Executive Summary 4-30-2010

8/9/2019 Executive Summary 4-30-2010

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Belmead on the JamesCharrette

AGENDA / SCHEDULE

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OVERVIEW

MEETING #2

TECHNICAL EXPERTS

MEETING #3

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MEETING #4

RECOMMENDATIONS /

NEXT STEPS

APPENDIX

MEETING #1

WORKGROUP SESSIONS

BELMEAD ON THE JAMES CHARRETTEFollow-Up Meeting April 30th, 2010


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MEETING #1

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Friday April 30th, 2010

1:00-1:30 p.m. Review of Meeting #1 Workgroup Results

1:30-2:30 p.m. Review of Meeting #2 & 3 Expert Group Observations and Recommendations

2:30-4:00 p.m. Follow-Up Question / Discussion

BELMEAD-ON-THE-JAMES

MEETING #4 AGENDA

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MEETING #1

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BELMEAD-ON-THE-JAMES

CHARRETTE PROCESS OVERVIEW

MEETING #1: February 26-27th, 2010Large Group / Work Group Discussions

MEETING #2: March 19th, 2010Technical Experts Meeting

MEETING #3: March 30th, 2010Property Experts Meeting

MEETING #4: April 30th, 2010Recommendations and Next Steps

Continuing Investigations:BuildingProperty

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MEETING #1

WORKGROUP SESSIONS

1. What makes Belmead unique and can those qualities be something that brings people andincome to the property? Are there attributes that are detractors or attractors that can bemodified or enhanced to support on-going and future programs at Belmead?

2. What should be done with the Mansion? What are its potential uses and can it support and

be compatible with the stated goals of FrancisEmma, Inc. and the SBS? Can the Mansionserve as a focal point for the entire property and what form should that take?

3. Are there other potential revenue sources that should be considered to address the cost ofrenovation/preservation and future management of the property and real estate? What otherorganizations/institutions would provide a good model for Belmead?

4. Given the history of the property and the natural resources, what is the message thatBelmead should convey to the general public as part of an outreach campaign? How shouldthis message be delivered?

MEETING #1 WORKGROUP SESSIONS RESULTS

WORKGROUP DISCUSSION QUESTIONS

MEETING #1

WORKGROUP SESSIONS


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WORKGROUP QUESTION #1 PART 1

SizeLargest property in regionApprox. 2300 Acres

Contiguous Parcel (Not broken into smaller parcels

Location/ProximityProximity to Major Metropolitan Areas/Resources (Washington,Richmond, Charlottesville)Regional Population to support activitiesTransportation/AccessibilityLocated along major transportation/growth corridor (Highway 288)Potential Rail Transportation Access

Potential River Transportation AccessClose to public parks 1 state park, 1 regional parkClose to new state park2-1/2 Miles of Riverfront along James RiverBounded by mostly undeveloped/rural adjacent parcelsSequestered/Protected/Isolated

Natural Resources/EnvironmentCommitment to ConservationConservation EasementsPark like quality:Open SpaceWoodlandsAnimals2.8 miles of James River Frontage20 miles of trails maintainedPotential for eco-tourism/education/seminars/bird-watchingPrime agricultural landPotential for Organic/Sustainable Agribusiness

What makes Belmead unique and can those qualities be something that brings people and incometo the property?

Existing ArchitectureAJ Davis original structureThe building is a nationally significant historic landmark

HistoryUnique HistorySense of PurposeSecrecyHistorical AttributesSpecial Place for African AmericansLayers of HistoryReligious

ArchitectureSlaveryEmpowermentEnvironmentEducationMultiple historic overlays- multiple stories to be told;Plantation Era (Cocke Family)School Era (St. Francis, St. Emma)Present Era (FrancisEmma Inc.)

Sustainability / Self Sustenance Tradition

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Are there attributes that are detractors or attractors that can be modified or enhanced to supporton-going and future programs at Belmead?

Modifications/Enhancements

TransportationAdd Passenger Boat/Ferry Service on RiverAdd Passenger Train Access (CSX Rail Line on north side of river)

Community Outreach/AwarenessDevelop connections and partnerships: Local/Regional/National -Universities/InstitutionsDevelop Communications Strategy to share history and visionDevelop Business plan/model for operation

Natural Resources/EnvironmentExpand Use/Opportunities of Natural Resources/EnvironmentProvide access to other groups (Private/Public/Institutional)

InfrastructureAlternative/Sustainable energy sourcesWater Power opportunities in Deep CreekGeothermal FieldsWood Pellets/Biomass systems

Detractors

Location/Proximity

Most successful sites embedded in or close to urban areasTransportation/AccessibilityNot adjacent to major transportation corridorsNo mass transit/alternative transportation options availablePoor or difficult way finding/signage to and around site

Natural Resources/EnvironmentExisting Conservation EasementLimits future development/use opportunities

Existing ArchitecturePoor maintenanceVery high cost of restorationNot code or ADA compliant for public usesHigh operating costs (old/inefficient building systems)Structural damage/at riskFailing roof systems

Existing InfrastructureRoads not sufficient for high traffic (Gravel roads)Washed out bridge between St. Emmas and St. Francis (1972)Need new sewer/septic system

CommunityLack of public awarenessLack of solid idea/direction for future useLack of hard data, demographic study



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WORKGROUP QUESTION #2What should be done with the Mansion? What are its potential uses and can it support and becompatible with the stated goals of FrancisEmma, Inc. and the SBS? Can the Mansion serve asa focal point for the entire property and what form should that take?

MEETING #1

WORKGROUP SESSIONS

Private Events/Activities

Weddings

Reunions

Educational/Training/Conference Center

Boarding SchoolApprentice projectsWorking laboratoryIncorporate restoration process with students education.Field Schools tuition and grant dollars as income.Center to study sustainable tactics/practices in historic buildings/construction.Sustainable building technology center.

Expose visitors to the means by which the resources of the site were used in the past to sustain life and how these ideas can beimplemented today. What is old is new again.Agricultural RelatedOrganic Farming Center: practice and trainingCulinary School

Museum/Historic Center

Interpretive & Special Studies SchoolLocation for traveling exhibitsSmithsonian Museum of African American Experience

Artifacts DisplayArchaeology Alexandria Jackson DavisSite/Property Interpretation Center

Retreat Center

A Place for respite, retreat or rejuvenationMultidisciplinary education retreat visiting writers and artists

Ecotourism Center


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WORKGROUP QUESTION #3 PART 1Are there other potential revenue sources that should be considered to address the cost ofrenovation/preservation and future management of the property and real estate?

Events/Activities Fees

WeddingsRetreats/ConferencesEquestrian Events

Ecotourism FeesBirdingRiver Canoe/Kayak launchBikingCamping

Educational/Training/Conference Center Attendee Tuition

Social justice / diversity training /Environmental EducationPrograms

Government and CorporationCraftsman apprenticeshipsSeminar/Demonstration ProgramsCulinary SchoolOrganic Gardening/Farming

Museum/Historic Center

Visitor Admission Fee

Retreat Center

Attendee tuition/facility use fees

Agricultural Uses/Leases

VineyardAllotments, garden plots for leaseNurseries

Direct Funding Opportunities

GovernmentTax CreditsGrant Funding

SATPreserve America

Corporate SponsorshipsPrivate Sector/CommunityAlumniDonorsBoard members

Partnerships

Explore Connections, PartnershipsVirginia Military Institute (Cocke connection, architecture)Colleges & Universities in areaCompatible/Allied organizationsLocal and Regional groupsVirginia TechHighland CenterOutward BoundHBCU land grant in VA Christiansburg

Land Development

Land for Alternative Energy DevelopmentEnergy production Sell to Dominion Hydro opportunities (DeepCreek)Targeted Development of Gateway Area

Film Location Opportunities

Fees to use property as film setting (VA Tax Credit toencourage/attract film production in state)

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WORKGROUP QUESTION #3 PART 2What other organizations/institutions would provide a good model for Belmead?

MEETING #1

WORKGROUP SESSIONS

Faith Based Organizations

Sisters of Providence of Saint Mary of the Woodshttp://www.spsmw.org/

National Trust for Historic Preservation Sites

Brucemore, Cedar Rapids, Iowa

http://www.brucemore.org/

The Chautauqua Institution, New Yorkhttp://www.ciweb.org/

Montpelier

http://www.montpelier.org/

Kykuit Rockefeller Estate

http://www.hudsonvalley.org/content/view/12/42/

Private Organizations

YWCAhttp://www.ywca.org/

Appalachian Mountain Club - Highland Center

http://www.outdoors.org/

High Mountain Institute

http://www.hminet.org/

Maine Coastal Semester Foundationhttp://www.chewonki.org

Teton Science School

http://www.tetonscience.org

North Cascade Institute

http://www.ncascades.org/


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Given the history of the property and the natural resources, what is the message that Belmeadshould convey to the general public as part of an outreach campaign?



History

African American History / Native AmericanSister Mother Mary KatherineAJ Davis/ArchitecturalHistorical Uses

Community

Reunion / Family / GenerationsHomecomingNetwork / Kinship Groups / PlaceCocke / Slave Family Descendants

Spirituality/HealingPlace of Spiritual and Social HealingHoly Place

Environment

Natural ResourcesRelationship to EnvironmentLocal FoodsNatural Beauty

Interconnected Mission

Future / Present / PastCenter for sustainable living / social healing & justiceA future with sustainability as the focus.

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WORKGROUP QUESTION #4 PART 2How should this message be delivered?

Alumni

Create well organized Alumni /Family databaseInclude the alumni, they are critical to getting out the message.Alumni Workday as opportunity to get people involved, share the task and the story as an experience?

Develop Historical Narrative Threads/Connections

African American History Month as a vehicle to draw attention and potential opportunitiesConnections to St. Katherine DrexelConnections to Cocke Family/Civil War Era

Develop Partnerships for Communication/Outreach

Website

Film/Oral History

Share alumni stories, share the richness of the place and its historical roots.

Word of Mouth to Personalize Message

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MEETING #4RECOMMENDATIONS /

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APPENDIX

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MEETING #2 TECHNICAL EXPERTS MEETING

DATE: March 19th, 2010

Attendees:Maynard Ball B+BPaul Beckmann B+BBrian Pritham B+BMark Wenger MCWBRob Nieweg NTHPJohn Jeanes Director of Operations, The Montpelier FoundationJamie Gibson Gibson/Magerfield Corp, General Contractors

Mike Hurd Hurd & Obenchain, MEP EngineersGlenn Telfer Draper Aden, Civil EngineersEd Frisa Nolan Frisa Structural Engineers

THE GROUP EVALUATED THE BUILDING AND MADE OBSERVATIONS AND RECOMMENDATIONSRELATIVE TO THE FOLLOWING CATAGORIES

STRUCTURE ROOF EXTERIOR WALLS FENESTRATION INTERIOR WALLS AND CEILING FLOORS MILLWORK MECHANICAL SYSTEMS ELECTRICAL AND LIGHTING SYSTEMS

PLUMBING SYSTEMS FIRE SUPPRESSION SYSTEMS WASTE WATER TREATMENT SYSTEMS PHONE/DATA/CABLE SYSTEMS

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MEETING #2 TECHNICAL EXPERTS MEETING

Recommendations (cont.)6. Complete a Historic Structures ReportA Historic Structures Report should be undertaken to address structural deficiencies and to identify stabilization and repairs that will be needed to prevent further settlementand/or decay. This report should look at the entire structure and should be coordinated with the assessment of the roof structure in particular. From this report a phasedapproach to repair and stabilization together with pricing can be addressed.

7. Pursue Historic Structures Tax Credits ApplicationApplication for Historic Tax Credits should be investigated to address the value and methodology for approach to and requirements before beginning any work

8. Complete a Historic Paint AnalysisA historic paint analysis and report on lead-based paints should be considered.

9. Complete a Hazardous Materials AnalysisA hazardous materials analysis should be undertaken to make assess the presence of asbestos, lead-based paint, and other toxic substances.

10. Complete a Mechanical Electrical and Plumbing AssessmentA mechanical, electrical and plumbing audit and assessment should be done to address the replacement of systems throughout the house. This should be done in the formof a report with recommendations as to proposed new systems, load requirements and renovation approach to make sure that both the systems and replacement can beaccommodated within the current historic envelope. This should include a design of the proposed systems at a Design Development level to establish a budget and

approach consistent with historic preservation standards.

11. Complete a Utilities Assessment and SurveyA utilities assessment and survey should be done to establish the need for sewage treatment and disposal in the future, domestic water source and demand, storm watermanagement and power distribution to the immediate site.

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APPENDIX

MEETING #1

WORKGROUP SESSIONS

1. What are the next steps moving forward that need to happen to make sure that momentum isnot lost? What kinds of things should happen as part of a short term and long term strategyfor the renovation and reuse of the property and Mansion?

2. Is there a reasonable timeline that can address the short term and long term goals and what

are the key milestones/markers for the renovation of the house and other activities thatmight be related to the larger property?

3. Who should be involved in setting up an Advisory Board or Task Force for Belmead to dealwith issues of buildings, grounds, finance, administration and day to day decision making?Should this be a single entity or should it include a series of committees that report to anoversight Board of Trustees?

MEETING #4 RECOMMENDATIONS / NEXT STEPS

GROUP DISCUSSION QUESTIONS


NEXT STEPS


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MEETING #4: RECOMMENDATIONS / NEXT STEPS

QUESTION #1 & 2 GOALS/ACTIVITIES/TIMELINESHORT TERM GOALS (1 YEAR)

BuildingComplete a Comprehensive Building Documentation

Open Select areas of Interior Ceilings to Inspect Structure

Open Select areas of Interior Walls to Inspect Structure/Exterior Wall MasonryComplete a Historic Structures Report

Complete a Hazardous Materials Analysis.Complete a Mechanical Electrical and Plumbing Assessment

Repair Roof and associated Gutters and Parapets as soon as PossibleInspect Windows/Determine Stabilization Needs and Recommended Restoration MethodPursue Historic Structures Tax Credits ApplicationInstall Security System

PropertyWetland and other tax related easements

Land Lease/Sale OptionsInfrastructure Inspection/Assessment

PlanningStrategic Plan EvaluationRevisit and Expand Mission/Vision StatementCultural Landscape PlanCompetitive/Market analysis

DevelopmentCommunications Plan/Outreach PlanBuilding Stabilization Fund CampaignEndowment Fund CampaignGrant & Government FundingInstitutional Partnership Development


NEXT STEPS


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WORKGROUP SESSIONS


QUESTION #1 & 2 GOALS/ACTIVITIES/TIMELINEMEDIUM TERM GOALS (2 - 5 YEARS)


NEXT STEPS

BuildingComplete a Utilities Assessment and SurveyMechanical/Electrical/Plumbing Systems ImprovementsComplete a Historic Paint AnalysisOngoing StabilizationFire Suppression System

PropertyLand Lease/Sale OptionsWetlands/Land Bank OptionsNew Sewer System/Septic FieldsRenewable Energy SourcesNew Buildings to Support On-Site Activities

PlanningBusiness Plan DevelopmentMaster Plan

DevelopmentCommunications Plan/Outreach PlanStrategic Plan Fund CampaignEndowment Fund Campaign (ongoing)

Grant & Government FundingInstitutional Partnership Development


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QUESTION #1 & 2 GOALS/ACTIVITIES/TIMELINELONG TERM GOALS (5 - 10 YEARS)


NEXT STEPS

BuildingComplete Restoration/Renovation of Mansion

Property

Roadway Circulation UpgradesNew Deep Creek Bridge?Utility System UpgradesNew Buildings to Support On-Site Activities (ongoing)

PlanningExecute/Update Master Plan

DevelopmentCommunications Plan/Outreach PlanEndowment Fund Campaign (ongoing)Grant & Government FundingInstitutional Partnership Development


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Who should be involved in setting up an Advisory Board or Task Force for Belmead to dealwith issues of buildings, grounds, finance, administration and day to day decision making?Should this be a single entity or should it include a series of committees that report to anoversight Board of Trustees?

MEETING #4 RECOMMENDATIONS / NEXT STEPS

QUESTION #3 ADVISORY / OVERSIGHT ORGANZATION


NEXT STEPS

Discussion Issues:

Who should be involved?

What kind of structure should it have?

What will its relationship to FrancisEmma Inc. and the Sisters of the Blessed Sacrament be?


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PROPERTY OVERVIEW

APPENDIX


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PROPERTY OVERVIEW

Property Size: 2,265.5 acres (2 parcels)

Belmead (St. Emma): 1,585 acresMount Pleasant (St. Francis de Sales): 680.5 acresTotal 2265.5 acres

Current Zoning: A1(Agricultural District)

Permitted Uses:Agriculture usesLivery Stables

Single Family Detached HousingChurchesGreenhousesGroup HomesBed and Breakfast HomesPublic Schools

Easements: Conservation Easement of Approx. 1,000 acres which spans both land parcels


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Belmead Parcel1,585 acres

Mount Pleasant

680.5 acres

PROPERTY OVERVIEW: LAND PARCELS

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PROPERTY OVERVIEW WOODLANDS

Belmead Mansion

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PROPERTY OVERVIEW - CIRCULATION

Belmead Mansion

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PROPERTY OVERVIEW LAND USE

THE UPLANDS

THE GATEWAY

THE LOWLANDS

BELMEAD

ST. FRANCISDE SALES

Belmead Mansion

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Belmead Mansion

APPENDIX


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Belmead Mansion

APPENDIX


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Belmead Mansion

APPENDIX


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Belmead Mansion

APPENDIX


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Belmead Mansion

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PROPERTY OVERVIEW

Belmead Mansion

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PROPERTY OVERVIEW PROPOSED CONSERVATION EASEMENT

268 Acres not inConservationEasement

Belmead Mansion

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PROPERTY OVERVIEW LEASE AREAS

Belmead Mansion

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PROPERTY OVERVIEW 2006 CONSERVATION EASEMENT

Belmead Mansion

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BELMEAD MANSION INFORMATION

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CURRENT INCOME SOURCES(per the FrancisEmma, Inc. Financial Plan 2008-2013)

Agriculture: Farming and Equestrian activities

Lease income from St. Francis de Sales

Income from use or lease of Belmead Mansion

Forestry: Select cut / thinning of Loblollies, seed tree cut

Donations (general and designated)

Interest on Savings Account and Endowment Account

Easement Income: Conservation Easement on Acreage

New Ventures and Ministries

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WORKGROUP SESSIONS

ADDITIONAL INCOME SOURCES BEING CONSIDERED(per the FrancisEmma, Inc. Financial Plan 2008-2013)

Increased/new user fees for existing On-Property activities:Increase in land use fees (Agriculture/Equestrian)Increase building lease/rental activity (Belmead, Granary,St. Francis de Sales)

Additional Property Easements:Place additional land in easementPlace an historic easement on the Belmead building

New On-Property activitiesGreen Cemetery

Canoe LandingCampingBottled Spring WaterInitiate ministry which generates incomeFish & Wildlife training centerNon-timber forest products

Other Income SourcesSupport from large donorGrants & other monetary incentivesSell building lotsPartner with developer

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AGENDA / SCHEDULE

CHARRETT PROCESS

OVERVIEW

MEETING #2

TECHNICAL EXPERTS

MEETING #3

PROPERTY EXPERTS

MEETING #4

RECOMMENDATIONS /

NEXT STEPS

APPENDIX

MEETING #1

WORKGROUP SESSIONS

SPACE PROGRAMMING / CONSTRUCTION COST INFORMATION

Academic/Retreat or Conference CenterNotes: Assumptions include all new construction. Mid-level (2 star) accommodations in rustic setting using the Belmead Mansion as the

Student Center for the campus. This does not include infrastructure costs. Comparable costs based on Montpelier Center for theConstitution. (Room and Board Charges average $175/p to $200/p per night. This would not include program costs but would includecontinental breakfast, lunch and dinner.)

Housing 400sf per personAcademic/Support 120sf per personDining/Common Area 54sf per personTotal Programming Space Required Per Person 574sf

Assume 50 participants 28,700 GSF x $200/GSF = $5,740,000 (to $10M)

Assume 100 participants57,400 GSF x $200/GSF = $11,480,000 (to $20M)

Assume 200 participants114,800 GSF x $200/GSF = $22,960,000 (to $30M)

APPENDIX

Documents

Executive Summary 4-30-2010