HomeMy WebLinkAboutI. A. VIRGINIA AQUARIUM UPDATE 6.4.24VIRGINIA AQUARIUM & MARINE SCIENCE CENTER
UPDATE
CITY COUNCIL PRESENTATION
JUNE 4, 2024
▪Rick Biddle & RS&S team
▪The RS&S team has over 35 years of experience developing relevant, strategic
solutions for AZA institutions. All RS&S team members are former C-level leaders
of AZA-accredited institutions.
▪We have developed and provided insight to over 110 AZA (Association of Zoos &
Aquariums) accredited institutions (out of ~245 AZA institutions).
▪We have supported our clients with annual operating budgets from under $1
million to well over $100 million.
▪Within the AZA industry:
▪RS&S provides a comprehensive array of integrated strategic, business, and
organizational planning services for mission-driven organizations.
▪RS&S is the recognized leader in the development and facilitation of governance
studies and transition for AZA institutions – all recent transitions completed under
Rick’s leadership
▪RS&S has successfully completed relevant and sustainable governance transition
studies and plans for over 21 AZA institutions and has successfully implemented
over 28 guest services outsourcing initiatives for AZA institutions.
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RS&S Overview
▪A forward-looking process focused on identifying the best
outcome for the Virginia Aquarium and the community of
Virginia Beach.
▪MOU between the City and Foundation – open communications
▪This is a due diligence exercise and reflects good governance;
also reflects best practices in the AZA industry with highest
standards of animal wellbeing and guest experiences.
▪Create “win/win/win” outcomes with long-term sustainable
financial results – a true “Partnership” between City,
Foundation and Potential Operator.
▪RS&S Role: Challenge thinking; creating viable outcomes and
serving as a relevant resource.
▪Dynamic PPPs are not new and will continue to evolve during
the next five years – clarifying revenue generation and mission-
delivery.
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Our Objective
▪There are no pre-determined outcomes.
▪Defining the “right” roles for the three potential partners:
City/Foundation/Potential Operator.
▪There is a place for everyone.
▪What is the best operating model that ensures the future
viability and sustainability of the Virginia Aquarium?
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Outcomes
Key Tasks
April - December
•Site Visit to Aquarium and Related Facilities
•Discussions with City & Foundation Leadership
•Creating Baseline Financial Model for Aquarium
•Defining “Expectations” of Alternative Partnership Outcomes
•One-on-One Discussions with Potential Operating Partners
•Develop Terms & Conditions of MOA
•Evaluation of Partners with Scorecard Criteria
•Recommend Next Steps/Council Presentation
•Facilitate Negotiations of Final MOA, if Needed
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Timeline: April – December 2024
▪The Aquarium has “great bones” from which to build
upon and leverage new opportunities – experiences,
mission-deliverables and services.
▪Enhance the guest experience – keeping it fresh and engaging.
▪Ensure the highest quality care of animals/wellbeing.
▪Enhance mission delivery: conservation, education and stranding
impacts.
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High-Level Observations
▪Finalize MOU with City and Foundation
▪Finalize Baseline Financial Model(s):
▪Integrated/Consolidated City & Foundation Resources
▪Defining Expectations:
▪City
▪Foundation
▪Operating Partner
▪Tentative: August/September “Project Status Update” to
City Council
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Next Steps: Short-Term