Executive Summary

We invite the members of the Board of Education of the Borough of Madison to accept the following proposal by the Madison Arts and Culture Alliance, Inc. (MACA) to acquire the Green Village Road School property for use as an arts and culture education center.

MACA is a nonprofit organization that is qualified to purchase the property for a nominal sum for such a purpose under N.J.S.A. 18A:20-9. We ask you to review our membership, qualifications, accomplishments and plans, to question us about them, and to satisfy yourselves that our proposal preserves what is best about GVR and promises something even better: a community asset that will be a permanent resource for students of the Madison school district and for the lifelong learner. We further ask that you accept our offer of commitment to assist you in making Madison the type of school district your recently adopted strategic plan envisions. As set forth in detail below, we can and intend to deliver a project that is, as your RFP requires, "in accordance with the best interests of the Board."

While we fully understand that Board statements, information, or documents external to the RFP package cannot alter or enlarge upon its contents or requirements, in an effort to responsively address the referenced "best interests" standard, we have considered whether our proposal is consonant with and advances the Board's inherent and publicly espoused interests. We believe that it does.

1. From your statement "Update on Green Village Road School (GVR)," dated June 12, 2007, we know of your preference to see the property continue to be used as an educational facility and your interest in seeing whether any qualified nonprofit organizations could do so. As you will see below, MACA is a qualified nonprofit which proposes to use it as an educational facility focused on the arts and culture.

2. From your Board Resolution authorizing the RFP, dated October 16, 2007, we know of your agreement with the terms and conditions of the RFP and intent to apply the requirements of N.J.S.A. 18A:20-9, among other statutes and options mentioned. As set forth below, MACA is a qualifying nonprofit entity, it is offering to pay a nominal purchase price, and it a proposing a qualifying use.

3. From your press release dated October 16, 2007, we know of your intent to evaluate proposals [and bids] in "financial and non-financial terms," specifically whether the proposal advances the educational mission of the Madison School District, and also whether it advances the financial standing of the District and its ability to carry out its goals and objectives. MACA intends to succeed on both counts.

Regarding the educational mission, we are familiar with your 2007 Strategic Plan's Mission Statement, "The Madison School District will inspire and challenge all students to be life-long learners, empowered with the knowledge, skills and character to shape their futures, realize their dreams, and contribute positively to the world." As set forth below, MACA is prepared to share and support that mission and the plan's stated core values by offering the time, talents and energies of our community of Madison's arts and culture organizations. Through a proposed alliance with the District, MACA can offer educators and students alike a place of inspiration and creativity where outstanding theater, dance, music and visual arts are the norm and where the significant cultural heritage of Madison is preserved and enhanced. Regarding whether this proposal advances the financial standing of the District, we accept that we are unable to offer more than a nominal purchase price for the GVR property without violating the statutory premise of the RFP, however, our proposal presents opportunities for significant financial benefits to the District in the form of programs, facilities and resources. Further, accepting this proposal and selling the property to MACA for a nominal price under the RFP would allow the District to leverage this Public asset to the perpetual benefit of the students of Madison.

PROPOSER QUALIFICATIONS

1. Full Name of Proposer:

The Madison Arts and Culture Alliance, Inc.

2. Proposer Contact Information:

PO Box 1295
33 Green Village Rd.
Madison, NJ 07940
973.514.1787 x11
973.514.2060
info@madisonartsnj.org
www.madisonartsnj.org

3. Complete List of Proposer's Current Officers and Directors:

Board of Trustees

Executive Committee
President-- John Pietrowski, Artistic Director, Playwrights Theatre of New Jersey
Vice President-- Deborah Farrar Starker, Vice President for Programs, Morris Museum, former Director Museum of Early Trades and Crafts
Vice President-- Jerry Vezza, Jazz Musician, piano teacher
Vice President-- Don Jay Smith, Board Chairman, Carolyn Dorfman Dance Company; Marketing Consultant, New Jersey Jazz Society "Jazzfest"
Vice President-- Rebecca Fields, Arts Advocate, former Deputy Attorney General, Stateof New Jersey Department of Law and Public Safety
Secretary-- Ellwood Kerkeslager, Arts Advocate, former Mayor of Madison
Treasurer-- Jerry Stevenson, Madison Downtown Development Commission, Arts Advocate

Trustees
Nancy Adamczyk, Director, Madison Public Library
Amy Becker, Advertising Copywriter, Photographer
Sue Kelly, Enrichment Program Director, Madison Area YMCA
Dan LaPenta, Professor, Theatre Arts Department, Drew University
Anne Matlack, Organist/Choir Director, Grace Episcopal Church, Madison; Artistic Director, Harmonium Choral Society
Judy Mullins, Restaurant Owner, Madison Arts and Tourism Advocate, and Madison Chamber of Commerce
David Niu, Owner, Shanghai Jazz
Dorothy Pietrowski, Madison Historical Society
Dan Seidel, Madison Historical Society
Sarah Webster, former President, Adult School of the Chathams, Madison, and Florham Park, Arts Advocate
Stephen Wells, Writer/Producer/Journalist

4. Description of Proposer's Organization

The Madison Arts and Culture Alliance is a 501(c)(3) nonprofit organization dedicated to the support and promotion of the rich and diverse historic, artistic, cultural, and educational assets of the Madison community. Through collaborative efforts between members from nonprofit organizations (representing the historic, artistic, cultural and educational communities), individual artists, local businesses, and concerned individuals, MACA's mission is to support the creative and intellectual lives of all our area's citizens, and to encourage every resident to experience and deepen their creativity, love of learning, and understanding of history-- pursuits which form the foundation of a vibrant and healthy community. Intrinsic to this is a strong and diverse local economy. MACA recognizes the important role history, arts and cultural activities play in economic development, and, in collaboration with organizations and individuals in the Madison business and government community, MACA strives to have Madison become, in the near term, a renowned destination and center for cultural dynamism. We propose to achieve this by:

• Encouraging the widest possible participation in the arts by individuals, groups, communities, and the area as a whole, including collaborations with the Madison Board of Education, to provide high-quality community-based arts and cultural programming.
• Encouraging the highest possible quality in professional and amateur arts and culture activities within and outside the area.
• Listening to the expressed wishes of the community in matters of arts and culture development and, whenever possible, to respond.
• Developing and reinforcing the social and economic case for the benefits of a healthy and expanding arts and culture sector.

The formation of MACA arose from the recognition that, all things considered, the Madison area has one of the richest historic, artistic, and intellectual communities in the region. The home of three well-respected institutions of higher learning, renowned in and of themselves for their cultural offerings, Madison is also the location of two professional theatre companies designated by The New Jersey State Council on the Arts, Department of State as Major Arts Institutions-- entities which NJSCA considers anchor cultural organizations (only five theatres in the state were designated as such). The Madison Historical Society is highly respected for its preservation efforts, and the Museum of Early Trades and Crafts has garnered national recognition for its work. Shanghai Jazz, a for-profit business, has been designated as one of the 100 best jazz clubs in the world. And Jazzfest, presented in Madison by the New Jersey Jazz Society, draws artists and audiences from all over the globe. The Harmonium Choral Society, led by Madison resident Anne Matlack, is noted for its choral virtuosity. The Madison Public Library holds one of the largest and most diverse collections in the area and provides year-round quality educational programming for pre-school through senior citizen; and the Adult School of the Chathams, Madison, and Florham Park, one of the oldest continuing education programs in the country, has been serving the area for over three-quarters of a century. Along with this, the Madison Public Schools consistently score amongst the best in a highly-competitive county, with well-organized parent groups who successfully provide additional resources to the schools for educational and cultural programs and services.

MACA began in 2004 around a table in the local diner, the Nautilus, when a concerned citizen sat down with the Supervisor of Visual and Performing Arts of the Madison School district to discuss ways in which the rich culture of Madison could be harnessed for citizens and students alike. Unlike many cultural alliances, for which education is sometimes an afterthought, MACA had an educator at its genesis and has continued to keep education at the core of its efforts.

The organization has grown from this simple beginning to gain 501(c)(3) status in October 2006 and a membership of nearly 50 organizations, businesses and individuals. Members include representatives from all three colleges and universities, leaders of historical and artistic organizations, business leaders, local government, individual artists and concerned individuals. The board of MACA maintains this diversity and unique mix of stakeholders outlined in the mission. True to its origins, the MACA Roundtable continues to meet weekly at the Nautilus.

Organizational Members of the Madison Arts and Culture Alliance

Historical Organizations: Madison Historical Society, Museum of Early Trades and Crafts

Educational Institutions: Madison Public Schools, Madison Music Association, Drew University (including the Dorothy Young Center for the Arts), Fairleigh Dickinson University, College of St. Elizabeth, Madison Academy for Lifelong Learning, The Adult School of the Chathams, Madison, and Florham Park, RoseNet Community Network Project

Cultural Institutions: Madison Public Library, Madison Area YMCA

Theatres: Playwrights Theatre of New Jersey, Shakespeare Theatre of New Jersey, Twelve Miles West Theatre Company

Music: Harmonium Choral Society, Colonial Symphony, Baroque Orchestra of New Jersey, New Jersey Jazz Society "Jazzfest," Shanghai Jazz, Resonance Concerts, Grace Episcopal Church, The Azure Ensemble, The New Jersey Youth Chorus

Dance: Carolyn Dorfman Dance Company

Visual Arts: Arts Adventures, Art in Progress

Businesses: Madison Downtown Development Commission, Madison Chamber of Commerce, Poor Herbie's, Rocco's Restaurant, Piccolo Cafe, L'Allegria Restaurant, Salvatore Minardi Salon, Zion

Arts Organizations: The Arts Council of the Morris Area, The New Jersey Theatre Alliance, The NJ Theatre Educators Coalition

In a brief time, MACA has done much; a key achievement is its website www.madisonartsnj.org, which is linked to those of its individual members and to RoseNet. Here, MACA has created a consolidated cultural calendar for Madison, where all MACA members can list their events. Here, local residents and people from out of town can find out "what's going on" in Madison. Events can be searched by date, type, organization, with a special search function for family-friendly offerings. Some of the other recent achievements of MACA as facilitator, collaborator and organizer follow:

1. MACA contacts were responsible for bringing the Chamber Music Society of Lincoln Center to the Dorothy Young Center at Drew University for their series of regular concerts and their programs with the students of Madison.
2. Two of MACA's earliest members, John Leister and Jerry Vezza began the "The Arts Matter" benefit concert, creating an event that would celebrate the arts, showcase the talent of our teachers, raise funds for school musical instruments and art equipment and raise the community's awareness of the importance of art and music in a child's education. With MACA's help, Drew University became involved, hosting the concert for three consecutive years now at the concert hall at the Dorothy Young Center. Since it's inception this event has raised well over ten thousand dollars and has brought in over a dozen donated instruments.
3. MACA contacts were responsible for the New Jersey Jazz Society's Jazzfest presentation of a free concert for Madison by the Preservation Hall Jazz Band.
4. In association with the Madison Chamber of Commerce, MACA has assisted in bringing the Black Mariah Film Festival to Madison for three straight years.
5. MACA contacts brought New Jersey Jazz Society's Generations of Jazz ensemble led by Rio Clemente to the Madison Historical Society's Annual Dinner.
6. For Madison's annual Christmas Walk, MACA sponsored various instrumental and vocal music performances in venues across the downtown area.
7. MACA was a key component in the Jazz Concert that raised $90,000 towards the fund to assist Jerry Vezza in his battle against cancer.

Additional projects in the works are a re-visioning of the annual Art Show with the Chamber of Commerce, a summer music series with the Downtown Development Commission, and collaboration between Playwrights Theatre, Drew University and Habitat for Humanity on a cultural and educational program/benefit for the victims of Hurricane Katrina in New Orleans.

MACA Official Documents: Organization By-Laws, Mission Statement, Certificate of Incorporation, and 501(c)(3) Determination Papers are attached as Exhibit B.

5. Proposer's Intended Use for the GVR Property and Ability to Secure All Necessary Approvals

The Madison Center for Arts and Education

Objectives

In the current Green Village Road School, which already houses three respected arts and education organizations with a long history of providing services to Madison, MACA proposes to create the Madison Center for Arts and Education (MCAE). Unlike typical performing arts centers, which primarily "book in" outside events and activities, MCAE would become a home for the staff of the premiere arts and education entities in the Madison area, providing performance/ exhibition venues, classroom and meeting space, as well as an opportunity to share administrative functions, equipment, and space in a way that is designed to minimize administrative costs for each organization, thus freeing up precious resources for programmatic efforts. By concentrating these organizations in a place easily recognizable and accessible to the general public, the MCAE will create a marketing synergy that allows individual groups' limited marketing funds to stretch beyond their accustomed reach. MCAE will become a destination point not only for those who live in Madison, keeping entertainment dollars in town, but will also attract an outside audience, bringing additional dollars into the local economy. In addition, this concentration of arts and education groups would provide the Madison School District with a unique opportunity to coordinate community-based arts education objectives in one place. This presents the possibility of an all-encompassing multi-curricular arts program which would strategically supplement and complement existing in-school programs, and create the possibility of further expansions into areas not currently offered, including extensive volunteer/ internship opportunities outlined in the Madison School District's Strategic Plan.

Proposed Re-development of the Site

The proposed use of the site as presented in the headings immediately following are working under the assumption that the MCAE will be operating in the current building as it exists at present. This is Phase One of the use plan, and presents a fully-functioning operation with a positive cash flow. In Section 6 below, we have outlined a Phase Two plan for the redevelopment of the Green Village Road School site in an alliance between MACA and the Madison Affordable Housing Corporation, with a philanthropic assist from a development team at RexCorp. Along with its other components, Phase Two proposes a building with the same functional square footage as the current GVR School, where the objectives of the building would remain the same. Hence, the programming plans discussed immediately below would function similarly, if not better, in the new building. We have included a preliminary drawing as part of this package (Exhibit G). While we had envisioned a Phase Two reconfiguration of the building in our earlier planning, this proposed alliance is a relatively recent development. By providing an additional public benefit (mixed public and private housing) and a stream of income to MACA, we believe we can make an additional advantageous use of the property to support its primary use (the MCAE) and have additional positive outcomes for the various stakeholders in the community.

Keeping in mind the pace of site re-development, upon taking title, our intent is to operate and maintain the current building at a profit, performing the necessary maintenance with capital improvements matched to the anticipated time the building would remain in service. Our Phase One operating plan includes a functional budget with a surplus (Section 6), and a portion of the budget will be committed to maintenance and improvement.

Tenant Arrangements

In our specific discussions with local arts and education entities, we have determined that there are three desired types of use of the MCAE:

1. Permanent residency in the space, utilizing office space, classroom space, exhibitions space and/or performance space. In addition to the organizations currently occupying the building, many arts and education groups in and around Madison do not have a permanent home-- they are being operated out of home offices and basements. This lack of an administrative identity inhibits desired growth, when all they would require is a desk in a larger office suite, where basic office needs could be shared. Many struggle to locate performance and exhibition space, and are thus prevented from entering into the requisite strategic and long-range planning activities funders expect; it is an uphill battle keeping patrons informed of different presentation sites. The lack of classroom space prevents these organizations from obtaining a solid source of earned income in the offering of classes to the community. These obstacles would be alleviated in the MCAE plan. There are also some well-established and solid organizations that are about to lose their current homes, and whose presence in the MCAE building would bring a great deal of prestige to Madison. Specifically, these are the Arts Council of the Morris Area and The New Jersey Theatre Alliance; both are losing their space when the Dodge Foundation moves to its new building. The Twelve Miles West Theatre Company, currently without a space, and co-producing with Playwrights Theatre this year, has also expressed an interest in working in the space.
2. Usage for organizations that have permanent homes, but do not have sufficient space where they can present/exhibit, hold meetings or classes. These include, but are not limited to, the Madison Historical Society (which also needs archive space), The Museum of Early Trades and Crafts, The Madison Chamber of Commerce, Drew and Fairleigh Dickinson Universities. The Adult School of the Chathams, Madison, and Florham Park, a current resident of the building, is especially short of daytime classroom space; there would be great financial benefit if they could expand into more classrooms at MCAE. This is also true for Playwrights Theatre, which has been collaborating with the Adult School on many daytime classes.
3. Activities that do not currently exist in town, or that do exist, but could be enhanced if the proper resources existed, and would be greatly welcomed if they were available. Three examples of these are:
   
   1. Activities for the aging population of Madison-- seniors would benefit greatly from arts and education activities and events concentrated in this one area, from the possibility of multi-generational programming in cooperation with youth classes already functioning in the building, and from space where they could socialize across generations;
   2. A dance space with daytime devoted to the students of the Madison School District, creating the possibility of an expanded dance program, an expressed desire of some parents;
      
   3. A cabaret space that could be employed by the youngsters of Madison for performances/exhibitions of all types, to be used in conjunction with organizations like MAASA and Madison School District-based groups.

Use Configurations

Given the needs expressed above, we have created a space use plan that, in its first phase, will require little reorganization of the existing building. As need increases, additional expansions and reconfigurations would occur, but current needs can be met in what presently exists.

Performance and Performance Support Space. The current theatre, assembled and maintained by Playwrights Theatre, would remain in use and available to permanent and occasional tenants. In addition, the old kindergarten room would be turned into a cabaret space, for use by the community for performances and exhibitions. Since the use of this latter space would be occasional, it could also operate in the daytime as a meeting or gathering space. Plans include the creation of an outside deck that could be enjoyed by the general public in good weather.

The basement area formerly occupied by the District's Science Warehouse would be turned into dressing room and "green room" space. The current division of the space requires almost no alteration, and the existence of a bathroom and shower area conforms with performer union rules.

In addition, the old kitchen area at the main entrance would serve as the Box Office space for all events in the building.

Exhibition Space. Two main spaces are planned, one for the Madison Historical Society to expand its exhibitions and create installations (two ideas include a reproduction of a grading room from a commercial rose green house in Madison and a replication of a room from the Dodge era, with historical artifacts from the time) and another, across from the theatre space, for general use. Both spaces would double as a lobby during shows and as a meeting/classroom space at other times. The small courtyard in the center of the building would also be used as a "sculpture garden" and meeting space in nice weather. The first floor hallway would also be used for exhibitions. MACA would curate shows in these spaces, which would include exhibitions of local artists, including those from the schools in the district.

Dance Studio. One of the larger classrooms in the upstairs of the old building would be turned into a dance space with a sprung wood floor and mirrors with barres. We anticipate that this would be in constant use, but it could also double as a rehearsal room or another type of physical activity room, such as for yoga or pilates. This space would be available to the Madison Board of Education as a space for an expanded dance program.

Classroom Space. In moving some of the present occupants out of the "old building" and into the office space currently occupied by District's Special Services Department, additional classroom space on the second floor would be opened for use. This permits three dedicated classrooms on the second floor of the old building and one on the first floor. One classroom would be set up as a computer lab (configured to allow other classroom uses), the existence of RoseNet fiber optic line provides the building very high-speed Internet access. In addition, all classrooms would be fitted with the high-speed access, allowing highly flexible use, including use as conference rooms and multimedia lecture spaces.

Rainbow Montessori has indicated an interest in remaining in the building. Their classroom use is primarily daytime, and we anticipate utilizing the additional classroom space at other times, especially for children's classes. Playwrights Theatre already shares two rooms with Montessori when it has class overflow (in exchange for the school's use of the theatre for special activities), so this would not be a new arrangement for Rainbow.

Office Space. MCAE would move the bulk of the office space to the area currently occupied by Madison BOE Special Services. Occupants would share central office activities like fax machines, copiers and postage meters, with the possibility of a joint office manager performing routine office tasks. Office space would be maintained in the former principal's office, where the day-to-day administrative functions of the building would be situated.

Other Uses. MCAE would seek arrangements with the recreation organizations using the lower fields to provide them with a field house to store their equipment in the lower storage area adjacent to the Special Services offices. This has outdoor access and would be ideal for their use, thus providing a link between the activities of the building and the programs on the field.

MCAE would also seek arrangements with the Madison Board of Education to present activities on the fields when they are not in use by the recreation organizations. The slope of the land would be a natural place to show family movies and present musical events in the temperate months, and since there are almost no residential conflicts in the area, light and noise issues would be minimized. A temporary staging area can be erected with almost no impact on the fields, thus allowing both the recreation and entertainment activities to coexist with no conflict.

The Arts Corridor and the Arts District

As part of a larger regional planning process, municipalities from Newark to Morristown are part of a natural "Arts and Culture Corridor." Spanning the NJ Transit Morris and Essex line, these municipalities have a large number of arts and culture organizations in their midst, and together they are developing a regional marketing plan linking economic development to tourism, with the arts and culture a major component of the plan.

Madison is at the heart of this regional district. It not only has the highest density of quality cultural organizations, attractions, and activities in the corridor, it also contains the variety and diversity of the kinds of businesses that complement cultural activities and serve an out-of-town visitor or tourist well. With its diverse population capable of supporting a whole range of employment and service activities, Madison is poised to receive a large portion of the benefits bestowed upon a healthy travel and tourism economy.

Within Madison there is a budding arts and culture district. Starting with the Library and the YMCA, moving past the train station, the Hartley Dodge Memorial, the Museum or Early Trades and Crafts, Shanghai Jazz, Madison's Historical District and ending at the Shakespeare Theatre and the Dorothy Young Center, there is, within a short walking district, an area where arts and culture already flourish. The MCAE has the potential to become the center of the Arts District in the heart of the Arts Corridor, a place from which the creative energies of Madison can generate for the borough and the region.

Table 1
Schedule of Proposed Participants

The following table lists the organizations that have indicated interest in becoming part of the MCAE and the manner in which they might participate. This is not a final list, nor is it all-inclusive, but it does provide an example of the potential dynamics in the building.

Direct Benefits to the Madison School District

A key component of the Madison District Strategic Plan (Exhibit A) is to "develop broader partnerships with colleges, organizations and corporations." As illustrated above, the organizations interested in participating presents the possibility of excellent program and service linkages to the MBOE, if this were desired by the District. To best facilitate this, MACA would designate a member (with Arts Education experience) to coordinate with the appropriate District representative regarding how programs for students and professional development for teachers would be designed and implemented.

In addition, MACA would work with any organization desiring permanent status in the building to provide programs and/or services to the arts education efforts of the District, subject to the approval of MACA and the MBOE. These offerings could include, but would not be limited to, in-school performances and classes, special matinees, master classes, internships and volunteer opportunities on site. All would be coordinated by the partnership to avoid chaotic and duplicative efforts. The District would also have access to the facilities for student and District use. Depending upon the extent of the programs, the value of these offerings could range between $142,500 and $220,000 annually.

More specific benefits would include:

1. The continuation by Playwrights Theatre of the Madison Young Playwrights Program/ Festival, the Poetry Out Loud Program, services to the Gifted and Talented, and other services currently provided to the district under the present arrangement. The services, as listed, are valued between $80,000 and $112,000.
2. Gallery space for ongoing public exhibitions of student and faculty work.
3. The opportunity to have daytime use of the dance space for an expanded dance program if desired.
4. Use of the cabaret space for curricular and extra-curricular events and activities, as well as scheduled use of the theatre space, if desired.
5. Use of conference room and other spaces for BOE meetings and functions.
6. Use of the outdoor performance facilities, when developed.
7. Volunteer and internship opportunities for students in arts, education, and administration. This is an area that fits neatly into the MBOE's Strategic Plan.
   

   Table 2
   Estimated Annual Dollar Value of Programs

   Organization	Program/Service Possibilities	Range- Annual Value
   Playwrights Theatre of New Jersey	Current Programming	80,000	112,000
   Adult School	Arts, education, promotional activities	5,000	10,000
   Madison Chamber of Commerce	Arts, education, promotional activities	5,000	7,500
   Harmonium Choral Society	In-school/After-school programs	5,000	10,000
   Baroque Orchestra of New Jersey	In-school/After-school programs	5,000	10,000
   Twelve Miles West Theatre Co.	In-school/After-school programs	10,000	15,500
   Livingston Orchestra	In-school/After-school programs	5,000	10,000
   Madison Historical Society	Internships/apprentiships	2,500	5,000
   Arts Council of the Morris Area	Internships/apprentiships	5,000	10,000
   New Jersey Theatre Alliance	Internships/apprentiships	5,000	10,000
   Amenities outlined in 2-7 above	As above	15,000	20,000
   Total		142,500	220,000

   Economic Benefits to the Madison Community

The Americans for the Arts Economic Prosperity Calculator provides a means to calculate the economic impact of Arts and Culture organizations on the local economy. The data used to create the calculator was taken from 91 communities across the United States that participated in economic impact studies facilitated by Americans for the Arts. The study was not limited to large urban populations; rural and suburban communities were involved as well. Similar to economic impact calculations used to determine the impact of for-profit businesses on a region, the calculator takes into consideration the size of the area's population, the expenditures of the individual organizations, as well as their attendance numbers. The calculations include direct economic benefits (the amount of money the organization itself spends in the local economy, and the amount of money its patrons spend in the local economy when attending arts and culture events), as well as indirect benefits, such as calculating the number of times a dollar is spent before it "leaks" out of the local economy. The total economic impact of each organization (both direct and indirect), is broken down into impact on household income, local and state government revenues, and the amount of full time equivalent jobs created in the local economy by the direct and indirect spending.

For a population the size of Madison, the Americans for the Arts Study determined that for every $100,000 spent by an arts and culture organization, $69,325 makes its way into household income, $3,120 is generated for local government revenues, and 2.99 full time equivalent jobs are created.

The best way to use the numbers is to imagine what happens to the local economy if these organizations no longer existed within the economic region. In the case of the potential MCAE configuration below, nearly $5.4 million total annual revenue (including $185,000 of local government revenue) could possibly leave the economy, with the loss of the current residents of GVR accounting for nearly $2.2 million of that alone (including nearly $75,000 local government revenue).

The Economic Prosperity Calculator is used as a benchmark by The New Jersey State Council on the Arts, the New Jersey League of Municipalities, the New Jersey Division of Travel and Tourism, the New Jersey Cultural Trust, and the New Jersey Historical Society, to name a few, when they calculate the economic impact of arts and culture. In fact, the most recent economic impact figures released at the New Jersey State League of Municipalities Conference in November 2007 indicates that in New Jersey the nonprofit arts and culture industry is a "1.5 billion dollar annual industry that supports 17,000 arts-related businesses and employs or supports the employment of over 80,000 New Jerseyans. More than 50,000 professional artists call New Jersey home, and this year alone the nonprofit arts will produce over 10,000 public events and draw audiences in excess of 18,000,000 people. The patrons will spend more than twice the cost of their tickets in the local economy. The arts are good business and artists are powerful creative capital." (quote from the "Arts Smart Investment: Economic Prosperity through the Arts" monograph," copy attached as Exhibit C)

 

Table 3
Economic Impact of a Potential Tenant Configuration
(current residents in bold)

1. Entity	IRS 2006 Form 990 Expenditures (Guidestar)	Total Economic Impact	Household Income	Local Government Revenue	Full Time Equivalent Jobs
   Playwrights Theatre	995,250	1,111,300	748,854	36,282	34
   Adult School	325,765	441,815	284,734	15,394	14
   Rainbow Montessori	573,175	689,225	456,251	23,113	21
   Harmonium Choral	128,875	244,925	148,240	9,251	8
   Baroque Orchestra	35,385	151,435	83,428	6,334	5
   Twelve Miles West	273,135	389,185	248,248	13,752	12
   Livingston Orchestra	59,015	175,065	99,809	7,071	6
   Madison Historical Society	15,000	131,050	69,298	5,698	4
   Arts Council of the Morris Area	1,015,215	1,131,265	762,695	36,905	34
   New Jersey Theatre Alliance	832,480	948,530	636,014	31,203	29
   Total	4,253,295	5,413,795	3,537,571	185,003	167

What is important to note here is that some of these potential organizations primarily operate outside of Madison, representing dollars spent elsewhere. Bringing them into the MCAE brings additional dollars to the economy. This list also does not include the occasional users of the space, who would be creating new events they could not have created before. These events will generate additional positive economic impacts, bringing out more money to be spent in the community, and preventing "leakages" to other areas. Finally, in the third class of uses mentioned above (activities where none existed before) a entirely new revenue stream is created.

Intrinsic Benefits of the Arts

While we often talk about the value of the arts as economic impact or their necessity to the educational success of our students, the instrumental arguments often hide the equally important intrinsic benefits, which are difficult to describe. We are including, as part of this package, an example of someone who overcame that difficulty and has created one of the most comprehensive and powerful arguments for the intrinsic values of the arts to a community, an article entitled "Ten Lessons the Arts Teach." This was presented by Eliot Eisner, a professor at Stanford, at the Learning in the Arts: Crossing Boundaries Conference, sponsored by the Geraldine R. Dodge Foundation, the J. Paul Getty Foundation, and the John D. and Catherine T. MacArthur Foundation in January 2000 (Exhibit D). While the thrust of the discussion in the article focuses on school-age children, it is easy to imagine this line of thinking expanded to the community as a whole. It is also easy to imagine how this kind of thinking could be amplified tenfold in a community arts center devoted to arts, history and education, especially when the activities are connected to the public schools, the private schools and the local universities.

MACA's Ability to Secure Necessary Approvals

The members of the MACA and the MCAE (see Section 6) boards include individuals and organizations with in-depth knowledge and professional resources to pursue and secure the necessary approvals for the BOE subdivision and for the startup of the MCAE operation. The experience includes service on municipal land use boards as well as successful major applications before municipal land use boards.

The necessary approvals in this project fall into two Municipal Land Use categories. The first is a two lot minor subdivision (required by the BOE that the successful applicant obtain this approval). The second is a site plan and use review of the two newly created lots.

Block 3001, Lot 8 will be subdivided into Lot 8.01 (2.84+ acres, with access to Kings Road which will continue under BOE ownership) and Lot 8.02 (2.15+ acres, with access to Green Village Road) which would be owned by MACA.

There are no proposed changes in use to Lot 8.01 that have been identified by the BOE. Lot 8.02 is the property under discussion in this Proposal The various arts, culture and education uses for this property are long-standing and have been described in some detail elsewhere in this response; these existing uses are proposed to continue for the Green Village Road School property, presently in an OSGU zone. These are inherently beneficial uses for the Borough and residents of Madison, which by definition satisfy the purposes of zoning. As such, the uses proposed by MACA have a high likelihood of approval.

The later Phase Two project, the proposed project with the Madison Affordable Housing Corporation, a non-profit corporation, would support the MCAE mission and operations via ground lease rents and the provision of another municipally sanctioned use for the public good, in compliance with COAH and compatible with the zone criteria.

6. Description of Proposer's Ability to Re-Develop the Property, Including Financials

MACA is proposing a two phase re-development of the property. Phase One utilizes the building in its current configuration, positioning it for the operations proposed in Section 5 above. Phase Two is a complete redevelopment of the property in an alliance that would create a mixed-use site, where a brand new MCAE structure would coexist with development intended to financially support the MCAE and provide additional benefits to Madison: market rate and affordable housing. The parties to this alliance in the second phase would be MACA and the Madison Affordable Housing Corporation, with a philanthropic assist from a development team at RexCorp.

Plans for Phase Two are in process and highlights are laid out below. Considering that even under the best of circumstances, a complete restructuring of the site would take time, the Phase One plans immediately following outline an operational and capital improvement strategy that assumes the building remains as it exists at present. Depending on the timing of Phase Two, the Phase One plan would be altered accordingly, with deferred maintenance being performed and capital improvements matched to the anticipated time the building would remain in service.

The plans for Phase Two propose a MCAE of roughly the same functional square footage as the current Green Village Road School, so the usage envisioned in Section 5 above would remain the same, and would be improved and expanded in a building constructed to meet the stated needs.

Phase 1

Considering the current interest of potential and current tenants (both resident and occasional) in the building, with the intention to retain Rainbow Montessori as a willing tenant, and determining the usable remaining space (after Montessori) at a rental fee roughly equivalent to the Rainbow Montessori rate, we have calculated the earned income potential of the space (from basic rentals and leases) to be nearly $342,500 dollars annually in Fiscal Year 2010 (July 2009 through June 2010, the first full year of operation, assuming the building would be available early in 2009 from the BOE). This is a conservative estimate, and less than the FY 2010 numbers calculated by the Madison Board of Education in the "Green Village Road School Summary historic and Pro-forma Financial Considerations (Pro-forma Budget)" (Exhibit E) document prepared in June 2005 ($431,218, which included additional cost reimbursements which may not be possible under the proposed arrangement).

Using the same MBOE Pro-forma Budget as a basis, and adding/adjusting for areas that would need to be considered in an operation of the type we are proposing (including a full-time coordinator with benefits), we have calculated FY 2010 operating expenses to be $197,000, yielding an operational surplus of nearly $145,500 in the first full year of operation.

Table 4
Estimated Operating Budget Fiscal Year 2010

Again, using the MBOE June 2005 Pro-forma Budget, as well as the Joseph P. DeMaria "Preliminary Order of Magnitude Budget Estimate for Re-opening Green Village Rd." (Architect's Report) (Exhibit E) that was used for the "Green Village Road School Citizens Report" in June 2005, (Citizen's Report) (Exhibit E), as well as an assessment by Todd Rechler (Senior Executive VP of RexCorp and Managing Director RexCorp Construction and Development, LLC), we have generated a list of necessary improvements for the building in its current condition and configuration, keeping the Architect's Report distinctions between "Essential" and "Nonessential" improvements, but removing those improvements that were germane to a working public school, but not to the project as proposed.

The "Essential" Capital Improvements (including contingencies and architect/engineering costs) come to slightly over $500,000, and given the proposed surplus from the building operations, these improvements could be achieved in the span of four years, with work being done annually, according to the priority of the project and the projected length of time the building would remain in use. The "Nonessential" improvements, should they be necessary, could be achieved in less than an additional two years. While the former improvements are deemed "essential," it is important to note that the building has been functioning without these improvements for some time now, so a four to six year time frame (with specific projects begun in year one) is not unreasonable, assuming the use of operational surplus alone. Again, these improvements would be measured against the projected time the building would remain in service.

Table 5
Anticipated Capital Expenditures

To the degree that they become necessary, the MCAE does not intend to completely fund capital improvements with operational surpluses. Over a year ago, a committee was formed within MACA, whose sole responsibility was the planning and eventual implementation of the MCAE, should that become a reality. Headed by Todd Rechler, this group includes people who are borough residents and/or have a large stake in the daily arts, education, and cultural life of Madison. They are:

Todd Rechler (Chairman), President RexCorp Construction and Development
Ellwood Kerkeslager, MACA Secretary, former Mayor of Madison, Arts and Education Advocate
Robert Weisbuch, President, Drew University
Michael Adams, President, Fairleigh Dickinson University
David Finckel, Artistic Director, The Chamber Music Society of Lincoln Center
Wu Han, Artistic Director, The Chamber Music Society of Lincoln Center
Andy Breckman, Television Writer and Producer
Sam and Patricia Turvey, Arts and Education Advocates, Sam is the former producer of the NYC Charlie Parker Jazz Festival.

Volunteer Consultants to the Board

Richard Bryant, President and CEO Mt. Laurel Center for the Performing Arts, Bushkill PA. Richard, a Madison resident, has extensive experience in creating and expanding Arts Centers of all types, his work includes early involvement with NJPAC.
Bob Morrison, President, Music for All Foundation. Bob is a well-known national arts in education advocate and the chief administrator behind the NJ Arts Education Census Project.

Together with the MACA Executive Committee and other members of MACA's Board, this committee has created a Case Statement for support of MCAE, a draft of which is included in this packet (Exhibit F). Using the Case Statement, the committee intends to begin (as soon as feasible, based on actual ownership of the GVR property), a capital campaign that will cover the costs of the essential and nonessential improvements (as needed), the improvements necessary to create the proposed programmatic space uses (e.g., dance floor, outdoor deck, etc., within the time frame of usage in Phase 1), an endowment, and ultimately, the Second Phase re-development of the site. The Case Statement is currently being modified to reflect the objective outlined in Phase Two plans, below.

In this effort, we will be greatly assisted by the cumulative skills of all committee/ board members, particularly those of Mr. Rechler, whose development, construction and philanthropic efforts (a former Board Member of Paper Mill Playhouse, and someone who was instrumental in the continued operation of that theatre in the past two years) fit perfectly with the work at hand.

It should be noted that for MACA to gain donor commitments for Capital Funding Projects it is required that it have a "solid attachment" to the property in question, either through ownership or a long-term lease (usually 30-year minimum). While there has been interest shown by funders for this project, ownership issues preempt firm commitments (although some funds have already been raised). While that might be a deterrent under some circumstances, what is unique about this proposal is that there would be no downtime in the operation and capital efforts for the project, since earned income would provide a "jump start" while contributed income sources were solidified.

What is also unique about this project is that the anchor arts organization in the building, The Playwrights Theatre of New Jersey, has already raised funds for Capital Improvements and operation of GVR. From the fire doors constructed in the first floor "Old Building" hallway, to the electrical improvements in its offices, to the over $100,000 in improvements of the theatre space, PTNJ has an immediate and intimate connection to three key foundations making capital improvement grants in the state, The Hyde and Watson Foundation, The Union Foundation, and the E.J. Grassman Trust. Playwrights Theatre has also received two awards from the NJ Cultural Trust, the State Agency that provides capital grants (PTNJ recently received one of the highest awards granted to a New Jersey organization). The MCAE would hit the ground running with these potential funders, who would also be an asset for the plans envisioned in Phase Two.

Playwrights Theatre, as well as some of the other proposed partners, are also funded by the Kirby Foundation and the Dodge Foundation. The Kirby Foundation, whose charter allows both capital and programmatic funds, has the potential to be a key partner in the development of the project. Dillard Kirby has already toured the site and understands the intention of the partners; the status of the project is a regular topic at the annual site visits made by the Kirby Foundation to Playwrights Theatre.

The Dodge Foundation, while prohibited by its charter from making capital grants, has expressed keen interest in the innovative operations of the project (see Exhibit I) , wherein the participants would share basic administrative functions and equipment. They are eager to see these kinds of partnerships, both in the administrative and programmatic areas, and would be a likely source of funding for the collaboration.

Another key component of this proposal is the ability of the participants to work together as part of the MCAE. Collaborative work is the essence of the mission of MACA, and MACA members have already collaborated amongst themselves and with outside organizations to create events and programs. Working with the various groups that sponsor the Annual Christmas Walk, MACA added an extensive music component to the day, with singers, musicians and spoken word artists performing at a number of venues in the borough. MACA has been, and continues to be, a partner with the Chamber of Commerce and local businesses, sponsoring the Black Mariah Film Festival, and just this past fall, MACA worked with a group of local people to help present the charity concert for Jerry Vezza, which raised over $90,000. This latter achievement, a bellwether collaboration for MACA, proved our collaborations have the ability to raise funds from the community when the cause is good. In addition, the tenor and practice of collaboration already exists amongst the current tenants of the building. Playwrights Theatre, The Adult School, and Rainbow Montessori all have space and program sharing activities currently functioning. This practice has been in effect for at least a decade.

Playwrights Theatre has made a specialty of collaborative efforts both on and off site. Its premiere project, The Madison Young Playwrights Program is a twenty-two year collaboration with the Madison Board of Education. On a state-wide level, Playwrights is a partner with the New Jersey State Council on the Arts in one of the largest Arts Education Partnerships in the State, the New Jersey Writers Project, which teaches over 15,000 students annually in all 21 counties. Three years ago, Playwrights was selected by NJSCA to be the sole partner in Poetry Out Loud, a National Endowment for the Arts sponsored project that runs poetry recitation contests nationwide. They also partner with NJSCA on the Literary Artist Fellowship Program, which provides performance opportunities for recipients of Fellowships. This year, along with NJSCA, Playwrights will partner with the South Jersey Cultural Alliance and seven other arts organizations to present this project statewide.

Playwrights was also in the forefront of cosponsored theatrical productions with other New Jersey Theatres. As of this writing, there have been seven cosponsored theatrical productions with in-state organizations and two with theatres outside of New Jersey. Playwrights has also worked at the Green Village Road school co-producing numerous events for the past 15 years. These collaborations have proven programmatically, administratively, and economically viable and successful.

Phase Two Re-Development

The documents in Exhibit G outline the proposed redevelopment of the property in an alliance between MACA and the Madison Affordable Housing Corporation (MAHC), with a philanthropic assist from RexCorp. The plan envisions the construction of two buildings-- a new Madison Center for Arts and Education and a second building intended to dynamically support the MCAE while bringing additional benefits to Madison. The building would include a (60/40) mixture of market rate and affordable housing built over structured underground parking. In addition, the market rate housing on the site will be offered at an initial discount to local educators and artists, providing an opportunity for people who work in these important professions to live in Madison when they might not otherwise be able to do so.

MAHC will spearhead the construction of all of the housing. Affordable units will be built utilizing a mixture of public and private grants, as well as income derived from the market rate housing, as has been the long-term practice of the Affordable Housing Corporation. Profits from the sale of the market rate homes would be shared between MAHC and MACA, with MACA's portion applied to the construction of the MCAE. Land leases on the affordable properties would provide additional income to MACA/MCAE.

With a Case Statement revised to reflect the plans of Phase Two, the MCAE committee will undertake a capital campaign to raise the funds for the MCAE. In addition to the government and foundation funders listed in Phase One above, local corporations with strong stated commitments to the arts will be approached, and an individual fundraising campaign will be devised and executed.

The advantages of the Phase Two arrangement are many. Along with all of the advantages to the residents and students of Madison already outlined in this proposal, additional affordable housing will be built, as will much needed market rate housing, generating additional tax revenue and the possibility of housing for educators and artists.

Construction will be timed to cause minimum disruption of the activities of the organizations using the MCAE, and fund raising efforts would take into account the temporary dislocation that would occur to tenants.

A Summary of Economic Benefits

The economic benefits of the MACA proposal are summarized in the following table. MACA's proposal contains very significant long-term benefits to Madison schools and students as well as to the overall community of Madison-- residents of all ages, businesses and the local government. The table shows these annual benefits as well as the long term, cumulative benefits. These benefits are compared in the table to the potential benefits of commercial development of the property.

Table 6
Financial Impacts of MACA Proposal Compared to Commercial Development

MACA's financial documentation is attached as Exhibit H. Please note that while MACA's operating financial statement would indicate that it is not a large nonprofit, the partners involved in the project, particularly those who are current residents of the building, are medium to large organizations with a history of fundraising experience and excellent financial management.

7. Description of any Property acquired by the Proposer through similar RFP's:

MACA has not previously acquired property through an RFP process.

8. List of Three References:

Marc Mappen, Executive Director, New Jersey Historical Commission

David Grant, President and CEO, Geraldine R. Dodge Foundation

Steven Runk, Executive Director, New Jersey State Council on the Arts

Letters from References are attached as Exhibit I

9. Proof of Compliance with New Jersey's "Pay to Play Laws":

The RFP's requirement to demonstrate compliance with N.J.S.A. 19:44A-20 et seq. ("Pay to Play") has been superseded by P.L. 2007, c304, (01/13/2008) exempting nonprofit organizations from filing. A copy of the RFP's Political Disclosure Form is marked "Not Applicable" and attached as Exhibit J.

10. Proof that Proposer is eligible to submit a proposal in response to this RFP.

The documents demonstrating that MACA is a nonprofit historical preservation organization duly incorporated in the State of New Jersey is attached as Exhibit B (By Laws) and Exhibit K (Determination Letter).

11. Non-Collusion Affidavit

Attached as Exhibit L

12. Additional Information

Early operation

If selected to receive the building, MACA offers to take ownership control and administration of the building a year in advance of the advertised date. The MBOE could remain a tenant in the building on a short-term or month-to-month lease. for the areas it would still occupy, and MACA would begin programming and improvements on the property in the open spaces as they become available. In addition, MACA offers to manage the contingent ball fields on the District's behalf .

OFFER OF CONSIDERATION

In response to the RFP, MACA offers the amount of one dollar ($1.00) as nominal consideration for the purchase of the Green Village Road School Property. In addition, MACA agrees to be bound by the terms of the RFP and this Proposal.

CONCLUSION

In sum, the Madison Arts and Culture Alliance, Inc. appreciates the opportunity afforded by this RFP to articulate our proposal to establish the Madison Center for Arts and Education at the Green Village Road School Property. Acceptance of this proposal would continue GVR as a place of learning for Madison students of all ages. Acceptance of this proposal would thus make concrete the District's commitment to the values espoused in its strategic plan.

Madison Arts and Culture Alliance

By: _______________________________

John Pietrowski, President