Loading...
sr-032012-8bCity Council Meeting: March 20, 2012 Agenda Item: U To: Mayor and City Council From: David Martin, Director of Planning & Community Development Andy Agle, Director of Housing and Economic Development Karen Ginsberg, Director of Community & Cultural Services Subject: Recommended Concept and Policy Direction for Bergamot Art Center Recommended Action Staff recommends that the City Council: 1) Review and comment on the Bergamot Station Art Center preferred concept. 2) Direct staff to prepare and release a Request for Qualifications (RFQ) for a long- term master lessee /development team at the City -owned Bergamot Station property to help implement the City's vision for the site in accordance with the development criteria contained in this report. Executive Summary The imminent construction of the Expo Line Bergamot Station will bring significant changes to Bergamot Station. The pending construction of the platform — which also involves demolition of the Track 16 building — has triggered a discussion about the City's 5.6 -acre property at 2525 Michigan Avenue, commonly known as Bergamot Station. The property was originally purchased with transit funds in 1989 with the goal of serving future transit needs and as a source of revenue for the Big Blue Bus. Bergamot Station has evolved into a widely known arts resource, recognized for its contribution to the arts and culture within both the City's adopted Creative Capital plan, and the General Plan Land Use and Circulation Element (LUCE). Over the past several months, a detailed community planning process has taken place including workshops, focus groups, and many individual meetings with stakeholders, particularly Bergamot gallery owners. Several alternative scenarios were identified to elicit feedback. Based on the feedback and a preliminary economic feasibility analysis, a preferred concept was created that seeks to preserve many existing buildings and art galleries, provide complementary new cultural uses to foster Bergamot's enduring vitality, and support community access to the new Expo station, while balancing revenue needs of the Big Blue Bus. Key features of this preferred concept include: • Preservation of most existing Bergamot buildings • Upgraded open space, additional restrooms, and needed renovations to existing buildings • A parking structure that could be shared with the City Yards, and an overall increase in available parking onsite • A mid - priced boutique hotel (with a restaurant/bar) • A signature building for a museum, possibly Santa Monica Museum of Art (SMMoA), in close proximity to the platform, which could also include performance space and a cafe • A protected area for art galleries, away from the light rail train platform • Creative office space with arts- related ground -floor uses The concept is in the early stages of development and will evolve once a development team has been selected to work with staff and the community to implement the City's goals for the site. The concept helps to communicate the community's priorities for the site including support for the arts and facilitating the Art Center's on -going role as a cultural hub and anchor for the larger Bergamot Transit Village and Mixed Use Creative districts. Another competing economic goal for this site that must also be considered is the goal is to continue to generate revenue from the site to help support the operations of the Big Blue Bus. In May 2010, Council directed staff to explore additional revenue streams for the Big Blue Bus from its various properties, including Bergamot Station. The outreach process has identified community priorities for the site, as well as performance criteria to inform and shape next steps. One of the challenges of the current preferred concept as it is currently configured is that it is not expected to increase lease revenue generation for the Big Blue Bus. Staff recommends that the City Council review the recommended Bergamot Art Center concept and direct staff to prepare and release a Request for Qualifications (RFQ) for a potential development team that can implement a vision for the City -owned property at Bergamot Station that balances all goals. Background In 1989, the City purchased property from Southern Pacific Railroad that included a 5.6- acre area now known as Bergamot Station. The property was purchased using transit funds intended for future rail and bus use and for development as a source of revenue for the Big Blue Bus. In 1994, the 5.6 -acre site was leased to Bergamot Station, LLC, which created Bergamot Station as a temporary use in existing industrial buildings on the City's property and on 1.8 acres of adjacent property that it also owned. Since that time, Bergamot Station has become a successful art destination with a core group of world- renowned art galleries that are located in structures on both properties. An arts community has formed there that includes the Santa Monica Museum of Art, which is located on the privately owned property. 6 Today, Bergamot Station is an integral feature of Santa Monica's cultural landscape and known both nationally and internationally, providing access to a diversity of artistic mediums and experiences for the community and the region, as well as serving as an anchor to the broader creative business sector that has grown within the Bergamot area. The new Expo Line Station, which will begin construction this year, will bring significant changes to Bergamot Station — most significantly the demolition of the Track 16 building, a popular venue for both exhibitions and events. Together with the additional planning for the larger Bergamot area called for in the Land Use and Circulation Element (LUCE), the pending demolition of Track 16 and construction of the Expo Line Station has triggered a discussion about this City property. Adopted in 2010, the LUCE expanded upon policies already adopted by the City Council, including Creative Capital, which describes the City's cultural assets and their important role in the City's economic and social life, providing a framework to nurture the arts. The LUCE developed Creative Capital goals with land use implications and incorporated policies to guide future planning at Bergamot, including: Retain and enhance existing concentrations of art uses at Bergamot Station, 18th Street Art Center, and the Airport Foster the arts as an integral component of civic life, incorporated into the values, policies and daily activities of Santa Monica ■ Increase cultural participation and access - expand cultural opportunities ■ Capitalize on the concentration of creative people and resources ■ Create incubator spaces and flexible employment spaces The LUCE established the Bergamot Transit Village and the Mixed Use Creative District, both of which have the Bergamot Art Center at their core, and called for a more detailed Bergamot Transit Village and Mixed Use Creative District Area Plan (Bergamot Area Plan) to provide more specific guidance on local- serving uses and amenities, development standards, design guidance and an inventory of physical needs and financing mechanisms that must be addressed to realize the area's transformation. CL? This includes road connectivity based on a "complete streets" model with the new Expo station at Bergamot as a central gathering point At the beginning of 2011, staff began to work with the community on the creation of the Bergamot Area Plan. A project website, www.bergamotplan.net, was established as a communication tool and as a repository of project information including previous and upcoming workshops and other public outreach efforts. At the City's Bergamot Station property, the planning effort has focused on retaining the concentration of art galleries and other art uses while also expanding the availability of services and amenities that are compatible with arts uses, serving transit opportunities through connective design and revenues for the Big Blue Bus, and addressing local residents' demand for jobs, services and amenities within walking and biking distance. Beginning in July 2011, staff's efforts and outreach to the community began to focus more specifically on the Art Center itself and on crafting a set of goals that reflect the community's priorities for the Bergamot Art Center. This set of goals needed early resolution in order to capitalize on future opportunities for expanding the role and presence of the arts throughout the remainder of the Bergamot planning area. Many City departments, including Planning & Community Development, Community & Cultural Services, Housing & Economic Development, Public Works and the Big Blue Bus are involved and invested in this site. For this reason, an inter - departmental City staff team has collaborated on this effort and on the recommendations in this report. The planning exercise has focused only on the 5.6 -acre City -owned parcel. Teams responding to the RFQ could choose to include surrounding properties in their proposals, in coordination with those property owners. Discussion The Community Planning Process The art center planning effort focused on understanding the community's preferences and assessing the feasibility of options that reflected them. Since July, staff and the community have worked together to determine the most important goals for the 0 Bergamot Art Station property and to debate a series of alternative scenarios leading up to the recommendations contained in this report. Workshop #1: July 13, 2011 On July 13, approximately 110 Santa Monica residents, artists, business and property owners, and other interested parties participated in the first workshop, which asked what uses and character - defining elements should be included in a conceptual plan for the future of the Bergamot Art Center. At this workshop, there was an overall consensus that an updated Bergamot Art Center needed to `look and feel like Santa Monica" and include the following: • Art space that would foster multi -genre art forms including the performance arts, with offerings for all ages and that would further reinforce the center as a cultural centerpiece for the City • Extended hours with uses that would be active in the evening and nighttime • Open space that could be used for relaxation and daily gathering in addition to special events and festivals • Buildings that fit in with the industrial character and architectural integrity of the Art Center and build on its assets and positive features • Retention of existing galleries and other existing uses to stay on the site, both through the construction period and thereafter • Retention of the Santa Monica Museum of Art (SMMoA) as a vital community asset and focal point • Integration with Expo, with station platforms on both sides and entrances on both ends of the platforms • Shared parking that would free up the Bergamot Station property for use as more open space • Consideration of the protected, almost hidden atmosphere that promotes a sense of "discovery' for the galleries, which they have described as part of their success • Consideration of the need to create an enduring revenue stream to support the arts as well as transit. • A hotel on the site, preferably a boutique hotel 5 • Interesting, unique "non- chain" retail options • Bicycle and pedestrian paths for safety and more comfortable passage Focus Groups, Interviews and Commission Input The workshop was followed up by a series of numerous small group and individual meetings to solicit detailed input and provide an opportunity for discussion. The outreach included: • Twenty -five one -on -one interviews with Bergamot businesses and key stakeholders • Multiple focus groups with local gallery owners • A focus group with regional art organizations /developers and entrepreneurs • Meetings with residents and business leaders, and a discussion with the Arts Commission Particular attention was paid to learning about the issues and concerns of the gallery owners, who described their business environment at Bergamot as a "fragile ecosystem." These meetings generated a significant volume of input and comments that framed the initial thinking and options created. Meeting summaries have been prepared to memorialize this outreach and are included in Attachment A. Initial Options From the extensive input described above, a range of conceptual site options was prepared that illustrated different approaches to providing the desired programmatic elements. Some of the baseline components contained in every option were: • Retention of many existing buildings • Maintenance or direct replacement of existing square footage of art space • Improvements to open space and site amenities • Upgrades and renovations to all retained buildings • Parking provided for existing and new uses • Access to /from Expo and other points of entry • Fire and life safety access criteria A The three options explored with the community were (see illustrations in Attachment B): • Option A: Assumed a relatively low level of investment and change, retaining most existing buildings with some new additional structures; • Option B: A concept promoting incremental change through long -term sub- leasing on a smaller scale to enable individual investment and site infill or recycling over time; • Option C: Retention of the buildings on the east side of the property, with a higher level of investment on the west side that would replace existing structures; • Option Zero: Additionally, for the purpose of comparison, this "no build alternative" explored the consequences of making no changes beyond the loss of the Track 16 building. For each concept, staff evaluated the quality of open space, opportunities for additional arts uses (including performance and event space) and connectivity with the surrounding neighborhood and planned Expo platform access. The concepts also assumed maintaining lease rates that can sustain arts- related businesses, such as galleries, which are viewed as integral to the character of Bergamot Station. Workshop #2: December 7, 2011 A second citywide workshop was held on December 7, 2011, at Lincoln Middle School with about 60 participants, including many gallery owners. The three concept options (plus Option Zero) were presented and then discussed in smaller groups. Participants expressed a broad range of opinions. Most of the small discussion groups were favorable to the idea of constructing additional services on -site, such as a hotel and restaurant /bar(s) and cafes. Most gallery owners, concerned about preserving their businesses through prolonged construction associated with Expo and future improvements to the art center campus, expressed interest in Option A, which would maintain more of the original buildings and call for less new development. Others expressed the viewpoint that the City should utilize this public asset for additional uses that provide services and open space for the 7 community at large while maintaining Bergamot's character and expanding visual and performance art opportunities. Overall, a few themes began to emerge: • There continues to be strong community support for the LUCE /Creative Capital vision of utilizing this valuable City -owned asset as an art center, including performance art, and gathering place for the community based on arts and culture. Support for maintaining the Santa Monica Museum of Art at this location is strong. • More services and activities to enliven the future transit use and stretch Bergamot's hours of operation are generally desired, with particular agreement on public- serving uses at ground level, including galleries, restaurant/bar /cafe uses and a hotel (with access from 26th Street). • More comfortable and usable open space, with flexibility for large events, is a high priority. This space should be designed to maintain "nooks and crannies" to continue the character of Bergamot. • Current businesses should be able to remain in place, both during and after construction; and careful attention must be paid to allowing this to happen in a sensitive way. Coordination with the Expo Construction Authority and its contractors is very important. To this end, the City facilitated a meeting between the Bergamot Station businesses and Expo in January to form a direct line of communication. • Increased revenue from the site will be needed to fulfill community goals for a thriving art center and meet the property's requirement to generate funds for the Big Blue Bus. Preferred Alternative Building upon the emerging themes, city staff and the consultant team drafted a conceptual program visualizing an art center that preserves most of the existing buildings and extends the unique character of Bergamot while also addressing the new realities of the transit site. The conceptual analysis is not meant to dictate the future site development, but rather to give staff an idea of how the mixture of uses, site objectives and desired economic performance could work, given the overarching LUCE and Council objectives. This "Preferred Alternative," which could be developed in phases, E was analyzed for feasibility in two ways — ability to physically locate all the elements on the site as well as economic performance potential. The concept proposal provides the existing gallery businesses the ability to remain on the site by preserving all of the remaining buildings except Building G, the westernmost building on the site, which is currently mostly vacant. The conceptual program also includes: • About 167,500 square feet (total) for uses including existing galleries and new buildings. • A mid - priced, boutique hotel, analyzed based on 88 rooms, on the westernmost part of the site, accessed from 26th Street, with ground floor restaurant and bar uses and possibly a meeting venue. A signature building for a museum (possibly SMMoA�� \ i or other) in the center of the site, with access to the Expo poabout as stories aproposed d 20,000 square feet, possibly with -- / ° shared theatre space and 451 creative office uses on a third floor. This building would also include a cafe that opens out to a new plaza and a museum gift store. ♦ �r�ovw.ao „nams • A shared parking structure with approximately 400 spaces, located within a portion of the dashed area, to provide parking shared by Bergamot and the City Yards, pending the emergence of a recommendation from the City Yards Master Plan process. • Upgraded open space with amenities, particularly near the Expo station where the City has invested in side platforms to better access the station. Areas around M the existing buildings and remaining surface parking would be repaired to resolve drainage issues, repaved and restriped. • Additional restrooms that comply with ADA requirements would be provided to serve all buildings on the site. Renovations to existing buildings that are needed to extend their life, such as insulation, roof repair, HVAC or other maintenance. • Potential Phase 2 creative office building with publicly accessible ground -floor uses and a total of 25- 35,000 square -feet. Parking for this use would be built in the parking structure in Phase I, and could be utilized for shared off -site purposes until such time as it is needed to serve the new building. Approach to Parking in the Preferred Alternative Under the Preferred Alternative, approximately 120 existing surface parking spaces currently at Bergamot Station would remain when Phase 1 is completed, and 50 would remain after the Phase 2 creative office building is constructed. However, the overall amount of parking would increase because of new parking created for the hotel and new shared parking that would be constructed. A new parking structure is envisioned to be shared between Bergamot and the City Yards. The hotel concept envisions that the hotel would provide its own parking in a small subterranean structure accessed from 26th Street. The provisional parking rate of 0.8 spaces per guest room would result in 70 parking spaces. This is 20 percent below current Code (one space per hotel room, plus additional for ancillary uses) but is considered appropriate for a hotel located adjacent to transit based on case studies and utilization information from the consultant's research. Parking for ancillary uses such as the restaurant/bar, which would include outdoor dining oriented toward a public plaza, would be provided in the proposed shared parking structure. The preferred alternative identifies construction of a new approximately 400 -space at- grade shared parking structure in the southeast part of the site which is easily accessible to Michigan Avenue. A dashed line on the concept plan identifies a range of potential parking structure locations. With a minimum width of 120 feet to achieve 10 efficient circulation, the structure would require less than half the width of the dashed area shown. The structure is envisioned to serve the arts center and the City Yards employees and vehicles, which could efficiently share parking due to different peak periods of demand. The number of spaces and precise location of the parking structure need to be explored further as the planning and design process continues. Importantly, this would need to be coordinated with the City Yards Master Plan which is underway. Given the extent of fill underneath the City Yards property, new building sites are limited and this location may be needed for other uses. However, together the two teams would continue to explore efficiencies and opportunities for shared parking including the potential for refined footprints, underground parking, or incorporating one or more levels of office space or other activity for City Yards or Bergamot use into the structure. Expo Light Rail will increase the variety of choices for getting around, including bicycle and pedestrian improvements and enhanced bus access to the Expo station. However, vehicle trips would still need to be accommodated and in particular the provision and management of parking must meet Bergamot Station's future needs. Kodama Planning Consultants, the project's parking specialists, analyzed area parking utilization and parking demand at comparable transit - oriented areas to inform the proposed parking recommendation. Based on preliminary analysis, an overall rate of one parking space per 500 square feet of building space is recommended. No additional parking for Expo riders is anticipated, as both the City and Expo have agreed that the Bergamot Expo station will not be a park- and -ride stop and the parking will be managed accordingly. Bicycle Facilities and Key Connections The Expo Regional Bikeway will run parallel to the light rail tracks on the north side of Bergamot Arts Center. The City has been working with the Expo Construction Authority to create a pedestrian and bicycle crossing into Bergamot Arts Center just east of the Station platform. The preferred concept builds upon this crossing with a bicycle facility to be located adjacent to Building B, convenient to the Expo platform and plaza interface with the Art Center. The Bergamot Area Plan will include more detailed proposals for bicycle facilities, consistent with the recently- adopted Bicycle Action Plan 11 and the LUCE. Potential improvements will also be explored to improve pedestrian and bike connections eastward to Stewart Avenue. Concept Check -In with the Beroamot Communit Staff shared the highlights of the proposed concept with the community of gallery owners and other tenants at Bergamot Station at a meeting held on February 2, 2012. While many continue to express concerns regarding the Expo construction period and timing, feedback on the City's efforts to envision a creative arts future for Bergamot Station and the overall proposed land uses and design principles was generally positive. Economic Feasibility and Performance The community desire for retention of existing buildings, continued provision of lower - cost space that is affordable to non - profit and cultural uses, enhancements to existing infrastructure and creation of open space opportunities on the site competes with the goal of supporting Big Blue Bus operations through revenues generated by the site. In May 2010, Council directed staff to explore additional revenue streams for the Big Blue Bus from its various properties, including Bergamot Station. Bergamot Art Center currently generates over $600,000 annually in ground rent for the Big Blue Bus. Strategic Economics, the City's economic consultant for the Bergamot Plan, evaluated the preferred alternative and concluded that while the proposed program would generate more total revenue to the City than it currently receives from ground rent alone (primarily due to the addition of Transient Occupancy Tax (TOT) from a new hotel and additional sales tax and business tax from the additional gallery, restaurant and creative workspace), the forecast ground rent to the Big Blue Bus falls below current receipts. Once a master lessee /developer has been selected, there are several factors that could, be modified to maintain the intent of the preferred concept while enhancing the financial return to the Big Blue Bus. For example, the amount of on -site parking could be reduced, the number of new hotel rooms could be increased, or the creative office space could be enlarged. The inclusion of a hotel was found to be a major contributor to economic feasibility from the perspective of ground lease and tax revenue, and the 12 proposed restaurant/bar and cafe uses also increased the economic performance, while adding a nighttime element to the existing mix of uses. As the preferred concept is further developed and enhanced, it is critical that the community's vision for the site be carried forward. Staff recommends that the preferred alternative serve as a guidepost for soliciting proposals from development partners and ultimately for considering proposed development of the site. A development team will be expected to use their experience, creativity, and resources to create a project that balances the goals for preservation, cultural enhancement, infrastructure improvements, open space, and station access with the City's financial goals for the Big Blue Bus. RFQ: Project Objectives In preparing a Request for Qualifications (RFQ) to secure a master lessee /development team to implement the City's vision for the site, staff recommends that the Council adopt fundamental project objectives for development of the site. The recommended objectives are: • Maximize the preservation of existing buildings, with renovations necessary to extend their useful life. • Maintain or increase the amount of arts- related space that is affordable to non- profit and arts organizations. • Identify a location within the plan that could accommodate a museum. • Upgrade open space, infrastructure, and other amenities to support access to the light rail station as well as improve the environment and functionality of the site. • Bring additional uses which support the site as a cultural destination, including supporting evening and weekend activity, as well as supporting the City's revenue goals for the site. • For new development, create ground -floor spaces which enliven the area and support the cultural focus of the site. • Provide shared -use parking necessary to support activities at the site. • Increase ground rents to the City in order to support the operations of the Big Blue Bus. 13 RFQ: Team Qualifications The RFQ process is intended to identify master lessee /development teams that are capable of implementing the City's vision for the site. Prospective development teams will be expected to have demonstrated the ability to undertake similar complex, mixed - use, transit - oriented development involving extensive public participating and public - private partnership. Staff recommends that the RFQ identify the following criteria for consideration of prospective development teams: • Demonstrated relevant experience in adaptive reuse of older structures and high - quality infill construction. • Demonstrated experience in developing transit - oriented mixed -use projects that include arts- related uses, retail, restaurant, hotel and creative office uses. • Demonstrated experience in assembling development teams with experience in design, construction, market analysis, business recruitment and marketing. • Experience in managing, leasing, programming, and promoting an arts center that has local, regional, national and international appeal. • Inclusion of a strong, creative architect on the team to demonstrate an innovative approach that can balance iconic new development with sensitive preservation of some existing buildings. • Demonstrated ability to secure funding for the similar development. • Excellent references regarding development experience. • Demonstrated record of success in implementing sustainable development and building practices. • Demonstrated success with similar public - private partnerships. • Demonstrated commitment to community participation. These development team qualifications are intended to help ensure that the subtleties of the Art Center's character are captured and enhanced. An interdepartmental team would evaluate the submitted qualifications and recommend a master lessee /development team to Council. Depending on the qualifications of the teams who 14 respond to the RFQ, proposals may be requested from a short list of proponents, subject to Council approval. In recommending a team, staff would request that Council authorize an Exclusive Negotiating Agreement with the selected development team. During the term of the Exclusive Negotiating Agreement, staff would work closely with the selected development team to negotiate a Development Agreement and lease for the site that ensures that the City's goals and vision are achieved. Community participation would be an integral element of further development of the project. If Council authorizes issuance of the RFQ, staff would issue the RFQ in April, with the goal of returning to Council with recommendations regarding a team or a short list of teams in the summer. The goal is to select a development team who can work with the consultant team preparing the Bergamot Mixed -Use Creative District Master Plan, so that each effort can inform the other. Alternatives The City Council may wish to consider providing staff with additional direction for the preparation of the RFQ, including: 1. Modifying the concept's desired mix of uses and building area. 2. Modifying the concept's proposed provision of open space, parking, landscape features or other program elements. 3. Establishing different project objectives or development team qualifications from inclusion in the Request for Proposals. Environmental Analysis Issuance of a Request for Qualifications is not subject to the California Environmental Quality Act; however, consideration of development on the site will be subject to future environmental review. 15 Financial Impacts & Budget Actions There are no financial impacts associated with the RFQ process. Consulting services associated with the RFQ /RFP process are included in the budget previously approved by Council on January 24, 2012. Prepared by: Elizabeth Bar-El, AICP, Senior Planner Jennifer Taylor, Economic Development Administrator Jessica Cusick, Cultural Affairs Manager Approved: rector Housing & Approved: Approved: Karen Ginsbe , Director Community & Cultural Se Forwarded to Council: T'-'Y_x David Martin, Director Rod Gould Planning & Community Development City Manager Attachments: A. Public Involvement: Workshop and Meeting Summaries B. Concept Options A, B & C presented at the July 7, 2011 workshop 16 The Bergamot Area Plan Workshop #3: Bergamot Art Center Lincoln Middle School Cafeteria Wednesday, Dec. 7, 2011 6:30PM - 9:00 PM Special ioint meeting of the Planning Commission and Arts Commission Attending Commissioners: Planning Commission: Jennifer` Kennedy, Richard McKinnon, Gerda Newbold, Jason Parry, Jim Ries, and Ted Winterer Arts Commission: Michael Robert Myers, Walter John Meyer, Edward Edwards, Ed Horowitz, Linda Jassim, lao Katagiri, Rachel Lachowicz, George Minardos, and Romy Ann Phillips This workshop brought together more than 60 area residents and community stakeholders to focus on the development of a concept for the future of the Bergamot Arts Center property. The presentation introduced alternatives aimed at developing a long -term economically and culturally sustainable concept to preserve current gallery and art uses and add new ones. Some of the goals are to provide security and compatible amenities for Bergamot businesses, integrate the planned Exposition Light Rail station, create accessible and enjoyable open spaces and pathways, and provide supporting infrastructure. In light of the removal of one existing structure adjacent to the new station, some changes are inevitable at Bergamot Station. The City, through this process, has demonstrated its commitment to work with all local businesses in an effort to provide as much certainty as possible to current Art Center tenants over the upcoming period Input at this workshop focused on: 1) preferred concepts for the Art Center by understanding their likes /dislikes of various conceptual ideas; 2) opinions concerning compatible uses able to enhance the Art Center; and 3) preferences for open space and connections upon consideration of five Art Center Alternatives demonstrating various conceptual ideas. The Art Center is the focus of the Bergamot Transit Village and Mixed Use Creative area. 1 QUICK FACTS ABOUT THE BERGAMOT STATION ART CENTER: • Total Area = 7.4 Acres 5.6 acres City -owned & 1.8 acres privately - owned • Southern California's largest art gallery complex and the center of Santa Monica's creative base • 35 fine art galleries, 7 creative businesses, 2 nonprofits & Santa Monica Museum of Art • Tens of thousands of annual visitors • Preparing for the EXPOSITION LIGHT RAIL STATION! Following is a synopsis of the workshop's presentation and a summary of participants' ideas collected from small group discussions. To download the entire staff presentation, click HERE. PRESENTATION The presentation began with a brief overview of the Bergamot Area Plan, which will provide guidance for the Bergamot Transit Village, the Mixed -Use Creative District and the Bergamot Art Center. The goal of the Area Plan is to transform the former industrial area into a vibrant, mixed -use and transit - oriented neighborhood village that includes housing, local- serving uses, and creative arts/ entertainment with 17 hour / 7 days a week activity. The new neighborhood will also introduce creative, cultural spaces that ensure the survival and perseverance of the arts in Santa Monica. Goals for this area are based on LUCE and Creative Capital Plan policies to nurture a cultural center for the City and encourage the development of the creative economy. Santa Monica has one of the highest concentrations of creative individuals in the US in terms of both residents and employment with almost 2 in 5 businesses in the creative sector, providing opportunities for growth within the City's employment and economic base. Bergamot Station is seen as an anchor for Santa Monica's creative and cultural base and as a treasured community asset that provides access to multiple levels of art for people of all ages. In the future with the transit station, Bergamot will increasingly be a place for communal gathering and celebration, a regional and international destination. For more information about the Bergamot Area Plan, please visit www.bergamotl2lan.net. In every alternative, the main goal was is to preserve and enhance Bergamot as a center for art and culture. Additional goals of the Art Center planning effort include: • Keeping existing businesses by = — properly maintaining the fragile ecosystem of the Art Center; • Updating Bergamot with extended hours and complementary, public - oriented uses /local jobs; u' • Maintaining Bergamot as a high quality international arts destination, from the local to global scale; • Creating a high quality, attractive transit hub that acts as a transition between places and nodes; • Finding the right balance to serve all members of the community; and • Ensuring that the Art Center remains a place that contributes to the City's cultural and economic vitality and sustainability. The alternatives were presented in this workshop and participants were asked: 1) their preferred conceptual ideas; 2) their opinions concerning compatible uses able to enhance the Art Center; and 3) their preferences for open space and connections. 3 Development Concepts for Sustainable Art Center The presentation of Art Center concepts walked participants through an overview of the Art Center's existing conditions, the physical changes that would result from the arrival of the Expo, and the economic factors relevant to the project. The audience then viewed five Art Center concepts: Option Zero: Existing Option Zero represents the "no build" alternative. Option Zero 1) illustrates the highest form of preservation in which the addition of the Expo Station, construction of the enhanced platform area, and loss of Track 16 are the only changes taking place; and 2) does not incorporate increased programming, expand uses, enhanced public spaces, or new amenities. Option Zero does not propose to replace Track 16, nor does it propose to add new art uses. Based on this no- action scenario, the conditions represented by Option Zero would ultimately preserve the status quo; need to be subsidized, thereby weakening the Art Center's economic sustainability; and limit the SCENARIOS REFLECT THESE COMMUNITY DESIRES: • NM.1. pv eema5 Cceststeni • up6t."0.nta�vnagt o..bp ,to mn „Y Sp M • Alt."mmPP`menlaryteez • Poptera ecstwg buAfa9s Pat ¢maSi RPWinOmp,ov0 ga¢.vPo spx¢s • Asst.t saou� r.moaa n!��mornn • suann �o,onno g�n�,xbo 71'r- s C r E i �I E � I development of new streetscape, open space, and improvements to accessibility. Option A: Existing, with enhancements Option A represents the vision of the Art Center as "existing, with enhancements and retains the character of the center while adding limited new arts - related uses. Option A involves preserving the current layout of the Art Center while enhancing the center's circulation and existing buildings. These changes include transforming existing vehicular circulation into pedestrian- oriented routes, managing parking on -site with additional off -site parking, and replacing three 1 -story buildings with 2- to 3 -story buildings designated for museum, art, retail, dining and Ell , I� l Y,w creative office uses. Furthermore, two zones, the western "more public" zone and the eastern "less public" zone, would cater to the center's multiple uses in which the "more public" zone would include the expanded museum and restaurants and the "less public" zone would include galleries and workspaces. Option B: Long -term stability & organic change through small business investment Option B envisions gradual change occuring over time and represents a condition in which "long -term stability and organic change through small business investment" is exemplified. Option B divides the parcel into smaller parcels with ground leases that can be developed individually and customized organically by arts business over time. In this scenario, in order for Option B to succeed, the Art Center would require long -term leases, strategic phasing, a w s S 11 i ' I common parking solution, and circulation and architectural standards guiding development. A possible parking solution, shown in the potential site layout, involves a multi -story parking structure whose bulk would be minimized with ground -floor retail on all sides. Option C: Conserved eastern portion and new western portion with significant open /art space and a new shared street Option C involves organizing the Art Center into two portions, the western end and the eastern end. The western end would use underground parking and be comprised of new 2- to 4 -story buildings (i.e. restaurants, hotels, offices) facing 26th Street and the station. The eastern end would use surface parking and be comprised of existing arts uses (i.e. galleries). In organizing the Art Center into two portions, Option C works to maintain and enhance a sanctuary of existing arts buildings while allowing new development to occur closer to the station. 0 rte, `¢''"� 'U In addition to organizing the Art Center into two portions, the features of Option C include a configuration organized around open space that links the Expo station to the existing museum, a signature open space /plaza, and a new street at the southern 5 edge of the site that both provides shared access for vehicles and pedestrians and links Michigan to 261' Street. Option D: Ambitious redevelopment with iconic buildings linked by a pedestrian spine — NOT PURSUED Option D represents an ambitious redevelopment with iconic buildings linked by a pedestrian spine. This option includes a new pedestrian spine that connects across the site and beyond; one building retained with other art uses being relocated to new buildings, underground parking was provided; and there existed potential access for pedestrians /bicyclists and vehicle circulation. Although Option D meets the goal of the Art Center planning effort to create a high quality u attractive transit hub and incorporates stakeholder input to provide better parking options /management and bicyclist /pedestrian connections through the site and from Expo, it was not pursued and is primarily offered as a comparison to the conceptual ideas found in other alternatives. Evaluation of Alternatives Based on Selected Criteria 0 s NEW EVALUATION SUMMARY Least 0 Better Best OPTION OPTION OPTION OPTION A B C D ART SPACE SQUARE FOOTAGE PUBLIC OPEN SPACE CONSERVATION OF EXISTING BUILDINGS PARKING ACCESS TO EXISTING BUILDINGS PROJECT �y 0 FEASIBILITY REVENUE 0 Each alternative was evaluated for its ability (least, better, best) to perform based on certain criteria as listed in the chart above, which compares all four of the alternatives. Explanation of Criteria Art Space Square Footage: The quantity of square footage allocated to art spaces. From an analysis of 'Art Space Square Footage', Options A, B, C, and D all ranked 'Best' in their ability to meet this condition. Public Open Space: The quantity of, level of quality found in, and accessibility provided to public open space. From an analysis of 'Public Open Space', Options A and C ranked 'Best' in their ability to meet this condition followed by Options B and D. Conservation of Existing Buildings: The level of preservation of existing buildings. From an analysis of 'Conservation of Existing Buildings', Options A, B, and C ranked the highest with 'Better' in their ability to meet this condition. None of the alternatives ranked 'Best' and Option D ranked the lowest with 'Least'. Parking Access to Existing Buildings: The degree to which existing buildings remain accessible with adjacent surface parking. From an analysis of 'Parking Access to Existing Buildings', Options A ranked the highest with 'Best' in its ability to meet this condition. Options B and C ranked 'Better' and Option D ranked the lowest with 'Least'. Project Feasibility: The feasibility of each alternative in terms of construction feasibility and long -term economic sustainability. From an analysis of 'Project Feasibility', Option C ranked the highest with 'Best' in its ability to meet this condition. Options B ranked 'Better' and Options A and D ranked the lowest with 'Least'. Revenue: The potential of each alternative to generate ground lease revenue for the Big Blue Bus. From an analysis of 'Revenue', Options C and D ranked the highest with 'Best' in their ability to meet this condition followed by Options A and B with 'Least'. None of the alternatives ranked 'Better'. 7 The Bergamot Area Plan Workshop #3: Bergamot Art Center Group Feedback Summary Following participants groups at participants opinions ar alternatives the presentation, workshop broke into small discussion 9 tables. The small group were invited to share their d preferences of the Art Center PCD staff and consultants facilitated the 45 minute session and comments were captured by a dedicated recorder. Participants were encouraged to write or draw their opinions and preferences directly on a 36" X 60" sheet showing separate base maps of Options A, B, and C for the study area. The following prompts and questions were posed to participants and are recorded in the following pages and summaries. GENERAL • Do any of the options stand out as the "best" and why? • What are the most positive features of the three plans? • What features do you see that you don't like? ARTS • Does the option provide well for existing art uses such as galleries and the museum? • Think about the proposed new buildings and open spaces in each option. Do they provide the right kind of spaces? • Should arts venues be very visible, less visible, or a range of both? ECONOMIC SUSTAINABILITY • How do the options do in terms of providing economic activity and supporting arts and cultural activity for the community? • What types of revenue generating uses are appropriate? Hotel, Creative Offices, Restaurants, Cafes, Bars, Other ffi___ ACCESSIBILITY Bergamot Art Center Workshop Community Summary December 7, 2011 • What kind of open space /circulation is needed for Expo users? For Art Center users? • How should car parking be handled? On -site, off -site or some combination? • Should a significant part of the central open space continue to be primarily used for surface parking? Groups were asked to choose a consensus option as a base to work from or, if no consensus were reached, to indicate on the flipcharts the group's preference by percentage. On the maps provided, group members were then asked to adjust their preferred base map with elements from other options or their own ideas to create a plan that the group would recommend. Photos were provided to be cut out and taped /pasted onto the base map page for the group to use if desired to illustrate concepts. Group Feedback The following summaries for each table outline the Options preferred along with specific comments from individual participants. TABLE 1 SUMMARY ' Group Consensus on Art Center Options • Option Zero would limit displacement of galleries Option A considered for its continuity of existing buildings and program and for its total preservation of eastern portion of site / . Options B and C drew some concern due to desire to be sensitive to existing gallery tenants Arts • Art Center: fragile ecosystem of tenants & spaces •' ,fE� . Track 16 is an important component of the Art „ .;.F ., .. • _ Center that offers unique events /programs • If new buildings are created, they should be unique ,- . & match architectural character • Existing buildings need renovation Economic Sustainability • Need to understand who pays for Art Center y' improvements i Efforts should be made to help galleries stay during construction, otherwise will not return Page 2 Bergamot Art Center Workshop Community Summary December 7. 2011 • Galleries cannot survive on 2nd floor • Desire for /pursuit of more revenue could change the fragile dynamic of the Art Center • Caliber of galleries must be maintained Accessibility and Parking • Surface parking lot precludes better open space and access • Parking is a big concern as the traffic surrounding the Art Center can be unbearable at certain times /day — consider underground parking at Papermate site & off -site parking at City Yards, • The greater the intensity, the greater the need for efficient parking strategies /management • Implement proper bike /ped facilities (bike center, bike racks, bike sharing) • Consider circulation network that includes way - finding, best alleviates traffic, improves bike /ped access, and protects public safety • Designate Michigan as a 'greenway' BMAMOT ARE A PLAN ANT CENTER C.OMMONnY WORKSHOP 121711 P. Page 3 n tr t�•vs a e v b'4"rvE41's"F+?b+>w ASS 9>tittD iw�+T! �y^� �aaR- 0ka'r/ Bergamot Art Center Workshop Community Summary Decemher 7. 7n11 TABLE 2 SUMMARY Group Consensus on Art Center Options o Liked conservation of Option A with Option C's parking and plaza with bars /restaurants • Unsure if Option B could be implemented • Option A preferred 3 to 1 to Option Zero (one 1 participant wanted to add a hotel to Option Zero) Arts • Split opinion on future location of Santa Monica Museum — some voted for Bergamot, others for Bergamot Transit Village • Desire to relocate Track 16 to the eastern side of campus — Track 16 is on the "edge of programming" • Noted that floor levels above 1 -story would have to be oriented strategically to reduce views of dump Economic Sustainability • Discussion that the arts at Bergamot already generate revenue for the City, and therefore the Big Blue Bus Accessibility and Parking • Bergamot Needs shared parking solution • How would Expo drop -off work? • Security needed at night • Consider "Art Park" (Potential uses: bar /cafes) 11 CnNrrPi'R rnnircoxI Page 4 Bergamot Art Center Workshop Community Summary December 7. 2011 TABLE 3 SUMMARY Accessibility • Concerned about hotel traffic )I i Page 5 s 1tlxS�4,.�1' u04"a ti Aim f ',41,a, M�2 :Y4w ,lc•,r �o-It- a. ' X5WCi4...!' %,Id b „Ja+. pek..�, � t✓ si .0 be.,.uir +� a,t,t Bergamot Art Center Workshop Community Summary December 7. 2011 TABLE 4 SUMMARY Group Consensus on Art Center Options • Group consensus was Option A with modifications: concentrate development in tall (15+ story) hotel designed by a "starchitect" with underground parking to generate revenue, • House museum, retail, cafe, and newsstand • Retain greatest amount of authentic buildings; • Connect to park; and be a gateway to Santa Monica • Something should be done — don't "do nothing" • Art Center should maximize one site /parcel • Option B is interesting but problematic as it is unpredictable — "wild, wild west" o Open space in Option B is too closed off • As drawn, Option C is too monotonous & looks like Papermate o Liked plaza in Option C — good Economic Sustainability • Staging & phasing will be key to protecting existing businesses • Note office use is not a 24/7 use • Two things that could kill Bergamot — massing construction /displacement of business and "fakeness" of new construction • Additional uses: cafe, newsstand Accessibility and Parking • Additional foot and transit traffic is a benefit for museum, which is happy to be the "turnstile" of the Art Center • Consider underground parking • Use "Ferry Building" (San Francisco) style Page 6 Bergamot Art Center Workshop Community Summary December 7, 2011 TABLE 5 SUMMARY Group Consensus on Art Center Options • Under Option A, group recommended having Building A be the museum /anchor and Building D be the hotel • Liked open space access of Option C • Liked the 'organic development' of Option B, however it lacks a unified focus as parcel breaks lot into 'little closets" • Group was okay with developing between Building B and 26th Street as long as everything else remained the same Arts • Bergamot works because it has authenticity and is an "oasis of art' — provide physical protections • Big development in Option C would not allow galleries to survive in new buildings — galleries would only survive in the existing buildings Economic Sustainability • Why does Bergamot need to be a revenue generator? How much revenue does Bergamot need to generate? What is the level of sustainability? • Hotel is a good opportunity for revenue, entertainment, and insulating the station from the rest of Bergamot — consider building the hotel over the train station • Would like more nightlife uses Accessibility and Parking • Consider off -site parking adjacent location • Parking needs to be affordable, controlled, restricted (limit of 2 hours ?), and take artists into consideration • Consider keeping existing surface parking — the priority is to conserve the community and protect the fragile ecosystem of the Art Center and the existing parking lot, when active, provides a "campus feel' and unique experience Page 7 ffi- �fty� F•v,es��'.a r , z.z HF kbFf- ,r, ij"4✓nJ 114 yi, it t Fpfr. . Bergamot Art Center Workshop Community Summary December 7, 2011 TABLE 6 SUMMARY Group Consensus on Art Center Options • Option C is good because it preserves a slice of Bergamot — liked ped- oriented new street & idea of plaza lined with restaurants because it creates a destination • There is support for taller buildings — buildings need to be "authentic buildings" that are great architecturally, sustainable (LEED), & match Bergamot's style • Option C preferred 6 to 1 • Option B is "disgusting" as it bulldozes the lot • Option D is too far out Arts • Everyone wants the museum —the museum should be at the station as shown in Option A • Need for theater /performance space & open space Economic Sustainability • Group had concerns regarding displacement of existing businesses during construction and in general • SBA financing questions in Option B • Liked hotel, retail, office, nightlife (bars & restaurants) uses Accessibility and Parking • Will need additional. short & long -term parking — support for underground parking at City Yard • Maximize access to Bergamot via bus, auto, rail & bike — needs to be bike friendly & have BBB shuttles, make 26th Street a two -way street, and link to Stewart Imo: g .tp�h,� m4tr)'e1c�s �'s�7a +,rEF P • ,ARi`. Li`�F,a�:3 { �z.R Bergamot Art Center Workshop Community Summary December 7. 2011 TABLE 7 SUMMARY Group Consensus on Art Center Options • Group was divided between Options B and C o Liked open space of Option C & organic /incremental idea of Option B • Liked Option C with possible live /work housing as revenue generator + ground floor art uses • Also liked Option A with new buildings being parcelized (slow B) as it would protect existing feel & reduce the number of parking spaces Arts • Protect existing feel /character of Bergamot Economic Sustainability • 4 votes against a hotel, 1 vote for a hotel, and 1 vote undecided Accessibility and Parking • 4 votes to reduce parking & 2 votes to increase parking • Consider parking underground with landscaping on site • Consider bike access, center, and facilities M,7 Bergamot Art Center Workshop Community Summary December 7. 2011 TABLE 8 SUMMARY Group Consensus on Art Center Options • Liked intermingling of old /new reflected in Option A — however, needs more open space • About half of participants liked Option C with addition of plaza, corner building, and access road • About half preferred Option Zero with improvements: needs parking solution, replace Building E with studio, live /work, and restaurants • Option B does not keep the character of Bergamot — keep some existing, incremental change and removal of surface is not fully supported, move parking structure elsewhere, skeptical about individual leases Arts • Keep character of Bergamot — new areas need to include elements of the past Economic Sustainability • Group would like more detailed revenue information regarding feasibility • Consider generating revenue with neighboring developments • Group was indifferent about hotel -- consider mixed- hotel with some on -site and some off -site Accessibility and Parking • Consider underground parking • Add incubator spaces -L CE IMA CO.4.MNNIN WUW. I W) 11 LI :f Page 10 Bergamot Art Center Workshop Community Summary December 7. 2011 TABLE 9 SUMMARY Group Consensus on Art Center Options • Restaurants could be located on second floor of any option. • Liked meandering path and preservation of historic building in Option A, disliked underuse of space • Option Zero should be considered — Bergamot is very organic, "you can't put things down on top of it" • Options B would be difficult to achieve because of costly upgrades /development by individuals • Option B lacks event space. • Option C: disliked demolishing buildings, straight - line pedestrian pathway, buildings as monolithic blocks, lack of cohesion with urban fabric, decreased parking, and absence of character. • A larger "central" building could be accommodated in any option Arts • Desire to keep a lot of the existing gallery spaces • Consider library, children's theater, restaurants over galleries, filling in vacant space with something large Accessibility and Parking • Parking needs to be addressed, hotel included — consider underground parking and off -site parking at City Yard • Disliked vehicular road of Option C, should be pedestrian- oriented space • Liked Option C's access to existing and new buildings • Can Papermate do more to activate Olympic? • Option A contains too much surface parking and is underused Page 11 Bergamot Area Plan Neighborhood Meeting Summary Form This meeting was held to get feedback from regional arts organizations and artist housing entrepreneurs on their perception of Bergamot Art Center, and how they had successfully created and maintained art centers across Southern California. Discussion focused primarily on the impact that Bergamot Station made on the regional LA arts scene in the early 1990's and on the evolving image of Bergamot Station over time. The following summarizes the general opinions expressed: • Bergamot Station is still a regional cultural asset, but may have peaked or plateaued; it could benefit from a revitalized approach. • Bergamot Station has changed its nature and is no longer launching new assets. • Turnover of galleries may be a concern, particularly if it is the stronger galleries, but some change may be positive and refresh the vibe at Bergamot. • Bergamot primarily appeals to more wealthy patrons because most of the artwork is quite expensive; as a City asset, it may be advantageous in the future to consider providing space for options that are affordable to a wider segment of the art - buying community. • There is a perception among artists that Bergamot's rents are too expensive, giving it a reputation of exclusivity. For younger artists in particular, who need cheaper space, this may put them off considering locating at Bergamot Station. • Most of the galleries at Bergamot have not adjusted to the changes in the art world. • Culver City has replaced Bergamot as LA's cultural center (one advantage is that some gallery owners have able to buy their spaces in Culver City which is preferred). During the course of the discussion, participants also suggested ideas for a future vision for Bergamot Art Center, and ways that Bergamot could evolve to cater to a more diverse cross - section of the local and regional economv: • Fuse audiences: take advantage of philanthropic groups who want a home base in a creative area like Bergamot • Consider developing mixed -use and additional programs to cater to wider audiences • Add more events to Bergamot during the evening • Need to connect to the academic community to connect with the MFA's — rethinking the way in which the academic community can give new artists opportunities. • Create a dynamic atmosphere to capture the ever - existing energy • Keep the Museum and change up everything else • Two issues: economics and cultural relevance — One of the tricks to remedy this is to attach economic engines to the area that would allow revenues to stay in the area. Mix in commercial, residential, and educational components with things for artists. Have a mechanism for change and keeping things current. Be more forward thinking... Do residential things that are tied into commercial endeavors to help subsidize the artists... • Change at Bergamot is going to be a positive thing regardless. • The more things that you have to look at, people will stop and look. • Let Bergamot serve as an anchor to a transit village and mixed -use creative district • Bergamot has to have more reasons for people to go there, like a plaza, park, path, etc. • Public space is critical (QUALITY public space) • Bergamot needs to have good food. There is a sense that it is a "food desert" • Consider adding bookstores or a library. • Bergamot needs pedestrian friendly infrastructure • Keep flexibility • Provide some opportunities for organic growth along with the planned development. Don't overplan and remove the spontaneity that once made Bergamot Station so successful. • Always be artist centric — it ensures creativity and generates sustained energy. • The area needs multi -use and should get all the parts of the creative communities together. City Staff described the ongoing outreach process and encouraged participants to attend a future workshop on the Bergamot Art Center (early December) Bergamot Area Plan Neighborhood Meeting Summary Form This meeting was held to get feedback from local west Los Angeles artists on their perception of Bergamot Art Center. The following summarizes the general opinions expressed: Perception of Bergamot today • Bergamot Station is unique because it serves as a "campus" for art galleries. The campus -like setting provides a sense of place, and should be enhanced. • One of the assets of Bergamot is that it is an open forum and serves a number of functions from art galleries, to charity events to concerts, etc. • The parking lot is not very beautiful, but it works both for parking and for large gathering events. Could be enhanced with landscaping and more diverse materials other than asphalt. • Bergamot is a place where you can interact with a diverse group of people. This makes it different than other places in Santa Monica. Bergamot's Challenges • Bergamot is not available to local artists. Would like to see the City sponsor an initiative that brings local artists into the area. • Facilities are sub standard o No air conditioning in the summer o No heat in winter • Lacks the ability to adequately accommodate large numbers of people. Need to think about ways to make it more attractive and increase the infrastructure in the area. • There is a lack of space for performing arts /artists. As part of the mixed -used creative space, there should be space dedicated for performing artists. • Lack of branding /recognition for the area. • Need to keep the funky feel because it brings the arts to the area. Bergamot's Opportunities • Consider adding theater /performance space to enhance Santa Monica's position as a regional theatre destination. • Consider adding new cafes and restaurants to provide more options for visitor and tenants. • Artists require lower rents to stay in the area. Look into affordable housing and business ownership opportunities for artists. • Consider building a large parking structure that can accommodate parking needs for businesses and for events. Not for Expo. Patrons and employees cannot find parking when there is an event being held at "The Station ". Concerns that there will be Park n' Ride use... • Enhance accessibility to Bergamot from the neighborhoods and from the commercial boulevards. • Improve the existing parking lot with landscaping and various gathering places. • Keep the soul of the area, but make changes that benefit the area. • Consider linking school programming to Bergamot, and use it as a campus for creative education. • Create spaces large enough to live and create (live /work spaces are typically too small) Invitations to Bergamot tenants to attend future workshops on the Bergamot Art Center. Bergamot Area Plan Neighborhood Meeting Summary Form What are the success factors attributable to the Bergamot Station? Comments: • Sense of discovery • "Funkiness" • Industrial character • Flexible space • Diversity of galleries • Quality art* • Parking* • Museum* • A sense of the community • A sense of serving the community at large • Authenticity • Accessibility to art • Unintimidating • Arts and culture create vibrancy • Ability to accommodate a variety of events • Hundreds of thousands of visitors What does Bergamot need going into the future? Comments: • Parking* • Better PR to community* • Timeline for decisions* • Maintenance and improvements • The museum needs a plan* • The museum needs a home of 22,000 sf or 12,000 x 2 sf • Stable rents • Client access • Signage • Truck access • Capacity to use big flexible space • Civic events What are the most pressing issues with the planning process? Comments: • Preserving parking for daily businesses • Impact from Expo construction • Request to set up meeting with Expo • Fear of Expo's impact on art spaces • Delivery accommodations • Security • Uncertainty about future • Branding & marketing What questions do current tenants have? Comments /questions: • Want to talk to Expo about exact location of station and whether it will have side platforms, etc. [The City is supporting side platforms.] • Will the driveway on 26`" St. be preserved? [Yes, the City is working with Expo on this.] • How will Bergamot be secured? [The current plan shows fences.] • How late will trains run? [2:00 am] • Can Bergamot use Agensys parking? [Yes, on nights and weekends: 220 spaces] • Will there be commuter parking? [This will be coordinated on district -wide basis. The City will explore many solutions to parking.] • What hours will Expo construction take place? [8:00 am —7:00 pm daily] • Why does Expo not need to supply parking? • Can the owners buy Bergamot? Answers in brackets [] were provided by staff at the meeting. *Comments that were emphasized or that came up repeatedl Invitations to Bergamot tenants to attend Expo meetings for answers to construction questions. Invitations to joint meeting with Planning and Arts commissions, and possible additional meeting with this group and Consultant Tom Nordvke. Bergamot Area Plan Neighborhood Meeting Summary Form This meeting was held to get feedback from tenants at Bergamot Station on staff's integration of their key issues into the development of conceptual alternatives for the Art Center. Discussion centered on participants' thoughts about preserving what they described as the "fragile ecosystem' of Bergamot Art Center. Building on input generated at an earlier meeting, participants confirmed and provided specificity on the following important factors for the long -term success and vitality of the Art Center: • Provide new amenities and needed improvements — bathrooms, building repair • Retain and improve flexible gathering spaces — landscaping, special event spaces • Consider special access and loading - deliveries • Study separation vs. integration — transit customer vs. art -buyer "regulars." How to design for both • Operational /business viability— lease opportunities • Maintain regional relevance — marketing and identity • Develop opportunities to share spaces and other resources • Manage parking situation • Ensure that any new uses are publicly oriented During the course of the discussion, participants provided valuable comments that described the complexity of maintaining the balance of Bergamot, as well as its "spirit." Participants stated the following specific to impending changes resulting from Expo construction, which will involve removal of the Track 16 building, and other potential construction: • Concern that galleries cannot survive construction (hotel, underground parking) o Difficult to maintain critical mass during construction activities Bars, restaurants, performance spaces, possibly a hotel are uses that could be compatible with existing businesses. But other uses, like creative office do no provide the "public" element that makes the Bergamot community whole. 2nd floor ok for these uses, along.with SMMoA. 2nd Floor galleries are more vulnerable than ground floor. LA is a ground -floor gallery scene, (different from examples such as New York and San Francisco). However, some thought if there were good access to upper level (e.g. signage, elevator) and a large outdoor open space to accommodate the monthly Center events and vibe, it could work. • Phasing is an important element in planning for the Art Center. Consider milestones that trigger new development instead of wholesale redevelopment of Bergamot all at once.. Art Center result of an organic evolution, important to keep. • Think outside of the parcel boundaries: look at expanding the Art Center to accommodate new adjacent properties. • Long term leases are desired • More parking is critical— already at capacity • Some creative ideas re. shuffling uses/ tenants. T- Building only has one gallery tenant. Potential to relocate and reuse/ redevelop site for museum. Or move Track 16 to this site. • It might be a good idea for businesses at Bergamot Station to form some sort of tenants association to consolidate the community of gallery owners, the museum and others. Gallery owners discussed some things that could help them survive the construction and retain their businesses, and would maintain the spirit of Bergamot in the long term. These included: • Provide long -term leases (10 year minimum) o Could the City be the landlord? • Consider tax incentives like a tax -free zone • Retention should be on -site; Temporary relocation would be difficult; it costs about $100,000 to move into a new location; work with Expo contractors on a schedule that meets their needs • Maintaining the museum at the Art Center is critical. • Replace Track 16, which provides a key function (events, etc.). • Maintain "free" access to Bergamot (galleries, museum) • If introducing new uses/ businesses, ensure that they're public oriented an help draw members of the public to the Center • Potential for the creation of a tenants association? To help organize Center events, marketing, etc. Staff and guest Steve Sedlic from the Small Business Development Center gave brief presentation on business assistance and resources available to the Arts Center businesses — including free business counseling, access to SBA loans and financing, long -term business planning and "what if' scenarios; Buy Local SM to help them promote their businesses during EXPO construction; Be Excited, Be Prepared and the SM Alliance. City to work with Expo CA to set up a meeting for them to provide more detailed construction information directly to Bergamot tenants. Participants encouraged to attend the December 7 '" i e�.��v. a -_. � , A., ,n �.A -, r,.,;� i��. -�,. � ° -. E .,: @. a^ a caa ........... Option A Concept Diagram �. VISION Existing, with enhancements STRATEGIES Arts: Combination of retained and new art spaces. Economic Sustainability for Arts: �k f � � 1�1.. O I Yom➢ � j Some new two- to three -story buildings to help generate revenue. Retail, dining and creative office uses. Q Accessibility: Some existing j 1 circulation made pedestrian .i oriented. Parking managed on -site, with additional off -site parking. Z 4 R °- j M Concept Diagram Long -term stability and organic change through small business investment STRATEGIES Arts: Property divided into smaller ground lease spaces that can be customized by art businesses. Economic Sustainability for Arts: Long -term ground leases. Phasing is critical. Accessibility: Requires common parking solution. Open space, circulation and architectural standards would guide development. i; 30 0 0 e °(E) VISION Conserved eastern portion and new western portion with significant open /art space and new shared street STRATEGIES Arts: Maintain and enhance a sanctuary ? of existing arts buildings while allowing i i ' new development closer to station. Economic Sustainability for Arts: New revenue- generating uses (restaurants /bars, hotel, creative offices) help sustain arts uses. Accessibility: A new street provides access for vehicles and pedestrians. Signature open space at station. Parking provided underground.