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.
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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.
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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
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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
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• 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
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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
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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.
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• 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
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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
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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
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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.
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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
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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.
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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
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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.
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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:
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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
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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
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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.
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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
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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
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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
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Bergamot Art Center Workshop Community Summary
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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)
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Page 4
Bergamot Art Center Workshop Community Summary
December 7. 2011
TABLE 3 SUMMARY
Accessibility
• Concerned about hotel traffic
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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
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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
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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
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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 '"
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Option A
Concept Diagram
�.
VISION
Existing, with enhancements
STRATEGIES
Arts: Combination of retained and
new art spaces.
Economic Sustainability for Arts:
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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
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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.