counsel to provide
Campaign ai Director provided by counsel for the campaign
will have the following
responsibilities.
A. Work closely with top campaign o n leadership and administration on matters of
P 9
policy,, planning, strategy, and scheduling for the campaign.
B. Define campaign strategy and prepare specific operating plans.
Along with the Development Coordinator, provide direct service and assistance
C. o g
to the Board Fund and Leadership Gifts Divisions, chairmen and other
committees.
12
131
D. Organize and provide service for the Major Gifts Committee and other divisional committees in subsequent phases of the campaign.
Provide direct assistance to the operation of the campaign, specifically pfepere:
E.
Agenda and minutes for all meetings
O 9
o Solicitation materials
o Volunteer training materials for
o Status reports
and other tracking memoranda on prospects
campaign volunteers.
F. Provide counsel n el on developing the case for support.
Participate in developing recruitment strategiesfor campaign volunteers and
cultivation and solicitation ts.
G• strategies for campaign prospects.
staff in their campaign roles and
H.
Orient and guide development office in the campaign in the Major
Gifts Division.
coordinate their participation
1. Prepare campaign update memoranda and reports for volunteers.
J. Monitor campaign progress and recommend revisions in campaign strategy and
procedures as necessary.
NEXT STEPS
is the beginning, for this is when the
The most Important stage of any campaign
formed which guide the entire effort. The following
are the next steps
patterns are o
o
which we suggest to prepare
for and launch the campaign for the Bass Museum of
Art.
1. Review and approve the basic concept t of the campaign and the campaign
p
budget.
other members of the Campaign Executive
2. Recruit the Campaign Chairman and and begin
• turn, will refine the campaign operating plan9
Committee who, in
recruiting volunteers for the Advanced Gifts Phase of the campaign.
for support,Refine the elements of the case and begin preparation of the initial
campaign materials.
13
132
r
• r
retain •
campaign staff, establish a campaign office, and retain
4. Recruit and
campaign ai n counsel to work with staff and volunteers in initiating campaign
P 9
n
activities.
CONCLUSION
For nearly twenty-five five years, the Bass Museum of Art has existed relatively quietly,
ty-
somewhat hidden from view, but offering those who found it an exciting visual
adventure a within unique, eclectic collection. In recent years, under the direction of
q
Executive Director Diane Camber, assisted by a dedicated, hard-working Board of
Friends, the Bass Museum has achieved greater visibility, acceptance, and support in
its community.. It now stands ready to take a major step forward with a campaign
designed to create an institution capable of achieving not only local and regional
importance but national acclaim as well.
The proposed campaign is but the first stage of an even larger long-term advancement
programincludingsupport for annual gifts, special projects, and additional capital
facilities and equipment.
14
133
„ .
Attachment "D”
BUDGET AND FINANCE
5 Year Projections
for
Operations
Development and Fund Raising
Exhibitions and Special Programs
City of Miami Beach
November 7, 1992
134
r i
•
BUDGET AND FINANCE
The Bass Museum relies on a number of funding sources to sustain its
operations. While these funds are maintained separately, they are all inter-
related and form the basis for its operating support and fiscal viability.
Organizationally, the Museum is viewed as three (3) functions: Operations;
Development and Fund Raising; and, Exhibitions and Special Programs.
The City has the lead responsibility for supporting the operational aspect of
the Museum as described in the governing agreement (as amended) between
the Bass Family and the City. This responsibility includes maintenance of the
facility, adequate staffing, and conservation of the permanent collection.
Currently, the City provides this funding through the General Fund and
revenues derived from admissions. Summary projections for the next five (5)
years are as follows:
Expenditures are projected to increase by almost 300% from
5487,663 in the current year to 51,365,090 by FY 1996/97. This
is primarily due to increased personnel and the utilities and
maintenance of the expanded facility.
Revenues are not expected to keep pace with projected
expenditures. The increase in direct General Fund contribution
is projected to be the same as the property tax base (5%)
increase. Revenues from admissions and facility rental are
expected to significantly increase by FY 1996/97, the first full
year after completion of the project.
The projected deficit is expected to increase to S471,546
annually by FY 96/97.
Historically, 40% of the total cost for the Bass Museum has been supported
through private funding methods instituted by the Friends of the Bass
Museum;their current contribution level for Exhibitions and Special Programs
is approximately 5470,000. It is recommended that this formula (40%) be
applied to fund the projected increase in the operating deficit. This would
require the Friends of the Bass Museum to increase their current fund raising
efforts by 10% each year for the next four years and so be able to fund 40%
(or S188,618)) of the 5471,546 projected operating deficit. The City of Miami
Beach would be responsible for the remaining 60%.
135
.
.
DEVELOPMENT AND FUND RAISING • This function has traditionally
'v to donations.
supported non-City funds through local grants and private been by
During the next four years, this function will be responsible for overseeing
fund raising
i n and
renovation. After
activities and the capital campaign forthe expansion
fund raisingand capital campaign, this function will revert
to Development.
It is projected
that financingthe "Fund Raising Campaign"will
require S897,262 in grants, donations and contributions.
CityMiamiand the Board of Friends of the Bass Museum will
The of Beach
meetin to review alternatives for funding the Capital Campaign.
P 8
n.
convene a g
SPECIAL PROGRAMS • Funding for exhibitions and
EXHIBITIONS AND and other
special programs are funded from grants, memberships, donations,
e p g ' ' of the Museum such as gift shop, catalog sales,
revenues generating activities etc. The ability of the Museum to increase the number of exhibitions and
special programs will be dependent on their ability to generate revenues from
Museum activities.
•
136
•
BASS MUSEUM
6 YEAR PROJECTION
OPERATIONS
Phase I Phase II Phase III
FY 92/93 FY 93/94 FY 94/95 FY 95/96 FY 96/97
REVENUES
General Fund 447,175 469,534 493,010 517,661 543,544
Admissions 25,000 40,000 45,000 50,000 200,000
Facility Rentals 5,000 30,000 100,000 100,000 150,000
Other
TOTAL 477,175 539,534 638,010 667,661 893,544
EXPENSES
Personnel Services 293,863 329,024 412,198 424,943 584,090
Operating Expenses 194,000 363,750 533,250 585,750 781,000
TOTAL 487,663 692,774 945,388 1,010,693 1,365,090
SURPLUS!(DEFICIT) (10,488) (153,240) (307,378) (343,032) (471,546)
Positions 7.2 12.2 16.2 16.2 16.2
137
BASS MUSEUM
5 YEAR PROJECTION
DEVELOPMENT AND FUND RAISING
Phase I Phase II Phase III
FY 92/93 FY 93/94 FY 94/95 FY 95/96 FY 96/97
REVENUES
Friends of the Bass, Inc 20,432 24,124 25,210 26,344 27,530
Grants
Other 0 0 0 0 0
State 70,000 0 0 0 0
Local VCA+County 60,000 60,000 60,000 60,E 60,E
Private
TOTAL 150,432 84,124 85,210 86,344 87,530
EXPENSES
Personnel Services 217,100 226,681 236,283 246,298 164,540
Operating Expenses 60,000 60,000 60,000 60,000 60,000
pe 9
TOTAL 277,100 286,681 296,283 306,298 224,540
SURPLUS/(DEFICIT) 126,668) (202,557) (211,073) (219,954) (137,010)
Positions 8 8 8 8 5
138
,
BASS MUSEUM
5 YEAR PROJECTION
EXHIBITIONS AND SPECIAL PROGRAMS
Phase I Phase II Phase III
FY 92/93 FY 93/94 FY 94/95 FY 96/98 FY 96197
REVENUES
Friends of the Bass, Inc. 15,000 15,000
Catalogue Sales 5.000 10.000 15,000
Fees19,000 75,000 75,000 100,000 100,000
Exhibition
Shop Sales 48,000 100,000 110,000 125,000 125,000
Tuition, Fees
37,000 40,000 45,000 60,000 60,000
Memberships,donations 139,821 140,410 143,820 145,328 145,213
Grants
State
125,000 100,000 100,000 100,000 100,000 Federal 27,000 0 0 0 0
Other
0 0 0 0 0
,
Endowment 7,000 7,500 8,000 8,500 9 000
TOTAL 407,821 472,910 496,820 553,828 554,213
EXPENSES
Personnel Services 139,253 182,185 211,928 217,563 221,836
Operating Expenses 268,568 290,725 308,148 360,463 357,664
pe 9 Pe
TOTAL 407,821 472,910 519,976 578,026 579,500
SUAPLUSI 0 0 (23,156) (24,198) (25,287)
(DEFICI�
Positions 4+2 6+2 7+2 7+2 7+2
139
. .
//
•
Attachment "E"
BASS MUSEUM OF ART
CODE OF ETHICS
Approved by Board of Trustees
November 7, 1992
200
IQ2
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an l0 Rosman s IVE
r t
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The Friends of the Bass Museum, Inc. is a non-profit
ua 14� 1910 under the
corporation � State of Florida
norganized on Jamthe Trustees
participate as the
general corporation acts of the
r 750600) private
Charter Number and is authorized by and to
to be an advisory body
arm of the Museum to effectuate the ultimate goals of the
Museum as a whole.
Directors will
and Friends be loyal to the
purposes of the Museum. Each Trustee and Director mustf the Museum
time and attentionands act
devote to the affairs o Museum and its governing bo
anndden
sure that theand the governing
in accordance with the City Charter of the Bass and
instruments of the Museum and the Friends
with applicable state and federal laws.
not attempt to act in
should
Trustees and Board Members should be taken
their individual capacities. All actions s
committee, or subcommittee, orarticles in
conformance
a board, in
governing contracts,
otherwise onf os�►anc• with the ws. Trustees and Board Members
of
incorporation and hyla whole, and not act solely
must work for the Museum as a h � or subunits of
activities
as an advocate for particular
the Museum.
endeavor to conduit all
should
A Trustee or Board Member including those relating to
phis/her activities, with him/her,
f closely persons or organizations associated conflict will
in such a way that no con arise between the
other interests and the 'policies, operations, and
interests of the Museum.
The Trustees hold the
ultimate fiduciary responsibility
the Museum and for the
for the respective parts ofvarious assets: the
collections
protection and nurturing of itsbuilding and
and related documentation, the b g
assets, an
grounds, financial ass � d the staff. The Museum has
define its purposes and
an obligation to develop and its assets ate properly and
and to insure governing
policies The
effectively used for public purposes.
boards should provide adequate ate financial protection for
ves, staff, and
all Museum officials including themselves, inequitable
volunteers so that no one will incurom the
sacrifice or legal liabilities arising r
financial
performance of duties for the Museum.
2. The Director
A critical resp° Y
ns:bilit of the Trustees derives from their relationship to the Director, the Museum's chiefve is made by
The selections
executive. of that executive of the
the Trustees with the adviceBoard of the Friend
The Director serves at the pleasure of the Trustees. The
iv i-
res
continuing surveillance of his/her professional activi-
ties _
ted and must be diligently thoughtfully
which cannot be delega-
ted
elega
ties is a primary responsibility
thou fitfully fulfilled.
2
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n object or item that is part o
personal purpose any b i guardianship
f
P Museum's collections or under the q
the
of the Museum, or useany other property, supplies,
or resources of the Museum except for the official
business of the Museum.
the Museum are valuable
of
The reputation and nameexploited either for
assets and should not be e of any other
advantage or the advantag bout the
personalInformation a
person or entity. _ activities of the
administrative and non-scholarly y activwire in the
a may acq
institution that an employee t is not generally
course of his duties, and the be treated
ublic, must
known or available to the P the Museum. Such
as information proprietary topersonal
should not be used forthe
informationsee detrimental to
advantage or other purposes
Museum.
d be circumspect in referring
Staff members should
members of the public to outside suppliers of
services such as a raisers or restorers. Whenever
PP qualified source
should
ossible, more than a singleno appearance of
P be provided so that pP
personal favoritism in referrals is created.
4. Volunteers
Volunteer participation within the Museum is a strong and
Museum programs could not
the
vital tradition, and
continue without the contributions and personalbe
involvement of devoted volunteers. The eta!f should workers,
and willingly Pro P
volunteers, receive them as fellow
supportive of vide appropriate training and
opportunity for their intellectual enrichment. While
activities, those
volunteers participate in most Museum rams, and
with access to the Museum's collections, programs,
associated privileged information work in areas that are
sensitive.
� inner activities
to the Museum's is an honor, and
the lack of material compensation for effort expended onuntser from
adherence to standards that apply of the Museum in no way frees the vo staff. The
behalfto paid
erment of the, Museum
volunteer must work toward the Dett ratification,
and not for personal gain other than the gratification,
fromo
der
knowledge, and enrichment to be
participation.
Although the Museum may accord special privileges,
volunteers should not accept gifts, favors, discounts,nsations of things of value that in connection
or other dispensations with
loans, other parties
accrue to them fromonflict-of-interest
carrying out duties for the Museum. � to
Y g upon the
restrictions placedstaff must be explained p
volunteers and, where relevant, observed by them.
4
204
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•
BASS MUSEUM 07 ART
I have read and
understand the foregoing policy, and to the best of my
knowledge, / am
not in conflict with the purpose and stated principles
of the Code of
Ethics and will continue to abide by them during my
tenure of service.
Date Signed
PRINT Name
Title
•
9
,./
,7
Attachment "F"
BASS MUSEUM OF ART
COLLECTIONS MANAGEMENT POLICY
Approved by Board of Trustees
November 7, 1992
210
e
BASS MUSEUM OF ART
COLLECTIONS MANAGEMENT POLICY
Museum of Art was designed in 1930. Designed by Russell
The present structure of the Bass
Pancoast, grandson of John A. Collins, the building is an outstanding examplele of art-deco
i trict of Miami Beach placed on the National Register in
architecture located in the historic d s public Opened
to the in 1935, the building originally served as both
an art center and
library.
too small to serve its combined arts center/library function, a new
When the building becamethat hilanthro fists John
library
was built in front of the art-deco structure. It was at that time p P
their outstanding art collection and the funds for renovations
and Johanna Bass offered the city
and construction of an addition that would transform the building into an art museum for the
City of Miami Beach.
During his lifetime,, Mr. Bass served as Director of the Museum. On his death in 1970 the
Museum's governing.n documents were revised to ensure the Museum's continuity and to provide
for the continuing
care of the Bass collection, the future growth of the collections and the
development of the public programs of the museum.
THE COLLECTIONS:
Today, the
Bass Collection serves as the core of the museum's holdings. One of the few
American
museum collections to specialize in the art of Northern Europe, the collection includes
fine examples of Northern Renaissance, Baroque and 19th century paintings and sculpture,
augmented bya small but outstanding collection of tapestries and textiles. A small representative
g of important 18th and 19th century French,
collection of Italian Renaissance works and a group po
English and American paintings provide context and contrast to the art of Northern Europe.
� t Recent research and
There is also a collection of Far Eastern art, primarily sculpture•
conservation has documented the importance of the collection and enhanced its accessibility to
art historical scholarship, establishing the basis for the Bass Museum of Art as a general art
museum and a major artistic resource for the State of Florida.
Donations to the collection and modest purchases over the past ten years have added significant
works in the areas of modern graphics, Japanese woodblock prints, ceramics and sculpture,
architectural drawings, photography and 20th century decorative arts.
1.1
1
Collections Management Policy
Page 2
•
A. PURPOSE OF THE MUSEUM:
. collection isparamount. The Museum derives its
The obligation of the Bus Museum to its
thegeneral public from its collection, which is an essentialpart
central purpose and its use to
of the collective cultural fabric within our region, state, and nation.
enrichment of its
The Museum focuses on the aestheticvisitors through the presentation and• • programs. The
of its permanent collection, special exhibitions and educational
interpretation
national and international audience, focusing its outreach and
Museum serves both a local and a with its various ethnic
educational efforts on the broad scope of the population of Dade county
While manyvisitors and tourists to the area come to the Museum as
and national groups. visitosophisticatedrs, the $1s= Museum of Art serves as an
Museum for many young people
introduction to the world history of art.
B. BUILDING THE COLLECTIONS:
• collections is thepresentation of the broad scope of the history of
While the ultimate aim of the market that it
Museum recognizes that in these days of inflated values in the world art .
art, the g
willachievingthis aim. The purpose of this policy is not designed to limit
have difficulties in
q
the scope of Museum acquisitions, should future possibilities of substantial sifts arise but to give
direction to future purchases of works for the collection and to focus the active pursuit and
solicitation of gifts to the collection in a thoughtful manner.
With this in
mind the Museum has singled out the following areas for emphasis:
' i ' works which complement existing collections in the areas of 16th through
l. The acquisition of p
19th century European painting.
2. Contemporary American and Latin American painting, sculpture and photography, with
special emphasis
on works relatingto the South Florida experience and its multi-ethnic
constituency.
3. Recognising the importance of the built environment in South Florida, the rich architectural
traditions of Miami Beach and the architectural significance of the Bass Museum structure, the
Museum is developing a collection of 20th century architectural drawings, models and
p g merican architects.
architectural photography by American, European and Latin.American
4. The8 rowth of a small but significant print collection to emphasize late nineteenth and
twentieth century artists and significant printmaking experiments.
J12
Collections Management Policy
Page 3
day to reflect the relationship
Decorative arts and crafts from the late 19th throughthepresent m lament the
5. Dec features of the living environment to co p
between the exterior and internal
architecture collection.
C. ACQUISITIONS PROCEDURES:
While the Board of Trustees bears responsibility' ' for the collection, works of art are identified
Curators of the Bass Museum of Art. It is their
for possible acquisition by the Director and and purchases
specializedwhich enables them to evaluate potential gifts
training and experience authenticityand condition, as well as
of aesthetic and historical value, •
from the perspectiveprograms. �� , outside assistance will be
pertinence to the collection or Museum's
sought from specialists in a given area of art.
• acquisitions are presented with attendant papers (1C: provenance,
1. Recommendations for acquis� • , conditions) to the Board of
background, problems of condition, bills and special. .
scholarly recommendation is considered by the Trustees
Trustees by the Director of the Museum. The
and approved, is
ifforwarded to the City Commission as a matter of record.
the donorplans to deduct the value of a gift from his/her
2. Outside appraisals are required if appraisals are
incomethe appraisal is required to meet IRS regulations. When outsidepP
tax and pp -house evaluation by members of the
not required to meet governmental regulations, an �'n onlyfor
• thepaperwork on the object. This evaluation is made
curatorial staff will accompany insurance records and should in no way be interpreted as an *official apPsisal•• This evaluation
givento the donor on anyreceipts or letters of acknowledgement.
should not be
willobject onlywhen it can determine with reasonable certainty that
3. The Museum acquire an • OeS not contribute to the
the work has
not been derived from illicit trade and that its acquisition d
continuation of illicit trade in works of art.
D. DEACCESSIONING:
'
i ' of the Bass Museum of Art towards the ethical and artistic
Recognizing the responsibilities the possible reasons
management of thepermanent collection, the following guidelines outline
of objects from the permanent collection. Objects taken into the permanent
for the disposal j
• npart of the public trust of the Bass Museum of Art. As such, they form the core
collection are
of the Museum's artistic'stic and educational mission and their availability to the public for
exhibition, enjoyment and study are the major responsibilities of the institution.
The Bass Museum of Art will deaccession objects only for the following reasons:
p13
•
Collections Manaiameat Policy
Pap 4
parameters of the Bass Museum of Art or is ofsuch
1. The object does not fit the collecting will never be shown in the
quality that there is every expectation that the object
inferior artistic q y
Museum or used for study purposes.
2. The object is a duplicate in lesser condition than another better example in the permanent
1
collection.
based on inions from three outside consultants.
3. The object has been determined to be a fake P
)
4. The object is in such bad condition that
condition it cannot be conserved or has been destroyed by
insects or other natural vices.
• Trustees must determine the legal right to do so. When
When disposing of an object, the , , • unless it can be clearly
restrictions accompany the acquisition, they must be observed
mandatory �" or substantially detrimental to the
shown that adherence to such restrictions is impossible .
byan appropriate legal preceeding or the written consent
Museum. Restrictions can be modified
of the interested parties.
• followed to properly deaccession a work from the permanent
The following procedure must be
collection:
forpossible legal entailments governing the disposal of the
1. Accession files will be checked g information in the
information will bepresented to the Trustees along with the
object. The accession's file regarding its acquisition to the collection.
• consideration for deaccessionin must be presented to the Trustees on the
2. The objects under 6
recommendation of the Curator in charge of the collection, the Chief Curator and the
Director
of the Museum.
3. After approval of the proposed action by the Trustees, the portions of the minutes recording the actions of these bodies will be forwarded to the Registrar's office.
approvals have been given, at least two appraisals must be obtained from
4. After the required
independent appraisers.
' of the or his/her heirs are
S. If the original donorstill in the community, every effort will objectf
be made to extend the courtesy of informing the donor or heirs before final disposition is made.
In most instancesgifts ifts are nonrestricted and the museum is not legally bound to obtain
documents from donors or their heirs to dispose of objects. If the object was received as part
of a will, the will of the donor should be consulted in considering the final disposition of the
object.
'''h 4
,.
• 4
Collections Management Policy
Page 5
6apo
. Final disposal of the object will be handled in two ways:
auction. Staff, Trustees, former Trustees of the Bass Museum
a) Objects will be sold at public appraisals that were
members of the acquisitions committee and appraisers who provided
of Art, � museum objects from auctions at which
used as part of the disposal process may not
purchase objects from the collection are sold.
value but no great financial value (ie: below S100.--)
b) objects of regional historic or scientific
should be offered to regional museums. The originaldonor or their heirs will be informed of
the transfer of these objects.
of in the museum collection
Funds received from the saleobjects will be used for new
referabl in the same area as the object which has been
deaccessioned. (ie:
acquisitions p y
• for decorative arts acquisitions). The name of the original
decorative arts sales should be used objects will
transferred to the new acquisition. Income from the sale of museum
donor will be .
in will be spent according to the acquisition procedures of the
be placed s fund and
museum.
8. All paperwork covering n the disposal of any object from the Bass Museum of Art must be
en g sP°
handled through h the Office of the Registrar. All works that are deaccessioned will be
photographed are
before theydisposed of and the photograph will become part of the Museum's
sPo
record on that object.
The record will continue to be maintained in the Registrar's office. In
those cases in which the objects are transferred to another museum, a photocopy of the original
file will be given to the receiving museum.
E. LOANS FROM THE COLLECTION:
The Bass Museum of Art may loan objects from the permanent collection to a reputable non-
profit institutionorganizing
twhich is an exhibition of inherently scholarly value that will increase
the available knowledge a about the artist or a particular art historical theme through the
publication of a catalogue or other scholarly document.
CONDITIONS FOR LOANS:
1. Loans from the collection will be approved by the Trustees upon the recommendation of the
Director after the host museum has submitted a facilities report that indicates that the borrowing
institution observesaccepted museum practices and staff has reviewed the condition reports of
the objects being requested for loan.
215
•
Collections Management Policy
Page 6
willinstitution to provide wall-to-wall insurance coverage
2. The Museum require the borrowing insu P and will
leaves the Bass Museum until
from the time the object ea it is returned and inspectedmme �, the Bass Museum will
the museum with proof of such coverage. In
provide '
insuranceon the loaned objects and bill the borrowing institution.
continue to carry
' all objects being requested for loan to determine if
3. A conservation inspection is required on •
stable condition and will travel safely. The cost of this inspection will be billed to
they are irate
i
the borrowing institution regardless if the loan is apprOVed by the Board of Trustees.
• or ramal a work without first securing permission
4. The borrowing institution may not unft'snie absence of
Approval must be given by the Chief Curator. In the
from the Bass Museum of Art. pp
the Chief Curator, permission may be given by the Registrar after consultation with the
museum's conservators.
F. INCOMING LOANS:
borrow objects for exhibition about which there•is a question
The Bass Museum of Art will not . , to objects covered
din their legalstatus to be lent. This prohibition applies particularly j
regarding v Patrimonylaws in the United
the Cultural property laws of foreign countries and Native
by
States.
e an artist ora gallery may not insure an object being loaned
If the borrowed object is for sale,
to the Bass Museum of Art for more than the net sales price.
RECORD Gs
outgoing) will beprocessed by the Registrar of the Bass Museum of
All loans (incoming and o i g)Art. The Registrar will complete all the necessary forms and track of the length of time
for which the loan is made. The Registrar tpg
_ will renew loans after discussion with the Director
and Chief Curator. No loans (incoming and outgoing) will be made for longer than two years.
Loans may be renewed at the discretion of the museum.
Unless the lender requires the Bass Museum of Art to pay for insurance coverage through the
lending institution, the Bass Museum of Art will insure the object at the owner's evaluation. If
the evaluation is excessive, the Registrar and the Curator will try to adjust the figure wtth the
al g
lender or, if necessary, cancel the loan.
All objectsstudy or possible left for donation to the Museum will be received by the Registrar
and theappropriate recei t Everyeffort will be made to return an object to an owner after
P given.
theP iece has been studied and if it has not been accepted for the permanent collection.
,?16
6
C
Collections Management Policy
Pus 7
•
G.
CARE OF THE COLLECTION:
ot{ , The Bass Museum of Art will
The care of the permanent collection is of the highest p� tY the
its n stable climate control of the building , to monitor
�� within power to �� exhibition and in storage from
do everything protect the objects onlevel.
intensityof illumination utilized, ons at the highest professional
pursue the conservation of the collects
h sisal harm and to for protecting the collections
physical
Ymuseum must meet the sof the profession
Events in thefood and drink may not be served in
• • ' Smokingis not permitted in the building, will not be
and exhibitions. byCandles and open flames
• to works of art not protected �
close proximity
•1Sed in the galleries.
• Chief Curator in consultation with
• will be assessed by the Director and will be
Conservation needs list of anon priorities
' professionals with appropriate expertise. A running
outside
reviewed on a regulu basis.
e effort will be made to locate the Director,
ofdamage to any part of the collection, every will not be moved except
In case aspossible. Broken objects
Chief Curator and the Registrar as quickly will be made bythe Registrar.
damaged objects wil
curatorialsupervision.Photographs of any
undertheappropriate conservator. In case of a
• advice will be solicited as needed from
Professional
disaster the Museum's disaster plan will be followed.
will be under the supervision of the Registrar.All packing and shipping of objects
PRESERVATION ATION OF THE COLLECTION
' iii for professional and ethical collections
The Bass
Museum of Art recognizes its responsibility
management.
conservation experts whose qualifications meet the
The Museum will engage only specialized � Institute of
1• ion and who are Fellows of the American
highest standards of the profess
Conservation and who adhere to the Conservator's ethics code.
2. Works of art in the Museum's collections will be handled only by trained members of the
curatorial and building staff.
3. Periodic surveys of the permanent collection will be undertaken by the curatorial department
with specialists in Painting, Paper and Objects.
• stabilized and brought to exhibition standards
4. Works in the permanent collection will be
• bythe curatorial staff and conservation professionals.
according to priority lists developed
t r
•
Collections Management Policy
Par $
5. Emergency procedures will be implemented under the supervision of the Chief Curator and
• conservation specialists will be contacted as soon as possible.
appropriate trained
the of the collections will be cleared with the Chief
6. Special events that might endangersafety service will be
Curator and
the Director to ensure the proper protection of the collections. Food
limited to designated areas.
RECORD KEEPING:
• will be assignedan accession number. A sales receipt or Deed of
Every object in the collection
Gift will be
filed in the accession folder along with a photocopy of any checks issued in payment
by the Bass Museum of Art.
will be made onobject in the permanent collection. This sheet will
A description sheet every
g
include the
following: Artist or makers name, dates (where available), dimensions, medium,
physical sical description, condition, provenance, measurements, credit line.
Accession numbers will be marked on all objects in the appropriate medium. No ink or ball
Po pens ns shall be used and the number will be affixed in an inconspicuous place.
All objects will have accession number, location, donor, artist, medium, country and subject
files.
At the time that collection records are put onto a computerized collection record system, a
weekly backup will be made of all computerized records. Backup will be stored in another office
of the museum. Conservation and exhibition records will be updated as needed.
If the object needs re-matting, that will be done at the earliest convenience.
A research file will be established on every artist represented in the collection and every effort
will be made to catalogue objects in the collection.
Records on newly accessioned objects will be forwarded to the City of Miami Beach.
A notation on the object's location card will be made with every move by the Registrar.
At the beginning of every calendar year a spot check will be made of the inventory by choosing
300 objects from the files at random.
A complete inventory will be made every five years unless there is good reason to believe that
there has been a theft, in which case a complete inventory may be made after consultation
between the Chief Curator and the Director.
218
. K
1
Coll.ctioas M1Mgego of Policy
Par 9
the filing of tax information
h to IRS regulations regarding
Thi Bass Museum of Art will adhere
related to gifts to the collection.
. except for the Bass Museum of Art.
staff will not supply appraisalssls
CCuratorial.�
H. ACCESS TO THE COLLECTION:
the collections on anon-discriminatory
public must have reasonable access to of materials And
1. Although the responsibility the safe�usrdint
basis, the Museum assumes as a p'"� collection should be made available
b + to them. Nevertheless,the art
therefore must regulate accessof which are published
• withinregularly maintained hoursopeningpursuits d
to the general public � aside,�the active scholarly
• Someof the collection may beeffort.
f
periodically. parts only for �durationof the research
staff members and scholars, but normally
• should beorganized for the purposes of
collections are maintained stud •
Storage areas where for �� for hind y
• and security but also citegons�edeasy Workmen in the
conservationvisitor is using a ball point or ink pen.
E,xarninatiotis may not be made if thestaff.in the of curatorial or securitystorage area will work only
ex C with the permission of the owner.
of works on loan will not be divulged •except • The Museum will
2• Provenance will be at the discretion of the lender.
Reproduction rights to borrowed worksselectivelyalter images of anP laws and will not publish or otherwise
observe present copyright as a detail and in the case of living artists,
' + work without clearly labeling the Teproduction '� of the artist. In the
artist's not own the copyright, with the written permission time
where the Museum does effort to secure the copyright at the
of unique works, the Museum will make every
case uiuQ
of gift or purchase.
will studentsrequest except in cases in
information be given to scholars and upon is
3. R infopublication by the Museum. If researchbeing
which that information is being preparedfor par Chief Curator and/or
'on will be given at the discretion of the
prepared fa'publication, information
Director.
4. Valuations of works of art will be kept confidential.
. crit collection will be authorized by the
s, n
Reproduction �hts to images from the perrnan • l be given at the cost of
• For scholarlyarticles and catalogues rights will curatorial department. will charge a royalty fee. (see
reproduction. For money-making publications the Museumof their
free
schedule of fees). All scholars who reCeiVe reproduction rights must file a copy
publication with the Bass Museum of Art.
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•
RESOLUTION NO. 93-20726
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, EXPRESSING ITS INTENTION TO
PROCEED WITH THE BASS MUSEUM OF ART CAPITAL FACILITY
EXPANSION AND RENOVATION PROJECT; IDENTIFYING POSSIBLE
FUNDS FOR ITS REQUIRED CASE MATCH/ CONSIDERING THE
ISSUANCE OF REVENUE BONDS IN THE AMOUNT OF $9.1 KILLION
TO FUND PEASE 1 OF THE PROJECT; AND AUTHORIZING THE CITY
ADMINISTRATION TO COMMUNICATE TEESE ACTIONS THROUGH GRANT
CHANGE REQUESTS TO THE DEPARTMENT OF STATE.
WHEREAS, the City of Miami Beach has received four grant
awards during Fiscal Years 1988, 1989, 1991, and 1992, from the
State of Florida/Department of State/Division of Cultural Affairs
under the Cultural Facilities Grants-in-Aid Program totaling
$1, 232 , 322 ; and
WHEREAS, the City was recommended by the Secretary of State on
January 6, 1992, to receive additional funding during the FY 1993
cycle in the amount of $500,000, Project Number CF93.029, said
application contingent upon appropriation of funds by the State
Legislature; and
WHEREAS, the City would have a cash match of $627,000 from
Unallocated Resort Tax Revenues, and $638,560 from. Unallocated Bond
Funds, Fund 1351, for a total of $1,265,560 to be appropriated
before October 1, 1993; and
WHEREAS, the City will meet the balance of its required cash
match by issuing Resort Tax Bonds in the principal amount of $8. 1
Million, with net proceeds estimated at $6.9 Million, on or before
October 1, 1993 ; and
WHEREAS, the City believes the in-kind value of the site and
building would be the amount of $12.7 Million as its non-cash
contribution and match toward its project share; and
WHEREAS, the State of Florida has approved one grant change
request on November 18, 1991, for this capital facility project
extending the project completion date to February 15, 1993 ; and
WHEREAS, the City now seeks another grant change request
extending the project completion date for architectural and
engineering services to December 31, 1993, with a project
completion report to be submitted on or before February 15, 1994,
to the Department of State; and
WHEREAS, the Museum Trustees, the Friends of the Bass Museum
and the City Administration have adopted a Five-Year Master
Facility and Operating Plan in November, 1992, which confirms its
intent to move forward with the facility expansion and renovation
in three phases, the first of which is to be funded from City
resources and Stategrant awards tot !nMillion
al
_ q $9. 4 ..jl�1on and the
remaining two phases totaling $8.5 Million to be funded from non-
City sources; and
WHEREAS, the City received fourteen (14) responses to its RFP
on January 14, 1993, from world renowned architectural firms with
experience in museum design and anticipates awardinga contract for
architectural and engineering
g ering services in April, 1993, with
groundbreaking on January 1, 1994 ; and
221
ATTACHMENT B
A �
WHEREAS, approval of this resolution is
establishment of a technicalpredicated upon the
advisory committee which will address
the issues at hand in conjunction with the Bass Boa
reporting Board of Trustees
and the Friends of the Bass, P ting to the City Commission prior
to the
issuance of any bonds.
NOW, THEREFORE, BE IT DULY RESOLVED BY T
COMMISSION OF THE CITY OF MIAMI MAYOR AND CITY
BEACH, FLORIDA,?LOR
Section 1. That the City of Miami Beach
intention to proceed with expresses its
Phase One of the Bass Museum of Art's
Capital Facility Expansion and Renovation
Project.
Section 2. That any final determination to
Bonds or other forms issue Resort Tax
of financing after the design and bidding
processes are completed for Phase 1 maybe contingent upon the
Friends of the Bass
Museum having received pledges or grants of not
less than $2 Million for Phases 2 and 3.
completion of It is estimated that the
P design and receipt of construction bids will require
approximately 15 months and that
the $2 Million pledges will be in
hand in an acceptable form during this 15 monther
p iod.
Section 3. That if the Friends of the Bass are not ab
Million able to
raise the balance of the
$8.5 necessary for Phases 2 and 3,
within a total of 36 months of the date of this resolution,
the extent allowable then to
1 wable under the terms of any existingpledges, and
if the CityCommission has P 9
determined to complete Phase 1, the
money received shall go into a trust fund with the earnings to be
dedicated for operatingprogramsof9
the Phase 1 expansion of the
Bass Museum.
Section 4. Should at anytime in the
future,ure, sufficient
additional funds necessary for the completion of Phases 2 and 3
be
made available, and the financial condition of the Citybe such
that funds are available for operation
of the Bass Museum, the
balance of the fund defined in Section 2 above shall be made
available for construction.
PASSED AND ADOPTED THIS 17th • Y of Feb u ry , 1993.
(1 --\Y‘MAYOR
ATTEST:
(Ack-NA:
\I .__
CITY CLERK STAOF FLbRIDA
COUNTYTE OF DADS
I, RICHARD E BROWN, City Clerk of the
City of Miami Beach, Florida, do hereby certify
FORM APPROVED LEGAL DEPARTMENT that the above and foregoing is a true and cor-
• rect copy of the original thereof on the in this
Office. ‘r
HY �� WITNESthisi��S,y myo .Dhand and the. 19�.3-seal of said City
: ��%•�! d
. �.r._..
DATE: 2/6.3 RICHARD E. BROWN
City Clerk of the City of Miami Beach,Florida _�;
Deputy •
RMC:LF:REB:see y' •:04LAA�
222
w s 4
''THF Y t• �•-• :��- •n�'^Z : �,
' 477:'-it � t �....-...; ... ......•.,�1-,--.wit � ,
1
ylMs MAR 2 1993 i • i
•
�
FLORIDA DEPARTMENT OF STATE - irJ
'� •„-` A• tI
Jim
Smith 6 `
Secretary of State --
DIVISION OF CULTURAL AFFAIRS
The Capitol, Tallahassee, Florida 32399-0250
(904) 487-2980
CERTIFIED MAIL
26 February 1993
Ms. Diane Camber
Bass Museum of Art
2121 Park Avenue
Miami Beach, FL 33139 RE: 89.076, 91.036, 92.048
Dear Ms. Camber:
Thank you for the visit yesterday while you were in town for the Florida Arts Council
meeting. I appreciate your bringing the three Grant Award Agreement Amendment Requests
to me so that I may review them along with your files to make sure everything is in order.
Upon review, I have made several discoveries in reference to the grant files and I need to
make you aware of these and of the impact they have upon the Amendment Requests which
you just gave to me. Because of the transition between administrators of this program a year
ago, some details of your past grant files have not always been clear. Let me take each
grant file and discuss its particulars separately.
89.076 $375,000
The last action in this file concerns the approval of a Grant Change Request dated 15
November 1991 to extend the date of encumbrance of funds from 6/30/89 to 2/28/92, and a
project completion date of 12/31/92 with a Project Completion Report due 45 days later. No
subsequent correspondence is in the file. Two questions immediately arise: Why were the
funds not encumbered by 2/28/92 (or were they?); if not, why didn't the Bass Museum file
another Grant Change Request in February of 1992 when it became obvious that the
encumbrance could not take place as approved? According to the 15 November 1991 Grant
Change Request, "Grantee plans to phase project. Match is in place through value of land
and cash - 25% of match is cash.” If this was so, why didn't the project for which the grant
was intended then move ahead? The original application for this grant indicates that the
grant money will be used for "development and planning of the Bass Museum Expansion."
It appears that the Bass Museum was going to hire an architect with this grant. If, as of 15
November 1991, the match was in place, why wasn't an architect hired at that point in time
and the state funds ( and match relative to the amount of state funds) expended?
ATTACHMENT C
Page Two
26 February 1993
Camber/Bass
Please amend the Grant Award Agreement Amendment Request to extend the encumbrance
(if, indeed, the state funds have not been yet encumbered) date of 2/28/92 to a date that you
believe is realistic. In the Amendment Request, you must address the issue of why this
encumbrance extension was not made prior to February 1992. Moreover, you need to
explain the status of the match. The inclusion of the city's resolution is fine, but please
explain exactly what it means in your own words (the amount of the match itself, is it
contingent on something?) We need to know that this project is indeed going to move
forward, as there is great concern that the state funds have been out so long. You need to
carefully explain in writing the extenuating circumstances surrounding all three of the Grant
Award Agreement Amendment Requests which you will now need to resubmit addressing all
of the above concerns.
91.9036 $356,251
The original application for this grant states that funds will be used toward the "cost of
architectural design and working drawings." Once again, according to a 15 November 1991
Amendment Request, the encumbrance date was approved for extension to 2/28/92 and a
project completion date of 12/31/92 with a Final Report due 2/15/93;it was also indicated
that the match was in place at that time. Therefore, the same questions as those raised in
grant 89.076 above must be answered: why was the encumbrance date not adhered to, and
why was another Amendment Request not made when the encumbrance date did not occur?
Obviously, there are gaps within each of these Amendment Requests and they must be filled
in when you rewrite them.
92.9048 $249,071
For this grant, you not only must request a change in project ending date but also an
encumbrance date. Under the terms of the Agreement, all funds were to be encumbered by
6/30/92; all funds to be expended by 4/1/93. Your Amendment Request must address these
two items, again providing explanation as to why the change in encumbrance date was not
requested prior to 6/30/92. Also, please explain the relationship between the grant and the
recent resolution (same as above). In other words, what is the match, where is the match,
what contingencies exist, etc. in your own words. Also, on 7 July 1992, your organization
was reminded to send an Interim Final Report along with the next interest remittance, and
such a report was not received.
Our biggest concern with these three grants is that they are all hung together in terms of the
total project, and that the state dollars have long been in your possession. Exactly why this
has occurred, as well as the reasons behind the administration of the dates within each award
agreement, must be explained in a detailed letter that must accompany your resubmission of
all three Amendment Requests. We must have some assurance that this will be the last time
such amendment requests will be made, and that the project will truly move forward now,
and that state funds can be encumbered immediately with both monies and match expended in
a timely manner.
� r �
Page Three
26 February 1993
Camber/Bass
Please understand that the close-out of each grant is not contingent on completion of the
entire renovation project; instead, each grant file may be closed, beginning with 89.076,
when the state money and corresponding match amount (basically 2:1) is spent for that grant,
regardless of the completion of the entire project. Doing so will enable both of us to get
these grant files closed out soon.
Please review all of the needed information for resubmission of the three amendment requests
and return them to this office within thirty (30) days of the receipt of this letter. Your ability
to clearly explain all of the concerns outlined in this letter will have a direct impact on the
success of the amendment requests that you submit. Believe me, we are as anxious and
excited as you are about your project finally getting underway, but we simply must have
adequate explanation for all of the delays.
Thank you for all of your hard work and dedication. I am certain that the resolution of all of
these issues will provide for a much better understanding between your organization and the
State. I look forward to receiving the revised Grant Award Agreement Amendment Requests
within the next thirty days.
Sincerely,
i
Gaylen Phillips
Arts Administrator
enclosures
2''S
RESOLUTION NO. 93-20743
Providing for: 1) the creation of a
capital project fund entitled "Bass
Museum Capital Project" and the establish-
ment of a work order within the fund
entitled Bass Museum Expansion and
Renovation"; 2) the appropriation of
$1,265,560 for architectural and
construction costs, as cash match for
State grants already received, with
funding of $627,000 from resort tax
revenues and $638,560 from unallocated
bond funds; and 3) the transfer of
previourlsy appropriated State grant
funds in the amount of $605,322 to this
Bass Museum Capital Project Fund.