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Proposing New Projects and Plans for the Arts in Scottsdale

"The scope of the Scottsdale Cultural Council's mission extends well beyond any single building or any particular event. Serving an enthusiastic and appreciative community, the Cultural Council embraces the challenge to assess community needs, invite community dialogue and plan for future opportunities."

--   Excerpt from the Scottsdale Cultural Council's Strategic Plan,

adopted November 25, 2003

How does the Scottsdale Cultural Council and the larger Scottsdale community "plan for future arts and cultural opportunities?" The following policy describes the process.

The Cultural Council has designated its Cultural Management Services Committee the facilitator of the process and acts as a screening committee for new ideas and projects. Whether the idea, concept, proposal or initiative comes from inside the Cultural Council organization or from the community at large (individuals, organizations or companies), those interested in advancing the consideration of a particular idea, and want either the Cultural Council's or City of Scottsdale's involvement, are encouraged to first invest the time and effort to answer the following questions - and then bring the results of that labor to the Cultural Management Services Committee's on-going exploration and discussion.

The Cultural Council encourages proposers to first prepare a one or two page abstract describing the project including what might be expected of the Cultural Council. Proposers should also include short bios of the key people involved with the project. If the Committee wants to pursue the project with the proposer, a pre-application discussion with the Cultural Management Services Committee may be set up, and proposers should prepare answers to the following questions.

Please note several of the following questions ask you to articulate the concept from a variety of different perspectives - so please DO take the time to respond to these questions creatively and with your most compelling vision of the opportunity.

•  Describe the function and value of this new concept and why it will be a valuable addition to Scottsdale arts and cultural scene.

•  One of Scottsdale 's most cherished goals is to promote cultural diversity and dialogue among the populations it serves. First, write an explanation about the significance of this particular goal to the genesis of your concept. Second, describe who you envision this concept will ultimately serve. This should be a detailed discussion of prospective involvement by specific population segments. Audiences must certainly include residents of the City of Scottsdale (as well as address segments of that population) - and may also involve citizens of the greater community, winter visitors and tourists.

•  In a one-page spread-sheet, please demonstrate the business model of this concept. Please indicate sources and amounts of earned and contributed revenue including funds from special events, endowments and from any envisioned public support. For expenses, please delineate start-up expenses, capital needs and operating costs including program, staff and administration. It is understood that this is an exercise and is not to be taken as either a full-fledged business plan or as anyone's commitment to perform to these standards.

•  Please explain how the proposed concept either complements or competes with existing programs, organizations or services.

Note that our goal is to neither discourage nor encourage competition - the purpose of this question is to foster candor and productive and informed discussion. Please be sure to reference the Scottsdale Cultural Council's November 25, 2003 -adopted Strategic Plan in this evaluation.

•  Scottsdale is a dynamic and thriving community which must also address issues, challenges and needs beyond the realm of arts and culture. Does your project serve a broader agenda then arts and culture? Please identify and discuss how this concept might help serve one or more important and significant issues the City of Scottsdale is facing.

•  Please describe the process that this concept has gone through to date, including any public presentations, committee meetings, important decisions, involvement of other stakeholders, research and evaluation and numbers of participants. (We're looking to understand who has been involved and what momentum already exists for your concept.)

•  Please provide an outline the proposed timeline for moving the concept forward and how you intend to organize around this schedule: What major questions still need to be answered and what process would you propose to find those answers? Who (or what authority) should be expected to ultimately make significant decisions to advance or ultimately approve this concept and when do you propose that decision is made?

•  Please indicate any known areas of major expense involved with the consideration of this concept (whether the amounts for that expense are known or not), such as: consultants, architects, equipment, professional services, etc.

•  What revenue and/or expenses (both direct and in-direct) should be expected to be associated with this concept's advancement and evaluation? Ideally, what would be the source of this revenue? What is the likelihood that any amount invested in the exploration and advancement of this concept can be repaid?

•  What are your interests, if any, in the involvement of the Scottsdale Cultural Council? Describe the extent to which the consideration process should or should not be expected to impact the staff and/or resources of the Scottsdale Cultural Council and its operating divisions.

•  What is the reason that this concept uniquely belongs in Scottsdale (as opposed to any other city in the Phoenix metropolitan area)? Please employ quantitative data in this response in addition to articulating your best "sales case" for why this concept deserves time and attention at this point in time.

•  Who is involved in the creation of this concept? Who would be involved in its advancement? Please provide brief biographies/introductions of each person.

Internal Evaluation of New Opportunities, Projects and Programs

How does the project relate to the Cultural Council mission?

Are internal resources required for the project, and how are these resources to be utilized? What is the expected duration of the project and the impact on the Cultural Council's staff and resources?

Are there new resources available for the project? And, if so, from what source? How will these resources be secured?

What amount of investment will be required and what return on investment should be expected to pay that investment back?

Would either the exploration of the project or its ultimate realization "cannibalize" the market? To what extent does the project or opportunity compete with or complement the current or future plans of the Cultural Council's operating divisions?

What is the possibility that a new project might be able to financially self-sustain itself?

Does the project fulfill an unserved need?

Is the timetable realistic for the proposed project?

Are there collaborations with other organizations on the proposed project?

Are there other questions raised by the submittal that have not been answered?

What is the project's likeliness of success?