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City of Tamarac Resolution R-2005-135
Temp Reso #10753 —June 15, 2005 Revision No. 1 — June 23, 2005 Page 1 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R-2005-1,*;� A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA, ADOPTING THE FINDINGS OF THE "PERFORMING ARTS FEASIBILITY STUDY" DOCUMENT (CASE NO. 10-MI-05); PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the interest of the citizens and residents of the City of Tamarac is a foremost concern of the City Commission of the City of Tamarac; and WHEREAS, at City Commission Workshops held in 2004, the potential of locating a Performing Arts Center in the City of Tamarac was discussed by the City Manager; and WHEREAS, the firm of AMS Planning Research Corporation was retained by the City of Tamarac in February 2005 to complete a Performing Arts Feasibility Study; and WHEREAS, on June 6, 2005, a presentation by AMS Planning Research Corporation was made to the City Commission of the findings of the completed "Performing Arts Feasibility Study" (attached hereto as Exhibit "1 "); and WHEREAS, the Director of Community Development recommends that the City Commission adopt the document, "Performing Arts Feasibility Study"; and WHEREAS, the City Commission of the City of Tamarac, Florida deems it to be in the best interests of the citizens and residents of the City of Tamarac to adopt the findings of the "Performing Arts Feasibility Study" document. I Temp Reso #10753 — June 15, 2005 Revision No. 1 — June 23, 2005 Page 2 NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA: SECTION 1: The foregoing "WHEREAS" clauses are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. SECTION 2: The City Commission of the City of Tamarac, Florida, hereby adopts the findings of the "Performing Arts Feasibility Study" document. SECTION 3: All resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent of such conflict. SECTION 4: If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or in application, it shall not affect the validity of the remaining portions or applications of this Resolution. Ll 1 Temp Reso #10753 — June 15, 2005 Revision No. 1 — June 23, 2005 Page 3 SECTION 5: This Resolution shall become effective immediately upon its adoption. PASSED, ADOPTED AND APPROVED this ATTEST: 13 day of J U i'� , 2005. JOE SCHREIBER MAYOR e RECORD OF COMMISSION VOTE: MARION SWEN ON, CMC MAYOR SCHREIBER CITY CLERK DIST 1: COMM. PORTNER DIST 2: V/M TALABISCO DIST 3: COMM. SULTANOF DIST 4: COMM. ROBERTS I HEREBY CERTIFY that I have approved this RESOLUTION as to form. MUEL S. GOREN INTERIM CITY ATTORNEY com mdev\u:\pats\u serda to\wpdata\res\10753reso if �. . ffi1p.n lh li, `" V zjw ��. Sf��y '� F,� '�"'jd A.i..r,w•5 +•.,. �„ a;. a G.� +� s ). .u,"''ic a� '' '�' �r*4�� �,�• �,r*.. � ,�';�°Y it,: t�J"i A+��"t'rr� '��� �i r1 �id:�;Yx ', M S a• ikIr i' �aG dry... M i .' y �.^, ¢ �' t.�y'• *„n y,.. { . f •lowIV �sdr��"'�+�'a *����x� � eye` ;_ :.•o s�+.� � �,: 1 �; „ a Y•`r Sir t� 1 �' � �. y44% ��d�y3:i �—"'�.� �� � F ���o�Y.� ^'i "4 �'. t <9 i g p � .t� yA'fy.� �k"94�� �-• b �' l � v ,,�•?',.k �•.. �°�"��'+th ° � i ,. 9 G % k7:r ,� aH .�,•:.aa i M &e fir, by < _ $':y,,'r �, a t t �' �'F.� jMK•e w . 5'.'* •�' �' R"�'` a'� a."a r ..-.... ro.. ,p^w •%'1ir "'�i �� dt 5- �a�'� � 4�y ��'�� y��Fy �� rr yyy ws,y�rv+ p'x G>� ". =aN. �'��: .... �� b,d 7 `� ANNING & RESEARC CITY COMMISSION Joe Schreiber MAYOR Beth Flansbaum-Talabisco VICE -MAYOR Edward C. Portner COMMISSIONER Karen L. Roberts COMMISSIONER Marc L. Sultanof COMMISSIONER Jeffrey L. Miller CITY MANAGER J. Christopher King DIRECTOR OF COMMUNITY DEVELOPMENT Tamarac Performing Arts Feasibility Study Contents Executive Summary ............................................................. .................1 Introduction............................................................................. 1 Methodology.....................................I ...... Market Assessment......................................................................................... I Community Opinions.....................................................................................2 Arts Needs Assessment..................................................................................3 ModelCase Studies........................................................................................3 Facility Recommendations.............................................................................3 Management and Operations..........................................................................5 Conclusion......................................................................................................5 1. Community Context...............................................................................6 Planning and Growth......................................................................................6 MainSt. Project..............................................................................................7 Artsand Culture..........................................................................................:..7 NewVenue.....................................................................................................8 2. Market Analysis......................................................................................9 MarketDemographics....................................................................................9 Summary — Market Area Demographics ......................................................13 Lifestyles......................................................................................................13 MarketArea Potential...................................................................................17 3. Competitive Environment...................................................................19 Summary......................................................................................................19 UserSurvey ............................................. ................................. :................... 21 4. Comparable Projects...........................................................................23 The Lawrence Arts Center............................................................................23 TheBlack Rock Center................................................................................24 Fairfield Community Cultural Center...........................................................24 5. Facility Recommendations..................................................................25 Proposed Use Types.....................................................................................26 DesignFeatures............................................................................................27 Preliminary Space Requirements.................................................................28 Parking.......................................................................................................... 29 Site Requirement..........................................................................................29 SiteAlternatives...........................................................................................30 Preliminary Cost Estimate............................................................................30 6. Management and Operations..............................................................33 APPENDICES I . Key Informant Interviews 2. Demographic Data Summary 3. Lifestyle Segmentation Summary 4. Competitive Venue Summary 5. Comparable Venue Case Studies AMS Planning & Research May 2005 Tamarac Performing Arts Feasibility Study Introduction Executive Summary AMS Planning & Research was retained by the City of Tamarac to conduct a preliminary feasibility study for new cultural arts facilities for the city. The study included an assessment of the market potential, analysis of interest in using the proposed facilities among the arts community, educational institutions and the business community, research into program opportunities, comparable case studies and review of alternative sites. Based on the research, a preliminary facility description was prepared, and order of magnitude financial estimates for construction and operation made. Methodology Over a three month period from January to March 2005, AMS consultants conducted in-depth research and interviews to assess support for and interest in a cultural arts facility, including what form the center should take, its program components, where it could be located and how it might be operated. The market potential for arts programs was assessed using specialized demographic and consumer data. Similar arts centers around the country were investigated. Meetings with City staff were held throughout the progress of the work to obtain feedback and guidance on the research findings and recommendations. Market Assessment The primary market for cultural events at a Tamarac arts center will be residents living within the city and a five mile ring surrounding the proposed Main Street site. The population of Tamarac in 2004 was estimated to be 57,400 and the five mile population is 443,500. A secondary market will be drawn from residents of a ten mile ring, for a total potential market of almost 1.1 million. Analysis of population data indicates that the demographics of residents of the primary area are changing rapidly and the community is becoming younger and more diverse as families move into Tamarac's affordable housing. While the median age is AMS Planning & Research May 2005 Page I Tamarac Performing Arts Feasibility Study Competitive Environment Community Opinions dropping and household incomes are rising, compared to the surrounding communities Tamarac residents are older and report lower household incomes. From the demographic data it can be summarized that the region has a modest percentage of residents who represent a typical cultural audience. The low household incomes and education levels among residents in the area strongly indicates that affordable and family -oriented programs would be more successful in attracting audiences. Considering the lifestyle profile of households in the area, analysis of national performing arts audiences, when compared to market area residents, suggests that overall, the City of Tamarac shows a moderately strong propensity towards attendance at theater and just above -average expected attendance at other live performing arts activities, average participation in painting, drawing, and sculpting, and below -average participation in crafts. There are two performance venues within Tamarac — the King's Point Theater (1,000 seats) and the Tamarac Theatre for the Performing Arts (100 seats). In Coral Springs, five miles away, there are the Center for the Arts (1,500 seats) and the Broward Stage Door Theater Company (340 and 140 seats). There is a cluster of venues ranging from 100 to 2,700 seats in Ft. Lauderdale, 14 miles from Tamarac. The presence of the King's Point Theater, the Coral Springs Arts Center, and the Broward Center for the Performing Arts all suggest that there is limited market opportunity for a large venue in Tamarac. However, there are relatively few theaters under 800 seats in the immediate area, suggesting potential for a small performance space. Over 20 structured in -person interviews were conducted with a selection of key individuals from throughout the City and County representing the arts, business, educational institutions, and City and County government in order to generate information on related community issues, visions for the cultural arts in Tamarac, and opinions with respect to the proposed arts center. The results of the research indicate strong support for, and interest, in a "modestly scaled" arts center. Other key attributes included "User-friendly, Intergenerational, Participation -oriented (not just passive audiences), Active (during the day as well as in the evening), and Accessible (to as much of the population as possible)." The development of an arts center in association with the Main Street project is seen as a new way of thinking towards a more urban development scenario. An arts center is seen as a potential focus for community life and a means of improving amenities for residents. The proposed facility would reinforce the Community Center and Library and other cultural attractions and venues in the region such as the major performing AMS Planning & Research Page 2 May 2005 Tamarac Performing Arts Feasibility Study Arts Needs Assessment Model Case Studies Facility Recommendations arts venues in Coral Gables and Fort Lauderdale and smaller arts facilities in King's Point and surrounding communities. With regard to location, the community's leaders favor a central Main Street site to reinforce the City's urban development efforts. A survey of performing arts organizations through Broward County was conducted to determine potential interest in using arts facilities in Tamarac. Eight performing arts organizations responding to the survey indicated potential use of a performance facility. Asked to specify the optimal size for a performance venue, the survey revealed that there are two ranges of capacity that would meet the needs. Four groups described a proscenium theater with between 600 and 750 seats but only a total projected utilization of 13 performance days (excluding rehearsals, set-ups, loading, etc.). The other respondents indicated a need for a 150-300 seat flexible theater. Tamarac Little Theatre forecast a total of 80 performance days. Interviews with visual arts representatives suggest there is potential demand for visual arts and crafts teaching and studio space. Additionally, performing arts studios for dance and theater were suggested. While visual arts classrooms would need to meet the demands of specific arts disciplines of painting and drawing, ceramics, jewelry/lapidary and children's activities, it is envisioned they would be multi -use. It would appear that there is justification for a performance space of up to 300 seats. Typical annual use for theaters of this size is in the range of 150-200 performance days. The estimate of use by existing groups would undoubtedly increase with the addition of touring shows, non-performance events and city - organized uses. A flexible theater space that can serve many functions, such as rehearsal facilities and meetings, as well as for performances would ensure maximum use. Case studies of performing arts and cultural centers in Germantown, Maryland; Lawrence, Kansas; and Fairfield, Ohio provide three models of active and vibrant cultural arts venues that serve communities similar to Tamarac. AMS recommends a flexible performing arts facility of up to 300 seats that will provide for the following activities: • City -organized visual arts and crafts and performing arts classes and programs AMS Planning & Research Page 3 May 2005 Tamarac Performing Arts Feasibility Study • Performances of performing arts programs of local and regional non profit organizations and schools • Presentations of the best available music, theater and dance productions from the region and beyond • Film, meetings, conferences and lectures • Social events The proposed theater would have the technical capability and ambiance to accommodate theater, music and dance performances, rehearsals and many other events requiring a flat floor. Telescoping riser seating and platform systems would be provided to allow the room to be quickly adjusted to accommodate the varied uses. An overhead wire grid or movable or fixed galleries for lighting and scenery would allow maximum flexibility. The facility will be a "showcase" venue for presenting events and will not incorporate extensive production spaces for sets, props or costumes. The design should allow for multiple uses of the ancillary spaces such as the lobby, green room, and meeting rooms. Public spaces should be equipped for the display of art. Proposed performing and visual arts classroom facilities include three visual arts classrooms and three performance studios suitable for dance, music and theater. A multipurpose room is proposed that would serve as a variety of identified needs such as social events, meetings and conferences. A total gross building program of about 36,000 square feet has been estimated. A preliminary examination of parking requirements indicates a requirement for a maximum of about 275 parking spaces within 500 to 1,000 feet of the venue, given concurrent use of all the spaces. Total site requirement, allowing for dedicated surface parking, is about three acres. Two site options within the Main Street project were identified. Co -location with the Community Center offers many advantages such as increased visibility and management efficiency, as well as potential development cost savings. Construction of another public amenity at this site, however, does not serve to stimulate activity at other locations in the Main Street project. The second site considered, at the Northeast corner of 94`" Avenue and 57's Street, is also highly visible and offers excellent potential to serve students at Millennium and Challenger schools, neither of which have arts facilities. The site is city -owned, but development here may be more costly because there is limited opportunity to share parking and it would be a free-standing building, requiring a full complement of support spaces and systems. AMS Planning & Research Page 4 May 2005 Tamarac Performing Arts Feasibility Study Project Cost Estimate The estimated construction cost for the building comprising the theater, arts education classrooms and supporting spaces (including all systems and equipment, fees, and soft costs) would be in the range of $10 to $12 million. Co - location with the Community Center may reduce this estimate modestly. This estimate does not include an allowance for inflation to the actual construction date or site acquisition(s). Management and Operations A preliminary operational estimate has been provided. The estimates assume that the building would be operated by the City, who would produce and present a full range of arts events and classes through its Parks and Recreation Department. The facility will also be available as a rental venue for local non-profit arts organizations, individuals and businesses. Based on comparable arts centers, an annual operating budget, including program costs, in the range of $0.75 to $1.0 million for a typical year's operation is forecast and assumes a staffing level of six to eight full time employees. Revenues will be derived from fees, ticket sales and rentals of the theater and other spaces, producing an estimate of net annual operating cost for a typical year of between $112,000 (Best Case Scenario) and $350,000 per year (Worst Case Scenario). Conclusion The research conducted for this feasibility study suggests that a cultural arts center project within the Main Street development can attain the support of a broad sector of the community and be well used. As planning for this project goes forward, additional analysis of the specific space and technical needs of potential users, site assessments, detailed plans and designs, cost estimates, and a business plan should be prepared. AMS Planning & Research Page 5 May 2005 Tamarac Performing Arts Feasibility Study Planning and Growth King's Point Theater 1. Community Context This project began with a review of current planning activities and prior relevant studies relating to the project, including the Main Street Study completed by Civic Design Associates in 2003. In addition, AMS consultants held a series of focused interviews with local leaders in the political, educational, business, and arts communities. These interviews, the results of which are reported in the aggregate, were utilized to gain insight into the current state of Tamarac, to help understand the context in which the proposed performing arts center would be created, and to obtain opinions among the community's leaders of the proposed project. A list of those interviewed can be found in Appendix 1. The following summary represents the themes that emerged over the course of these interviews. Given the broad group of interviewees, we were exposed to a wide range of opinions; nevertheless, general (if not unanimous) consensus did emerge around several key issues. ➢ Tamarac has been impacted by a combination of rapid population change and lack of regional long-range planning. Many Broward County communities have been similarly impacted. One consequence of this is the lack of community focal point or town center. This situation is further complicated by the geographic layout of Tamarac which has created an East-West divide in the community. An additional aspect is the existence of King's Point, a self-contained community of 12,000 (more than one fifth of the population of the city) which provides many "municipal -type" services for its residents, including a performing arts center. ➢ Tamarac's city government is seen as responsive and highly capable. Most consider the city an "ideal size" that allows for community amenities without losing a comfortable, friendly scale. ➢ Reasonably -priced housing has driven rapid growth and change in population demographics. The demographic shift is transforming Tamarac from a white retirement -oriented community into a diverse AMS Planning & Research Page 6 May 2005 Tamarac Performing Arts Feasibility Study Main St. Project community of working- and middle-class families. While 82% of the population (based on the 2000 census) is White, the public schools in the city are almost equally divided in thirds between White, African - American, and Hispanic students. The population shift is creating a strong change in demands for city services for parks and recreation, social services and family -oriented activities. ➢ The Main St. project represents a new way of thinking for the City of Tamarac towards a more urban development scenario. A "town center," in the opinion of the city's planners, will create a focus for community life and a means of improving amenities for residents. ➢ The Main Street project location along 57`h Street contains many vacant properties and is ripe for development of a higher density mixed use project. One perceived obstacle to implementing this visionary plan is the ability to aggregate the land necessary to accomplish a critical mass since there are multiple site owners and the city owns only a few of the sites. ➢ City leaders foresee arts and culture as an important component of the project, complementing the Library and Community Center and providing economic benefits. A lively and active venue that is used frequently by as many people as possible at all hours of the day and evening is desired. Arts and Culture ➢ Much of the cultural life in Tamarac has centered around Parks and Recreation Department and County Library programs and the Tamarac Little Theater, The City and County offer classes, lectures, music and theater performances that are quite well attended, despite small and poorly designed (for arts programs) facilities. ➢ City organized festivals such as the July 4m and Irish Festival are attended by several hundred people. ➢ The Parks and Recreation Department is currently in the midst of Coral Springs Arts Center significant expansion, including expansion of the Community Center, an aquatic center and plans for renovation of the former recreation center as a youth oriented facility (possibly including a performance space). ➢ City leaders are almost unanimous in support of adding cultural and arts - related amenities to the portfolio of city offerings. ➢ For professional quality touring performing arts events, Tamarac residents attend the Coral Springs Arts Center (four miles distant) and the Broward Center in downtown Ft. Lauderdale, 15 miles from the city. AMS Planning & Research May 2005 Page 7 Tamarac Performing Arts Feasibility Study Tamarac Theatre New Venue ➢ The newly renamed Tamarac Theatre of the Performing Arts has presented small scale community drama for over 40 years to a small but dedicated audience. ➢ Surrounding communities, such as Plantation and Sunrise, have limited arts offerings. ➢ King's Point offers a wide array of services that are restricted to its senior citizen residents. With the change in ownership of King's Point's venues it is possible that the community may become more available to outsiders. ➢ Community leaders suggested that there may be sources of private money in the community to fund the construction of a cultural project. There is no history of philanthropy for the arts in the city. ➢ Financially, the project must "make sense" according to City leaders, including capital and operating funding. ➢ Some of the preferred attributes for a Cultural Center in Tamarac cited by those interviewed include: o Modest size o User-friendly o lntergenerational o Encourage participation activity (not just passive audiences) o Active during the day as well as in the evening o Accessible to as much of the population as possible AMS Planning & Research May 2005 Page 8 Tamarac Performing Arts Feasibility Study 2. MarketAnalysis In this section of the report, the market environment of Tamarac and the surrounding communities is discussed. For a full demographic summary please refer to Appendix 2. Based on the feedback received in the key informant interviews and the general orientation towards a small seat count, AMS consultants and City staff concluded that the market area for a new performing arts venue in Tamarac would comprise residents of the City of Tamarac and a five mile radius from town center. A secondary market, that would participate at a lesser rate or attend major events, would be made up of residents of a ten mile ring around the city. The analysis which follows compares the population of these three areas. The population of Tamara° in 2004 was estimated to be 57,400. The five and ten mile populations are 443,500 and 1.11 million, respectively. Market Demographics Population Population Growth 1990 -2009 20% --�-- city T5 Mile Radius 15% f 10 Mile Radius 10% 5% 0% 1990-2000 2000 - 2004 (Est.) 2004 - 2009 (Proj.) (Census) Figure 1: Population Growth As shown in Figure 1, the City of Tamarac grew at a rate about 2.5% annually, or 23% from 1990 --- 2000, higher than the 21 % rate of the 5-mile radius or the 17% rate of the 10-mile radius. All three areas have seen a significantly diminished growth from 2000 — 2004 (about 1.5% annually and less for the 10-mile radius) as they have neared complete build -out. The growth is expected to be about the same 1.5% annual rate over the next five to ten years. AMS Planning & Research Page 9 May 2005 Age Tamarac Performing Arts Feasibility Study The age distribution of the residents of the market areas shows significant variation. The data indicate that the median age (52.8 yrs) of residents of Tamarac is significantly higher than the surrounding region; those above 65 represent over 35% of the Tamarac 40° City: Median = 52.8 35°/ 5 Mile Radius: Median = 38.4 30° ®10 Mile Radius: Median = 38.6 zs°r° 20% 10% 5% 0% Under 5 yrs Generation Y Generation X Baby Mature (65+ (9.23 yrs) (24.44 yrs) Boomers years) (45.65 yrs) Figure 2: Age population as opposed to 17% in the 5- mile radius. The growth of young families in Tamarac is evidenced by the fact that 4.5% of the population is under 5 years old vs. 6.4% in the surrounding area, a much smaller gap than the difference between Tamarac's Generation Y population of 10% and the surrounding geography's 18%. Over the next ten years, the population of Tamarac is expected to comprise a greater percentage of vouneer families_ Education Education level is the single most important predictor of participation in arts programs. Tamarac's residents are less likely to have a College Degree (17%) than those in the 5-mile and 10-mile radii; they are equally likely (28 — 29%) to a 10 Mile Radius ❑ 5 Mle Radius College Degree ®city Some College High School Grad. Less than High School 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 3: Education have attended some college. Tamarac has a lower percentage of the population without a high school degree (16%) than either the 5-mile radius (21 %) or the 10- mile area (18%). These education rates suggest that arts and cultural programming should not be focused on an "elite" population but should instead be targeted to be as accessible as possible to a broad range of citizens and families. AMS Planning & Research Page 10 May 2005 Tamarac Performing Arts Feasibility Study Income The median household income in Tamarac at $36,640 is 17% lower than that for 10 'I d' 4.11 EST, 2004 HOUSEHOLD INCOME A City: Median = $36,640 ❑ 5 Mile Radius: Median = $39,040 25% M 10 Mile Radius: Median = $44,380 © 20% O W 15% to .. T 10% w O 5% 0 0% Less than $15,000 - $25,000 - $35,000 - $50,000 - $15,000 - $100,000 • $150,000r $15,000 $24,999 $34,999 $49,999 $74.999 $99,999 $149,999 Figure 4: income e -m1 era 1us, and Tamarac has a higher percentage of the population at all income categories below $50,000 per year than the surrounding areas. Ticket prices and fees will need to be affordably priced if residents of the area are to be attracted. Ethnicity Tamarac is significantly more white than the 5-mile radius (77% vs. 52%); the African American population of 14% is significantly smaller than the 371/o of the 1 0 White Black a city Asian/Pac.lsl. ❑6MileRadius a 10 Mile RadiusOther Hispanic•::7 0% 10% 20% 30% 40% 50% 60 % 70% 80% 90° % OF POPULATION 'Independent of Race Figure 5: Ethnicity 5-m1 a radius or 25 /o in the 10- mile radius. Anecdotal data from School officials suggest that the area's children are significantly more diverse than the overall population. 19% of Tamarac's population is identified as Hispanic, a higher rate than either the 5- or 10-mile surrounding geographies. AMS Planning & Research Page 11 May 2005 Tamarac Performing Arts Feasibility Study Household Composition Despite the acknowledged demographic shift currently taking place in Tamarac, the City shows only 16% of households with children under 18, as compared ®City 05 Mile Radius 010 Mile Radius Nonfamtly Female Householder (no people under 18) Other Family Households (no people under 18) Single Parent Households (with children under 18) Households with Now Children under 18 0% 5% 10% 15% 20% 25% 30% 35% Figure 6: Household Composition with 3 1 % in the 5-mile radius and 30% in the broader 10-mile radius. There are, correspon- dingly, far fewer single - parent households (6%) in Tamarac than in the surrounding geographies. Tamarac also has a significantly higher percentage of women without families (28% vs. 22% and 20%) than the surrounding areas. AMS Planning & Research Page 12 May 2005 Tamarac Performing Arts Feasibility Study Summary - Market Area Demographics Figure 7 presents a summary of key demographic variables that relate to prospective participation in cultural activities. Demographic measures such as education, household income, and age are most typically associated with arts participation (i.e., over three quarters of the typical theater audience have college degrees and household incomes greater than $75,000). From this chart, it can be summarized that the region has a modest percentage of residents who represent a typical cultural audience. The low household incomes and education levels among residents in the area strongly indicates that affordable and family -oriented programs would be more successful in attracting audiences. Figure 7: Demographic Summary Variable Tamarac City Tamarac 5 Mile Radius Tamarac 10 Mite' Radius 2004 Estimated Population 57,385 443,543 1,112,358 2000 Population 55,588 435.112 1,068,478 Median Age 52.8 38.4 38.6 • Generation Y 5-17 rs 10.7% 18.8% 18.3% • Generation X (18-34 yrs) 22.3% 28.1 % 29.5% • Baby Boomers (35-59 yrs) 22.1% 22.3% 24.1% % Mature (60+ Yrs) 36.3% 17.8% 15.4% Median Household Income $36,641 $39,038 $44,378 % over $75,000 12,3% 15.3% 20.2% % with College Degree 17.0% 18.6% 24.0% Households with Children 16.2% 30.8% 30.4% % Black 14.3% 37.5% 24.7% % Asian 1.8%1 2.5% 2.6% % Hispanic (all races) 19.2% 15.8% 16.6% Lifestyles PrizmNET"', a market segmentation system developed by Claritas VNU, is a geographically based market analysis system that augments demographic data with consumer information. The analysis system classifies every household in the United States into a unique market segment. Each market segment consists of households that are at similar stages in the life cycle and share common interests, purchasing patterns, financial behavior, and demands for products and services, including cultural activities. AMS Planning & Research Page 13 May 2005 Tamarac Performing Arts Feasibility Study The classification system was created by combining information from Claritas VNU and other diverse sources such as SIMMONS lifestyle surveys with U.S. census demographic data. Over 250 unique characteristics assembled from more than 890,000 households are used, including geodemographic data (Census 2000 demographics and ZIP+4-level demographics), financial and consumer activity, leisure activity, and socioeconomic and housing data. A detailed lifestyle analysis for Tamarac and the 5- and 10-mile radii is located in Appendix 3. Highlights follow. Figure 8: Lifestyle Segments & Percentages Broward Count %° City Roots 10.2% Multi-Culti Mosaic 8.6% American Dreams 8.5% Close -In Couples 7.5% The Cosmopolitans 6.1% Money & Brains 5,6% Winner's Circle 4.6% American Classics 4.3% Kids & Cul-de-sacs 4.2% Blue Blood Estates 2.7% TOTAL 62.4% Tamarac Ot City Roots 25.2% Close -In Couples 15.3% The Cosmopolitans 11.0% American Classics 8.8% Domestic Duos 6.4% Money & Brains 6.3% American Dreams 5.5% Multi-Culti Mosaic 5.3% Suburban Sprawl 2.9% Big City Blues 2.0% TOTAL 88.7% Comparing the household lifestyle characteristics of Tamarac with Broward County (see Figure 8) reveals that, generally, the market areas are somewhat similar, although Tamarac is significantly more concentrated in fewer segments. Of the top 10 segments, seven are shared between the two geographies; both Broward County and Tamarac have City Roots, Close -In Couples, and The Cosmopolitans in their top five segments (see descriptions of these segments below). However, Tamarac's top three segments alone account for 51.5% of the overall population, as compared to 25.5% for Broward County's top three segments; furthermore, the three segments in Broward's top ten do not appear on Tamarac's list (Winner's Circle, Kids & Cul-de-sacs, and Blue Blood Estates) are all higher -income households. Descriptions of the lifestyle segments that predominate in Tamarac and Broward County follow: Found in urban neighborhoods, City Roots (25.2% of Tamarac, 10.2% of Broward County) is a segment of lower -income retirees, typically living in older homes and duplexes they've owned for years. In these ethnically diverse neighborhoods -more than a third are African -American and Hispanic- residents AMS Planning & Research Page 14 May 2005 Tamarac Performing Arts Feasibility Study are often widows and widowers living on fixed incomes and maintaining low-key lifestyles. Close -In Couples (15.3% of Tamarac, 7.5% of Broward County) is a group of predominantly older, African -American couples living in older homes in the urban neighborhoods of mid -sized metros. High school educated and empty nesting, these 55-year-old-plus residents typically live in older city neighborhoods, enjoying secure and comfortable retirements. Educated, midscale and multi -ethnic, The Cosmopolitans (11.0% of Tamarac, 6.1 % of Broward County) are urbane couples in America's fast-growing cities. Concentrated in a handful of metros -such as Las Vegas, Miami and Albuquerque- these households feature older home -owners, empty -nesters and college graduates. A vibrant social scene surrounds their older homes and apartments, and residents love the nightlife and enjoy leisure -intensive lifestZles. They may be older, lower -middle class and retired, but the residents of American Classics (8.8% of Tamarac, 4.3% of Broward County) are still living the American Dream of home ownership. Few segments rank higher in their percentage of home owners, and that fact alone reflects a more comfortable lifestyle for these predominantly white singles and couples with deep ties to their neighborhoods. Domestic Duos (6.4% of Tamarac, not among Broward County's Top 10 segments) represents a middle-class mix of mainly over 55 singles and married couples living in older suburban homes. With their high-school educations and fixed incomes, segment residents maintain an easy-going lifestyle. Residents like to socialize by going bowlin-g, seeing a play, meetine at the local fraternal order or going out to eat. The residents of Money & Brains (6.3% of Tamarac, 5.6% of Broward County) seem to have it all: high incomes, advanced degrees and sophisticated tastes to match their credentials. Many of these city dwellers, predominantly white with a high concentration of Asian Americans, are married couples with few children who live in fashionable homes on small, manicured lots. They are frequent arts consumers. American Dreams (5.5% of Tamarac, 8.5% of Broward County) illustrates how ethnically diverse the nation has become: more than half the residents are Hispanic, Asian or African -American. In these multilingual neighborhoods -one in ten speaks a language other than English- middle-aged immigrants and their children live in middle-class comfort. An immigrant gateway community, Multi-Culti Mosaic (5.3% of Tamarac, 8.6% of Broward County) is the urban home for a mixed populace of younger Hispanic, Asian and African -American singles and families. With nearly a AMS Planning c& Research Page 15 May 2005 Tamarac Performing Arts Feasibility Study quarter of the residents foreign born, this segment represents first -generation Americans who are striving to improve their lower -middle-class status. Suburban Sprawl (2.9% of Tamarac, not among Broward County's Top 10 segments) is an unusual American lifestyle: a collection of midscale, middle- aged singles and couples living in the heart of suburbia. Typically members of the Baby Boom generation, they hold decent jobs, own older homes and condos, and pursue cocooning versions of the American Dream. Among their favorite activities are jogging on treadmills, playing trivia games and renting videos. With a population that's 50% Latino, Big City Blues (2.0% of Tamarac, not among Broward County's Top 10 segments) has the highest concentration of Hispanic Americans in the nation. But it's also the multi -ethnic address for downscale Asian and African -American households occupying older inner-city apartments. Concentrated in a handful of major metros, these young singles and single -parent families face enormous challenges: low incomes, uncertain jobs and modest educations. More than 40% haven't finished high school. Among the wealthy suburban lifestyles, Winner's Circle (4.6% of Broward County, not among Tamarac's Top 10 segments) is the youngest, a collection of mostly 25- to 34-year-old couples with large families in new -money subdivisions. Surrounding their homes are the signs of upscale living: recreational parks, golf courses and upscale malls. With a median income of nearly $90,000, Winner's Circle residents are big spenders who like to travel, ski, dine out, shop at clothing outiques and take in a show. Upscale, suburban, married couples with children -that's the skinny on Kids & Cul-de-Sacs (4.2% of Broward County, not among Tamarac's Top 10 segments), an enviable lifestyle of large families in recently built subdivisions. With a high rate of Hispanic and Asian Americans, this segment is a refuge for college - educated, white-collar professionals with administrative jobs and upper -middle- class incomes. Their nexus of education, affluence and children translates into large outlays for child -centered products and services. Blue Blood Estates (2.7% of Broward County, not among Tamarac's Top 10 segments) is a family portrait of suburban wealth, a place of million -dollar homes and manicured lawns, high -end cars and exclusive private clubs. The nation's second -wealthiest lifestyle, it is characterized by married couples with children, college degrees, a significant percentage of Asian Americans and six -figure incomes earned by business executives, managers and professionals. Typically, the top lifestyle segments for attendance at performing arts events in urban and suburban areas include only one of those that occur in reasonably large numbers in Tamarac — Money & Brains. The following provides an overall market quality assessment, based on the market area data. AMS Planning & Research Page 16 May 2005 Tamarac Performing Arts Feasibility Study Market Area Potential A national database of consumers has been utilized to analyze the lifestyle data and provide a measure the audience potential for arts programs in the market area. Using the consumer profile to evaluate the market enables us to assign an index that indicates the potential for arts programs in specific geographic areas. Figure 9 shows an index number for a range of arts activities for each of the Tamarac geographies that compares the attendance propensity to the national average (index of 100 is the average). As an example, the index of 108 for "Belong to Arts Association" for City of Tamarac indicates that residents are 8% more likely to belong to an arts association than the national average. Overall, the City of Tamarac shows a moderately strong propensity towards attendance at theater and just above -average expected attendance at other live performing arts activities, average participation in painting, drawing, and sculpting, and below - average participation in crafts; the broader radii and the Broward County area are all markets for each attribute analyzed. Figure 9: Arts Potential Index Lifest Ie Attribute City of Tarrtarac B Mile '.-Radius 10 Mile Radius `rBroward '', Counf Belong to Arts Association 108 121 120 117 Go to Museum 105 115 116 116 Go to Music/Dance Performance 99 107 109 110 Go to Live Theatre 114 115 118 120 Do Needlework/Quilting 70 72 79 81 Do Photography 84 93 97 98 Do Poftery/Jewerly Making 71 98 102 103 Do Painting/Drawing/Sculpting 98 116 113 111 Figure 10: Top Arts Segments TOP ARTS SEGMBIVTS ., Tamarac Brow' d Upper Crust 0.3% 1.0% Blue Blood Estates 0.0% 2.7% Movers & Shakers 0.2% 1.4% Young Digerati 1.3% 2.3% Money & Brains 6.3% 5.6% Executive Suites 0.0% 0.7% Second City Elite 0.0% 0.0% Bohemian Mix 0.6% 2.0% TOTAL 8.8% 15.7% AMS Planning & research Page 17 May 2005 Tamarac Performing Arts Feasibility Study Figure 10 shows a listing of the percentage of households in the City of Tamarac and Broward County that on a national average typically exhibit strong interest in and attendance at traditional performing arts events such as classical music, drama, and dance. In the City of Tamarac, 8.8% of households are classified as high -potential consumers, some 2,492 households. In Broward County, the number is 15.7%, accounting for over 109,000 households. AMS Planning & Research Page 18 May 2005 Tamarac Performing Arts Feasibility Study 3. Competitive Environment Summary Working with data available from the Broward County Department of Cultural Affairs, AMS has compiled a list of theaters and performing arts venues within Broward County in order to better understand the competitive environment in which a proposed new venue would be built. For complete data please see Appendix 4. Two key components of all competitive venues are the location relative to Tamarac, and the seat count. Refer to Figure 11 for a summary of potentially competitive venue seat count and relative proximity to Tamarac. The two venues within Tamarac — the King's Point Theater and the Tamarac Theatre for the Performing Arts — can be seen in Mile 1; the Coral Springs Center for the Performing Arts is four miles from Tamarac, and the Broward Stage Door Theater Company in Coral Springs, with theaters of 340 and 140 seats, is five miles away. The cluster of venues 14 miles from Tamarac represents the Performing Arts venues in Ft. Lauderdale. The presence of the King's Point Theater, the Coral Springs Arts Center, and the Broward Center for the Performing Arts all suggest that there is limited market opportunity for a large venue in Tamarac. However, there are relatively few venues under 800 seats in the immediate area, suggesting a wide range of potentially successful seat counts. AMS Planning & Research Page 19 May 2005 3,000 2,500 2,000 c a 0 1,500 1,000 500 0 Tamarac Performing Arts Feasibility Study Figure 11: Competitive Theater Seat Count and Proximity Broward County Theater Landscape 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Miles from Tamarac AMS Planning & Research May 2005 Page 20 Tamarac Performing Arts Feasibility Study User Survey Based on lists of performing arts and cultural groups provided by the Broward County Department of Cultural Affairs, AMS surveyed thirty-eight performing arts organization via mail and the internet to test interest in use of a new theater in Tamarac. Follow-up phone calls and a -mails were made to verify that each group had received the survey and encourage their response. A total of eight groups responded to the survey; of those; six indicated interest in using a theater in Tamarac. Two key questions were asked of each group; first, what the minimum, optimum, and maximum number of seats would be for a new theater in Tamarac; secondly, how many performances the group would present in such a theater an annual basis. The summary of these responses can be seen in Figure 12. The minimum, optimum, and maximum number of seats are represented by the vertical bars and correspond to the numbers on the left-hand side of the chart; the number of annual performances per group is represented by the green line and corresponds to the numbers on the right-hand side. Of the six responding groups, four (Ft. Lauderdale Gay Men's Chorus, Maximurn Dance, Florida's Singing Sons Boychoir, and the Florida Youth Orchestra) all suggest an optimum seat count between 600 and 750 seats; these four groups combined, however, would perform only 13 shows per year in such a venue. In contrast the Tamarac Theatre of the Performing Arts would perform as many as 80 shows in a venue between 150 and 300 seats. Taking all responses into account, and then weighting each one for the number of times they would perform, a "weighted average" of 313 seats as the optimum seat count can be calculated. AMS Planning & Research Page 21 May 2005 1000 800 0 600 U CU 400 200 0 Tamarac Performing Arts Feasibility Study Figure 12: Seat Count Calculations Ft. Maximum Florida's Florida Tamarac Fantasy Average Weighted Lauderdale Dance Singing Youth Theatre of Theatre Average Gay Men's Sons Orchestra Performing Factory Chorus Boychoir Arts AMS Planning & Research May 2005 80 60 a3 40 :D 0 0 it 20 0 Page 22 Tamarac Performing Arts Feasibility Study The Lawrence Arts Center Lawrence Arts Center 4. Comparable Projects Based on information gathered in the community context, demographic and lifestyle summaries, competitive venue analysis, and user surveys, AMS conducted an analysis of three arts venues which illustrate potential models for the City of Tamarac. All three venues include theaters of approximately 300 seats; all also incorporate spaces for educational uses in the visual arts and crafts. All of the venues are located in communities similar in size to Tamarac, and are all of a scale near the city's currently -budgeted $10 million capital cost estimate for a new facility. For complete details on each of the venues please refer to Appendix 5. Located in Lawrence, Kansas, this venue is owned by the City government and operated under contract by a non-profit organization. It was built cooperatively by the two entities. It is located in the city's downtown. The Lawrence Arts Center has an extremely active educational focus in the visual arts and crafts. While the organization is over 30 years old, its new 40,000 square foot facility was opened in 2002 at a construction cost of $7.25 million. The Lawrence Arts Center features a 300-seat fixed -seating theater used primarily for drama and dance, a studio/black box space used for both informal performance and rehearsals, two arts -based preschool classrooms, two art classrooms, two dance studios, two art gallery spaces, individual studio classrooms for ceramics, jewelry/stained glass, photography, and printmaking, a writing classroom, costume and set shops, and a gift shop. The primary focus of the Lawrence Arts Center's programs is its educational programs, which serve over 6,000 students in art and drama, 2,500 students in dance, 250 students in art -based preschool, and 250 students in summer youth theater. The Center's art exhibitions host over 10,000 visitors annually. Performances in the theater include the Center's two performing groups, the Seem -To -Be Players Children's Theatre and the Prairie Wind Dancers. AMS Planning & Research May 2005 Page 23 Tamarac Performing Arts FeasibilityStudy The Black Rock Center Black Rock Center Fairfield Community Cultural Center The Black Rock Center for the Performing Arts in Germantown, Maryland was originally built by the Montgomery County Government and operated by a non- profit but operations have recently been taken under County control. This $10 million facility was created in an attempt to establish a focus and "town -like" atmosphere in the new town of Germantown, a suburb of Washington, DC, some 30 miles away. 5 y, The Black Rock Center features a 210-seat mainstage theater, a 130 seat dance theater, a visual art gallery, a dance studio, children's studio, terrace studio, and art studio. In comparison to the Lawrence Arts Center, the venue's primary purpose is to create opportunities for visitors as spectators (either at performances in the theater, or for art shows in the gallery) rather than as participants in classes. That focus is echoed in the Black Rock Center's substantial programming, which includes series of dance, jazz, popular music, holiday performances, and classical music. The center's estimated annual attendance is 20,000 patrons. The Fairfield Community Cultural Center in Fairfield, Ohio, currently under construction, is being built by City Government to be operated as part of a municipal Parks and Recreation department. This 40,500 square foot facility, budgeted at $8.5 million, is part of the new Town Green development in Fairfield and represents the City's effort to create a gathering place for the entire community. The Community Cultural Center will combine the performing arts events and visual art classes and displays with community gatherings in a large banquet room, a senior citizen center, a children's room, and recreation and dance classes in a multi -purpose studio space. The 250-seat theater is designed for maximum flexibility, and includes a section of raked floor with fixed seating and a terraced section that can be either standard theater seating or converted into a flat floor for cabaret seating, open space for children, or an extension of the stage into the audience space. Fairfield Cultural Center The City of Fairfield does not plan on booking and presenting performances such as those at the Black Rock Center, nor do they anticipate having in-house performing groups such as the Prairie Wind Dancers at the Lawrence Arts Center. Instead, they will serve as a landlord to make the theater space available to a variety of local and regional performing arts groups. In addition, the Parks and Recreation Department plans to use the theater for a wide range of programs and classes. AMS Planning & Research Page 24 May 2005 Tamarac Performing Arts Feasibility Study 5. Facill0-tv Recommendations AMS's research, interviews and meetings with community leadership, local arts groups, and educators, as well as analysis of local performance venues and the market research, have provided us with many insights into the needs and desires for arts facilities in Tamarac. The market and competitive analysis suggests there is no opportunity for a large regional theater. A small number of regional performing arts organizations have indicated interest in, and projected 13 performances annually for, a 600 to 750-seat theater. One local organization, Tamarac Theatre for the Performing Arts, indicates strong interest in a small, flexible theater no larger than 300 seats and projects some 81 annual performances plus rehearsals and loading time. Additional uses for a small theater have been indicated by the 13roward County Library and the Tamarac Parks and Recreation Department and would include touring arts programs, meetings, conferences, film showings and public assembly events for businesses, government agencies, educational institutions, social organizations and others. Such a venue would also be an ideal home for a children's theater company, either in residence or touring. To optimize utilization, a flexible "Studio Theater" theater that would incorporate removable seating using a collapsible riser system with upholstered high quality theater seating is recommended. The movable risers and seating will enable use of the venue to for a theater performance, recital or other performance -style event. With the seating removed, the space would be suitable for rehearsals, classes and other activities requiring a large flat floor area. In addition to a performance venue, spaces for visual arts and crafts classes and exhibits are recommended. Discussions with community arts leaders and analysis of the comparable venues suggests that six to eight spaces, plus one to three small meeting rooms would be used. The following provides a preliminary concept and order of magnitude space requirements and costs for an arts center AMS Planning & Research Page 25 May 2005 Tamarac Performing Arts Feasibility Study that would meet the community's needs and interests and serve the growing, diverse population of Tamarac and its surrounding communities. Proposed Use Types Before defining the physical spaces for a building, it is appropriate to establish some agreed -upon aims for the facilities. AMS believes that priority uses for a community arts facility should provide for the following activities: • Dance, music and theater performances and presentations by local arts organizations Performances of the best available touring groups offering music, theater and dance • Visual arts and crafts classes • Performing arts rehearsal and classes • Meetings, conferences and lectures The chart below describes the potential uses for an arts facility and the technical and spatial requirements. Figure 13: Potential Uses Proposed Uses Description Requiremeuts Arts and Crafts classes Number and type to be determined: Natural lighting to classrooms, patio painting, 3-dimensional, ceramics, access, wet/dry rooms, specialized photography, children's, etc. equipment Choral and Instrumental Recitals, chamber groups, choral 4 to 12 performers, excellent natural Music acoustics Dance Dance recitals Up to 5 dancers, recorded music Opera Recitals, Musical Small musicals and chamber opera Up to 10 performers, orchestra up to 5 Theater productions musicians (offstage) Performing Arts Classrooms to accommodate up to 20 Acoustic, technical equipment as Classes (more children); dance, theater, music; appropriate, sprung floors, mirrors, dance final number to be determined barres, etc. Stage Plays Full repertoire Large range of cast sizes, scenery hanging Meetings Wide range of assembly types Minimal, lectern, table for panelists, A/V capability Touring Events Popular, jazz, folk, ethnic recitals, Up to 10 performers, recorded or live, children's theater, etc scenery hanging, easy loading Film 16mm (optional 35mm), Digital Retractable screen projection, high quality sound system AMS Planning & Research Page 26 May 2005 Tamarac Performing Arts Feasibility Study Design Features The theater facility should incorporate features that enable it to be flexible yet provide a quality theatrical environment for audiences and performers alike. The chart below indicates the spaces and features that should be incorporated into the design. The facility would be a "presenting" venue and would not incorporate set or costume production spaces. The design should allow for multiple uses of ancillary spaces such as the lobby, green room, and practice rooms for meetings and special events. Figure 14: Design Technical Features )Feature Description Theater Small removable stage; cable or tension grid fly system Lobby Allow minimum 5 sq. ft. per person; suitable for informal performances, meetings, receptions, wall hanging system for art exhibits Dressing Rooms At least 15 performers, include showers and toilets, green room, chorus change rooms (could use classrooms) Shops (set construction, Not included costume) Offices Accommodate small management staff of up to 5 Storage Plentiful "live" storage and permanent storage for equipment, supplies and orchestra instruments Box Office Central box office for community events Concessions Built-in bars in lobby Food Service Catering service kitchen for receptions, social events, meetings, etc. Floors Resilient floor for stage Sound System Reinforcement, stage monitor, intercom, sound effects, hearing impaired system Stage Lighting Computer system (dimmer per circuit) for theater and concerts Adjustable acoustics for music and speech using retractable drapes and reflectors Acoustics (to adjust reflection and reverberation); acoustical shell on stage, acoustical separation of rooms to enable spaces to be used simultaneously; very low ambient noise Handicapped Access Required throughout building for performers, technicians, staff and public Restrooms To serve maximum audiences in lobby and front of house; Restrooms to serve administrative and technical staff offices and rehearsal rooms AMS Planning & Research Page 27 May 2005 Tamarac Performing Arts Feasibility Study Preliminary Space Requirements As planning progresses, more detailed space requirements will be developed in collaboration with prospective users. The table below outlines a preliminary estimate of spaces that would. be required for an arts facility to meet the identified needs and market potential. The Studio Theater is proposed to be a flexible form space with a maximum seating capacity of 300. The room would have the technical capability and ambiance to accommodate theater, music and dance performances, rehearsals and many other events requiring a flat floor. Seating and platform risers systems would be provided to allow the room to be quickly adjusted to accommodate the varied uses. An overhead wire grid or galleries for lighting and scenery would allow maximum flexibility. Public spaces (lobbies, restrooms and lounges) are proposed to be adequate in area to allow for special events and functions beyond support for the theater intermissions. Social and civic events can be hosted in these spaces, both enhancing their use and providing revenue. A total of six classrooms and teaching studios plus a multipurpose room are proposed. The multipurpose room, which would accommodate a maximum of about 150 in banquet style, should be dividable into three separate rooms to accommodate smaller meetings. An outdoor function area of at least 1,500 sq. ft, should be included in the design. A total gross building program of about 36,000 square feet has been estimated. The program includes all necessary spaces for circulation, mechanical systems, wall thickness, etc. As planning progresses, a more detailed schedule of spaces will be required. AMS Planning & Research Page 28 May 2005 Tamarac Performing Arts Feasibility Study Figure 15: Building Requirements Space Components Gross Area �sq.' ft ) Studio Theater A flat -floor room with portable risers, control rooms 6,000 Stage/Performer Dressing rooms, rest rooms/showers, green room, seat 2,500 Support storage, loading/holding area, general storage Lobby/Gallery Spaces Foyer/Lobby, gallery, concessions, restrooms, gift shop, 5,000 storage Administration Reception & general offices, conference room, box office 2,500 Multipurpose Room Large, dividable space 2,500 Performing Arts 3 rooms, storage 5,000 Classrooms/Rehearsal Visual Arts & Crafts 3 rooms, storage 5,000 Classrooms Circulation/Mechanical HVAC, stairs, hallways, etc. 7,500 TOTAL 36,000 Parking Optimally, assembly facilities require one parking space for every 2.5 seats plus an allowance for staff, which indicates a total of about 200 parking spaces to meet the needs for the theater space. For the classrooms, based on 150 participants at a single time, allowing one car for two persons plus staff suggests a requirement of an additional 75 spaces. The total requirement therefore will be a maximum of about 275 parking spaces, ideally located within 500 to 1,000 feet of the venue. Co -location with an existing building such as the Community Center may reduce the parking requirement. Detailed parking studies should be completed for the selected site to identify the potential to share with existing parking or on -street parking. Site Requirement Ideally the facility would be a single floor building and occupy a 36,000 square foot footprint, plus allowances for setbacks, landscaping and outdoor areas. If some classrooms were located on a second level, a two story building could be constructed, reducing the footprint requirement to about 25,000 square feet. A single story building, together with surface parking, will require about 3 acres or AMS Planning & Research Page 29 May 2005 Tamarac Performing Arts Feasibility Study more, depending on design and environmental requirements (e.g., stormwater retention). A two story building could reduce the requirement by about 0.5 acres. Site Alternatives There is a consensus among community leaders that the best location for a cultural arts facility would be within the Main Street project. There appear to be two opportunities for development; co -location with the Community Center, or at a site on 94`s Avenue near Millennium and Challenger Schools. Community Center Co -location Co -location of a cultural arts center with the Tamarac Community Center would offer many advantages: • A larger scale multi -building complex would increase visibility and awareness • Combined management of the two components would be efficient • The planned Community Center expansion could be incorporated into the design On the other hand, while combining the two projects would create a single focus for community activities, it would not create activity at other locations along Main Street. By creating a larger project, there may be an opportunity to re -orient the Community Center entrance from Commercial Boulevard to reinforce activity along 57 h, the new Main Street, 94" Avenue The 94`h Avenue location, on a city owned property at the northeast corner of 57`" Street, offers the potential to offer convenient access for students at Millennium and Challenger Schools. Neither of the schools includes theater or extensive arts facilities. School administration expressed interest in both in -school and after - school use of facilities at an arts center. However, this site may be more expensive to develop since dedicated parking would be required. On balance, AMS believes that co -location with the Community Center is preferred, although either site could accomplish the objectives. Preliminary Cost Estimate A preliminary estimate of probable construction cost is based on research into the comparable facilities and other similar projects. The project costs for the comparison projects analyzed for this study have been updated to 2005 and indicate that construction cost per square foot of similar facilities ranges from $212 per square foot to $300 per square foot. The design of the project, quality of AMS Planning & Research Page 30 May 2005 Tamarac Performing Arts Feasibility Study construction, and location have an impact on construction costs and published national indices can be applied to these estimates. The cost of construction in Maryland tends to be high, whereas in Lawrence, Kansas construction costs tend to be low. Southern Florida costs are close to the national average and based on our analysis, a per square foot project cost for a project of typical moderate quality level would be about $250, if built in 2005. This cost includes design fees, consultants, contractor's fees, and FF&E (furnishings, fixtures and equipment). Costs for acquisition of buildings and/or land have not been estimated, nor have costs for dedicated parking. Owner's costs, such as financing costs, fundraising, legal fees, staff and associated management costs prior to opening, presentation models, and renderings are also not included in the cost estimate due to the wide range of options available to cover these kinds of expenses. It should be noted that the past 18 months have seen double-digit inflation in basic construction material costs (such as steel and concrete), making budgets such as those used in Lawrence, KS; Fairfield, OH; and Germantown, MD significantly outdated from a cost perspective. The construction cost could also vary widely related to the design and functional needs for each area within the facility, extensive landscaping, unknown factors such as site conditions or geo-technical requirements and unforeseen market conditions. As the project moves forward, more detailed site analyses will be conducted and design concepts determined to refine these estimates. A professional cost consultant familiar with similar types of buildings should be consulted to assist with estimates of construction costs. AMS Planning & Research Page 31 May 2005 Tamarac Performing Arts Feasibility Study Figure 16: Comparable Building Space Requirements Project Location Year Size Theater #Classrooms 'S per seq ft ; Arts Center Lawrence, KS 2002 40,000 300 8 $212 Slack Rock Arts Germantown, Center MD 2003 34,000 210 6 $300 Community Arts Fairfield, OH 2O06 40,500 250 7 $250 Center Average $254 Based on the comparable projects and the preliminary building requirements that have been identified, AMS recommends that a total project budget of $10 to 12 million be established, excluding land acquisition costs. AMS Planning c& Research Page 32 May 2005 Tamarac Performing Arts Feasibility Study 6. Management and Operations Performing arts and community arts centers are not typically self-supporting facilities. A preliminary analysis of the operational costs for the proposed facility has been made, drawing on the comparison facilities and analysis of similar arts centers throughout the US. It is assumed that the center will be owned and managed by the City of Tamarac and will be debt free when it opens. The facility will be operated as a rental venue for local non-profit arts organizations, individuals and businesses. The City will produce and present a full range of arts events and classes through its Parks and Recreation programs. With a moderately high level of projected use and an affordable fee and rental income structure typical for these types of facilities, AMS projects a budget, including program costs, in the range of $750 thousand to $1 million for a typical year's operation. This assumes a staffing level of b to $ full time employees, augmented by part- time and volunteer staff and includes all costs for operations, programming and maintenance of the facility. Revenues will be derived from class fees and ticket sales, rentals of the theater and other spaces (including weddings and social events), class fees, concessions and a gift shop. A preliminary estimate of net annual operational cost would be in the order of 15 to 35 percent of total operating cost, based on analysis of similar arts centers. A best case scenario would result in a net cost of $112,000 annually (15% of $750 thousand) or a worst case of $350,000 per year (35% of $1 million). These projections apply to a base year, after the project has achieved a stable level of use and operations. As planning for this project goes forward, additional financial analysis and forecasting of operating revenues and costs should be conducted, including the potential for contracting with a non-profit organization to operate the center. AMS Planning & Research Page 33 May 2005 Appendix l: Tamarac Key Informant Interviews Nancy Ansley, Programmer, Tamarac Library Mary Becht, Broward County Cultural Division Earl Bosworth, Broward County Cultural Division Dr. Cheryl Cendan, Principal, Millenium Middle School Henry Dressler, Economic Development Foundation Henry Fernandez, Faith Center Ministries Beth Flansbaum-Talabisco, Commissioner Linda Kamin, Library Manager Kathy Margoles, Director of Parks and Recreation Cynthia O'Brien, Coral Spring Institute for the Performing Arts Ed Portner, Commissioner Karen Roberts, Commissioner Joe Schreiber, Mayor James Shermer, Broward County Cultural Division Marc Sultanof, Vice Mayor Elayne Weisburg, Chair, Public Arts Committee Dorothy Willis, Tamarac Theatre of the Performing Arts Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC City 5 Mile Radius 10 Mile Radius 2004 Estimated Population 57,385 443,543 1,112,358 Age Analysis: # of Children, Ages 5-14 4,506 59,115 146.848 % Children, Ages 5-14 7.9% 13.3% 13.2% # of Adults, Ages 35-59 16,111 147,413 403,388 % Adults, Ages 35-59 28.1 % 33.2% 36.3% # of Adults, Ages 60+ 23,946 97,000 217,359 % Adults, Ages 60+ 41.7% 21.9% 19.5% 2004 Estimated Households 28,320 178,549 452,487 Income Analysis: # of Households with Income > $75,000 3,473 27,317 91,582 % Households with Income > $75,000 12.3% 15.3% 20.2% Median Household Income' $45,510 $47,593 $55,353 "half above, half below Average Household Income (mean) $55,261 $58,563 $73,041 % 2003 Households Below Poverty 6.5% 10.5% 9.5% Educational Attainment % Adults (25+) with Bachelors Degree or Higher 17.0% 18.6% 24.0% Race/Ethnicity • Population Hispanic (independent of race) 19.2% 15.8% 16.6% • Population Black/African American 14.3% 37.5% 24.7% • Population Asian/Pacific Islander 1.8% 2.5% 2.6% Marital Status & Children • Single 17.0% 26.9% 27.0% • Married 55.9% 51.8% 52.8% • Previously Married 28.7% 24.4% 22.9% # of Households with Children 4,599 55,618 139,285 % Households with Children 16.2% 31.1 % 30.8% Travel Time to Work, 2004 Pop. 16+ Yrs. % Less than 15 minutes/Work At Home 19.8% 18.8% 22.0% 60+ Mins. Travel to Work 6.5% 6.6% 6.6% Average Commute Time (in minutes) 29.6 29.5 28.7 Data reflect resident population only. Transient populations (e.g., seasonal residents, students) are not included. Data source: Claritas, U.S. Census, and updates. Page 1 of 11 ysis Geography 1: ysis Geography 2. parison Geography POPULATION Appendix 2 Tamarac City Tamarac 5 Mile Radius Tamarac 10 Mile Radius 2009 Projection 2004 Estimate 2000 Census 1990 Census Growth 2004 - 2009 HOUSEHOLDS 2009 Projection 2004 Estimate 2000 Census 1990 Census Growth 1990 - 2000 POPULATION GROWTH Change In Population, 1990-2000, Est. Change In Population, 2000-2004, Est. Change In Population, 2004-2009, Proj. Cumulative Change In Pop., 1990-2009 25 20% u1 uLL_. 15% O 0 N 0 0 10% W 0. 5% 0% 03/10/2005 Audience Insight LLC City 5 Mile Radius 10 Mile Radius 60,047 457,530 1,173,624 57,385 443,543 1,112,358 55,588 435,112 1,068.478 45,366 371,828 884,727 4.6% 3.2% 5.5% 29,572 184,266 476,503 28,320 178,549 452,487 27,423 174,868 434,829 23,091 153,884 370,154 18.8% 13.6% 17.5% 10,222 63,284 183,751 1,797 8,431 43,880 2,662 13,987 61,266 14,681 85,702 288,897 COMPARATIVE POPULATION GROWTH, 1990 - 2009 OCity 25 Mile Radius C710 Mile Radius 1 3.2 miff 1990 - 2000 (Census) 2000. 2004 (Est.) 2004 -2009 (Proj.) Page 2 of.11 Appendix 2 Analysis Geography 1: Tamarac City 0311OY2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC 2004 EST. POPULATION BY AGE Age 0-4 Age 5-9 Age 10 - 14 Age 15-17 Age 18 - 20 Age 21 - 24 Age 25 - 34 Age 35 - 44 Age 45 - 49 Age 50 - 54 Age 55 - 59 Age 60 - 64 Age 65 - 74 Age 75 - 84 Age 85 and over City 5 Mile Radius 10 Mile Radius 57,385 443,543 1,112,358 4.5% 6.4% 6.3% 4.1% 6.5% 6.5% 3.7% 6.8% 6.7% 2.0% 4.1 % . 4.0% 2.0% 3.5% 3.4% 3.0% 4.4% 4.2% 10.8% 13.1% 13.1% 11.4% 15.0% 16.4% 5.2% 6.9% 7.6% 5.6% 6.1% 6.7% 5.8% 5.3% 5.6% 5.4% 4.1% 4.2% 13.7% 6.9% 6.6% 15,8% 7.1% 5.8% 6.9% 3.8% 2.9% Median Age 52.84 38,40 38.55 Average Age 50.64 39.77 39.13 % OF EST. 2004 TOTAL POPULATION, CHILDREN BY AGE GROUP 30% 25% 20% CO `' 17 Age 15 - 17 0 15%1101 © Age 10 - 14 w p 10% El Age 5 - 9 e C7 AgeO-4 5% 0% City 5 Mile Radius 10 Mile Radius f F �e Ir 9'f �✓S P � Page 3 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC % OF EST. 2004 TOTAL POPULATION, GENERATION X (18-34) BY AGE GROUP 40% 35% 30% 25% OY0% LL 15% O e 10°/P 5% 0% f0 Age 35 - 44 13 Age 25 - 34 0 Age 21 - 24 O Age 18 - 20 City 5 Mile Radius 10 Mile Radius % OF EST. 2004 TOTAL POPULATION, ADULTS 35+ 65% 60% 55°/P 68%oY.;. 50°/P r 45°/P 0 40°/P f r <. 0 Age 85 And Over a it ✓� f , r 3 B% ;:: 2 9°/P ; 0 Age 75 - 84 Q 35 °/P Ji rf r lid/l °fin rr, © Age 65 - 74 11 Age 60 - 64 LL 0 259/6 , I i I E7 Age 55 - 59 0 Age 50 - 54 Q Age 5.6 %P 5% 0% City 5 Mile Radius 10 Mile Radius Page 4 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/1012005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC City 5 Mile Radius 10 Mile Radius 2004 EST. POPULATION (25+) BY EDUCATION LEVEL 46,276 302,642 766,380 Less than 9th grade 4.6% 6.0% 5.5% Some High School, no diploma 11.8% 14.8% 13.0% High School Graduate (or GED) 37.7% 32.3% 28.9% Some College, no degree 22.5% 21.1% 21.4% Associates Degree 6"4% 7.2% 7.3% Bachelors Degree 11.2% 12"5% 15.6% Masters Degree 3.5% 4.0% 5.2% Professional School Degree 1.5% 1.5% 2.4% Doctorate Degree 0.8% 0.6% 0.8% % 2004 EST. ADULTS (25+) BY EDUCATION LEVEL Doctorate Degree ■ city Professional School Degree t75 Mile Radius M 10 Mile Radius Masters Degree Bachelors Degree Associates Degree Some College, No Degree High School Graduate (Or Ged) Less Than High School (0-11) 0% 5% 10% 15% 20% 25% 30% 35% 40% % OF ADULTS (25+) Page 5 of 11 Appendix 2 Analysis Geography 1; Tamarac City 03/10/2005 Analysis Geography 2. Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC 2004 EST. HOUSEHOLDS BY INCOME Less than $15,000 $15,000 - $24,999 $25,000 - $34,999 $35,000 - $49,999 $50,000 - $74,999 $75,000 - $99,999 $100,000 - $149,999 $150,000 - $249,999 $250,000 - $499,999 $500,000 and more 2004 Est. Average HH Income 2004 Est. Median HH Income 2004 Est. Income Per Capita 25% 20% co 9 J 0 15% W 0 D 0 x 10% w 0 e 5% 0% City 5 Mile Radius _ 10 Mile Radius 28,320 178,549 452,487 17.5% 16.8% 14.8% 15.7% 14.1% 12.1% 14.9% 14.4% 13.0% 17.3% 17.2% 16.2% 18.2% 18.9% 18.7% 9.0% 9.6% 10.8% 5.2% 6.2% 8.7% 1.6% 2.0% 3.9% 0.5% 0.5% 1.2% 0.1 % 0.2% 0-6% $47,104 $49,932 $61,071 $36,641 $39,038 $44,378 $23,445 $20,300 $25,097 EST. 2004 HOUSEHOLD INCOME ■City; Median = $36,640 ❑ 5 Mile Radius: Median = $39,040 ©10 Mile Radius: Median = $44,380 Less than $15,000 • $25,000 • $35,000 • $50,000 • $75,000 • $100,000 - $150,000+ $15,000 $24,999 $34,999 $49,999 $74,999 $99,999 $149,999 Page 6 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC 2004 ESTIMATED POPULATION White Black Asian 8 Pacific Islander Other Races Hispanic Origin (Independent Of Race) 2004 HISPANICS BY RACE White Alone Black Other 2004 EST. POP. BY HISPANIC OR LATINO BY ORIGIN Not Of Hispanic Origin HISPANIC OR LATINO: Mexican Puerto Rican Cuban Other Hispanic White Black Asian/Pac. Isl. Other Hispanic" City 5 Mile Radius 10 Mile Radius 57,385 443,543 1,112,358 76.2% 52.0% 65.0% 14.3% 37.5% 24.7% 1.8% 2.5% 2.6% 7.6% 8.0% 7.7% 19.2% 15.8% 16.6% 11,032 69,932 184,996 70.9% 68:9% 72.1 % 3.2% 4.3% 3.1 % 25.9% 26.7% 24.8% 57,385 443,543 1,112,358 80.8% 84.2% 83.4% 11,032 69,932 184,996 6.2% 8.1% 10.1% 23.7% 22.2% 21.6% 9.5% 10.7% 13.7% 60.6% 59.0% 54.6% RACE/ETHNICITY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% % OF POPULATION 'Independent of Race Page 7 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC MARITAL STATUS PERSONS 15+ SINGLE MALE SINGLE FEMALE MARRIED PREVIOUSLY MARRIED MALE PREVIOUSLY MARRIED FEMALE HOUSEHOLDS WITH CHILDREN UNDER 18 (2004) TOTAL HOUSEHOLDS HOUSEHOLDS WITH CHILDREN % HOUSEHOLDS WITH CHILDREN % MARRIED COUPLE FAMILY HOUSEHOLDS BY TYPE with 1 or more People Age 18 or under: Married Couple Other Family -Male Head Other Family -Female Head Nonfamily-Male Head Nonfamily-Female Head with no People Age 18 or under: Married Couple Other Family -Male Head Other Family -Female Head Nonfamily-Male Head Nonfamily-Female Head 50% 45% 40% 35% 9 30% 25% IL O 20% it 15% 10% 5% 0% City 5 Mile Radius 10 Mile Radius 50,304 355,966 895,453 8.6% 14.1% 15.0% 8.3% 12.8% 12.0% 51.4% 45.2% 46.9% 8.2% 7.6% 7.8% 20.5% 16.8% 15.1 % 28,320 178,549 452,487 4,599 55,032 137,692 16.2% 30.8% 30.4% 44.2% 42.6% 44.1 % 28,320 178,549 452,487 10.0% 18.1% 19.6% 1.4% 2.4% 2.4% 4.6% 10.2% 8.4% 0.2% 0.3% 0.3% 0.1% 0.1% 0.1% 34.2% 24.5% 24.4% 1.7% 2.0% 1.9% 4.5% 4.8% 4.0% 13.7% 15.0% 18.0% 29.7% 22.5% 20.8% HOUSEHOLD COMPOSITION ANALYSIS ■City O5 Mile Radius 010 Mile Radius Single Male Single Female Married Couple Other Family -Male Other Family- Family Households Head Female Head Page 8 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC OWNER OCCUPIED PROPERTY VALUES Less than $20,000 $20,000 - $39,999 $40,000 - $59,999 $60,000 - $79,999 $80,000 - $99,999 $100,000 - $149,999 $150,000 - $199,999 $200,000 - $299,999 $300,000 - $399,999 $400,000 - $499,999 $500,000 + City 5 Mile Radius 10 Mile Radius 22,732 123,032 307,503 0.07% 0.88% 2.07% 3.51 % 5.39% 3.66% 6.98% 9.42% 5.86% 8.49% 9.08% 6.60% 11.00% 10.47% 8.34% 40.25% 34.27% 28.30% 18.85% 17.74% 17.02% 8.92% 10.42% 17.16% 1.45% 1.77% 5,44% 0.24% 0.36% 2.24% 0.25% 0.18% 3.30% 2004 MEDIAN PROPERTY VALUE $124,779 $121,524 $141,451 YEAR ROUND UNITS IN STRUCTURE 30,682 195,787 506,838 1 Unit Attached 12.2% 9.2% 7.6% 1 Unit Detached 38.8% 36.9% 38.4% 2 Units 0.4% 1.4% 2.7% 3 to 19 Units 13.9% 17.5% 19.1 % 20 to 49 Units 23.8% 18.1% 13.3% 50 or More Units 10.7% 15.9% 14.7% Mobile Home Or Trailer 0.2% 0.9% 4.0% Boat, RV, Van, etc. 0.0% 0.0% 0.2% SINGLE/MULTIPLE UNIT RATIO 1.05 0.87 0.92 HOUSING UNITS BY YEAR BUILT 30,682 195,787 506,838 Built 1999 to present 5.4% 4.4% 6.5% Built 1995 to 1998 6.9% 3.4% 5.8% Built 1990 to 1994 8.3% 6.2% 7.6% Built 1980 to 1989 29.4% 26.8% 22.0% Built 1970 to 1979 38.8% 39.6% 31.0% Built 1960 to 1969 9.2% 13.5% 15.7% Built 1950 to 1959 1.3% 4.7% 8.9% Built 1940 to 1949 0.4% 0.7% 1.6% Built 1939 Or Earlier 0.3% 0.5% 0.9% 2004 EST. TENURE OF OCCUPIED HOUSING UNITS 28,320 178.549 452,487 Owner Occupied 80.3% 68.9% 68.0% Renter Occupied 19.7% 31.1% 32.0% Page 9 of 11 Appendix 2 ysis Geography 1: Tamarac City ysis Geography 2: Tamarac 5 Mile Radius parison Geography: Tamarac 10 Mile Radius 2004 EST. HOUSEHOLDS BY NO. OF VEHICLES NO VEHICLES 1 VEHICLE 2 VEHICLES 3 VEHICLES 4 VEHICLES 5 OR MORE VEHICLES 2004 EST. POPULATION 16+ BY TRAVEL TIME TO WORK LESS THAN 15 MINUTES 15 - 29 MINUTES 30 To 44 MINUTES 45 To 59 MINUTES 60 OR MORE MINUTES EST. AVERAGE TRAVEL TIME IN MINUTES 2004 EST. POPULATION 16+ BY TRANSPORTATION TO WORK DROVE ALONE CAR POOLED PUBLIC TRANSPORTATION WALKED MOTORCYCLE~ BICYCLE OTHER MEANS WORKED AT HOME 03/10/2005 Audience Insight LLC City 5 Mile Radius 10 Mile Radius 28,320 178,549 452,487 10.8% 10.8% 9.1% 54.8% 47.3% 45.1 % 29.7% 33.1 % 36.0% 4.1 % 6.8% 7.8% 0.6% 1.6% 1.6% 0.1 % 0A% 0.5% 21,570 188,493 496,612 19.8% 18.8% 22.0% 36.1 % 38.8% 37.8% 29.2% 27.4% 25.3% 8.5% 8.5% 8.2% 6.5% 6.6% 6.6% 29.6 29.5 28.7 21,992 192,287 511,176 83.1 % 79.7% 79.9% 11.0% 13.1% 11.9% 1.7% 3.0% 2.5% 1.0% 1.1% 1.3% 0.2% 0.1% 0.2% .0.3% 0.3% 0.5% 0.6% 0.7% 0.9% 1.9% 2.0% 2.8% 2004 ESTIMATED POPULATION (16+) BY DRIVE TIME TO WORK lMLESS THAN 15 MINUTES ❑ 15 To 29 Minutes M30 To 44 Minutes 045 To 59 Minutes 1360+ Minutes 10 Mile Radius 38% 8% 5 Mile Radius 39% gq, City 36% 8% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % OF ADULT POP. Page 10 of 11 Appendix 2 Analysis Geography 1: Tamarac City 03/10/2005 Analysis Geography 2: Tamarac 5 Mile Radius Comparison Geography: Tamarac 10 Mile Radius Audience Insight LLC 2004 EST. POPULATION 16+ BY OCCUPATION EXECUTIVE AND MANAGERIAL PROFESSIONAL AND RELATED SERVICES SERVICE SALES AND OFFICE FARMING / FISHING / FORESTRY CONSTRUCTION / EXTRACTION / MAINTENANCE TRANSPORTATION AND MATERIAL MOVING Management, Business and Financial Operations Professional and Related Services Service Sales and Office Farming, Fishing and Forestry Construction, Extraction and Maintenance Production, Transportation and Material Moving City 5 Mile Radius 10 Mile Radius 22,579 196,963 522,476 13.2% 11.8% 14.4% 15.1% 16.8% 17.9% 15.8% 17.7% 16.7% 36.0% 32.3% 31.1 % 0.2% 0.2% 0.2% 10.7% 10.5% 10.1 % 9.0% 10.7% 9.6% 2004 % POPULATION 16+ BY OCCUPATION M10 Mile Radius 05 Mile Radius ■City 0% 5% 10% 15% 20% 25% 30% 35% 40% I % 2004 POP. 16+ Page 11 of 11 Appendix 3 Seg. # Segment Title '�z R, 2 Blue Blood Estates Ow, OR 4 Young DI eratt WOM li'051,0114""12 6 Winner's Circle 8 Executive Suites am" OURITMOON 10 Se o d C't Elite 12 Brite Lites, Li'l City 14 New Empty Nests 16 Bohemian Mix an 9.9911HRANVIEF, 18 Kids & Cul-de-sacs aw''I -asm"(WER, 401211 20 Fast -Track Families OW WEPRIOMFIAM 22 Younp Influentials Lim, IRM S"'MIG 24 Up -and -Comers E = M" *0 a ) OR%- 1 194 WN r; a, 26 The Cosmopolitans Om ME=. I ME 28 Traditional Times 1-119 NaTfiNgWIMIR 30 Suburban Sprawl M, O"Offim, OEM 32 New Homesteaders RM 34 White Picket Fences L r m", JOE OWNWOM 36 Blue -Chip Blues 38 Simple Pleasures 40 Close -In Couples V, ft- ffiN RK"'NOMIN IIIV811'�' Red, White i Blues County C Base Sase Ana17'sis Count I %Comp Count 18,931 27% 0 MMMEME 11 16,003 2,3% 363 i I -Y ?"0 24 E 15 2M ME, 31,943 4.6% 0 U&M 4,875 0.7% 0 WERM X2 MINSM 0 0.0% 0 &I"', �" AMM 0 0.0% 0 FITENI q CRUM RIM= 6,657 1.0% 319 0010-Ar fm4m, 13,743 2.0% 177 09 21199ESDARVIOS ILTOM, 29,338 4.2% 0 ON TAMEM 0 0.0% 0 01201-TRIM" OWIN Kamm 11,536 1.7% 181 1 4302MI, W." IN MOM, 0 0.0% 0 L Ira NIM � 42,082 6.1% 3,124 MW=11`11 Ox"Iffla MMAVII, 0 0.0% 0 911PO-EVE. =11110jem AURIM, 16,249 2.3% 810 DMIAMME ' MUM= 216 0.0% 0 8029,WT @6 0 0.0% 0 191MID20,111ROM, NUAME 16,744 2.4% 0 VA""OffaMN Emu= 10 0.0% 0 U1,0142 GIRIMM 52,071 7.5% 4,333 0 11101 ME= 0 0.0% 0 %Comp 0.0% W "M 1.3% 0.0% 0.0% 0.0% 0.0% XV an 1.1% 0.6% 0.0% 0.0% 0.6% 0.0% 11.0% 0.0% IBM 2.9% ffl= 0,0% 'ZORM 0.0% am 0.0% Ow 0�0% lam 15,3% mm�0.0% %Pon 0.0% 2.3% 0.0% 0.0% 0.0% 0.0% 4.8% 1.3% BUY= 0.0% 0.0% 1.6% 0.0% 7A% 0.0% 5.0% 0.0% 0.0% 0.0% 0.0% P; Index PRIM NE is a registered AMS Planning & Research/ trademark of Claritas/NVU Page I of 6 Audience Insight Appendix 3 County City ase Base Analysis Analysis Seg. # Segment Title Count I %Comp Count I %Comp %Pen Index 44 � a 46 48 50 am 52 54 New Beginnings �ir ��„��y ti � �r ���„ Fr?� 41.,}..�z!!�a�:.'�r)'a'e''ec":atb51�( Old Glories Young & Rustic Kid Country, USA 4 � � N 1129,12 � �'��.�akh Suburban Pioneers Multi-Culti Mosaic 12,848 1.9% sir j��V �?n�� �, �� �(� i..r%'2Ge�!a�u��,ti,i>sa'dWYr�,. 11,616 1.7% 0 0.0% 10 0.0% � t °x '0 a.�l� Sri& � < 15,897 2.3% 59,839 8.6% 106 0.4% ...' 420 1.5% 0 0.0% 0 0.0% 453 1.6% 1,495 5.3% 0.8% 20 3.6% 0.0% 0.0% 2.9% 2.5% 89 0 0 70 61 0.0% 0.0% 0 56 58 Crossroads Villagers Back Country Folks 0 0.0% 0 0.0% WHIMAS M-10,15 0 0.0% 0 0.0% t 0 60 Park Bench Seniors 0 0.0% 0 0.0% 0.0% 0 0.0% 0 62 ,� Wometown Retired 0 0.0% 0 0.0% 0.0% 0.0% %• ,A. w, 0 0 64 66 Bpi 4 �'u. Bedrock America Low -Rise Liivin �Q Y+ua°7'7 .1,� 'z'ir �,f ��-z���. 4 0.0% 13,871 2.0% ��`'i%�t������s� „ 0 0.0% 0 0.0% � ��:,. Y,K•.... AMS Planning & Research/ PRIZM NE is a registered Audience Insight trademark of Claritas/NVU Page 2 of 6 Appendix 3 Seg. # Segment Title Count I %Comp Count I %Cornp %Pon 0 Index i, '1616 9 Q%' �t'r� LOW, " � 4� Z7, �J. ?,7i k""' 4 2 Blue Blood Estates 18,931 2.7% 610 0.3% 3.20 3.2% 13 OM MWIMUNW111 r"Ps"M F121,1011-iMMMIX, MM 4 Y 0. t' 16,003 2.3% 5,733 3.2% 35.89% 139 "UM . a AMM, IN 11 26, ME wllpj�&MIAMM MOM am 6 31,943 4.6% 360 0.2% 1.1% 4 MMOMMA MOM MUM 8 4, 75 0.7% 430 0.2% 8.8% 34 MM ............ MEAMMOM a Bllq_��� WCOM MEM 10 Second City Elite 0 0.0% 0 0.0% 0.0% 0 ffm A121211-YARINITIA' 1111931A MMIMMAM 19M In= 12 Brite Lites, Li'l City 0 0,0% 0 0.0% 0.0% 0 M M PM j 0 NO ' M. MIN, R-1 31411AVORM, ff'011003 MUSA= vM Mim MNM 14 New Empty Nests 6,657 1.0% 1,414 0.8% 21.2% 83 1 1=1 3.oc VAREM 16 13,743 2.0% 4,145 2.3% 30.2% 117 M 18 2 338 4.2% 1,402 0.8% 4.8% 19 RM, -JIM, I 7 jj�MbW A.10M MM 20 t- rack Families 0 0,0% 0 0-0% 0.0% 0 IS W-M 22 YOung Influentials 11,536 1.7% 2,578 1.4% 22A% 87 24 0 0.0% 0 0,0% 0.0% 0 im WIN, 010 OWN AMMAKNOM M MIJIMM SOMM" 26 42,082 6.1% 11,555 6.5% 27,5% 107 Z���Mffm= No= 28 Traditional Times 0 0.0% 0 0.0% 0.0% 0 1909 Affiffiff-E.""KNUM MARM, M VIM NO 1109MMUMUM Iffim to= 30 Suburban Sprawl 16,249 2.3% 1,869 1.1% 11.5% 45 m mwtam�m', 32 216 0.0% 0 0.0% 0.0% 0 ... � M " b"' 71ME !, MA; 34 0 0.0% 0 0.0% 0.0% 0 M W MIM M 5MMMMM 36 Blue -Chip Blues 16,744 2.4% 1,340 0.8% 8.0% 31 M MAY W-11,111 HISMOMMEM ENM 38 Simple Pleasures 10 0.0% 0 0.0% 0.0% 0 M, OEM, IBM= M A, I 40 Close -In Couples 52,071 7.5% 19,308 10.8% 37A% 144 "M MAVIUMVIOM, .................. .................. HKEMMUM ram M, 42 Red, White & Blues 0 0,0% 0 0,0% 0.0% 0 AMS Planning & Research/ PRIZM NE is a registered Audience Insight trademark of Claritas/NVU Page 3 of 6 Appendix 3 County 5 Mile Radius Base Base Analysis Analysis Seg. # Segment Title Count %Comp Count %Comp %Pen Index 44 New Beginnings 12,848 1.9% 1,485 0.8% 11.6% 45 MINES � vµ'N,Po.���u0���apy 46 Old Glories 11,616 1,766 1.0% 15.2% 59 (1.7% 48 un 8 Rustic :YO 0�C�IEIr0.0% 0 0.0% 0.0% 0 �p 50 Kid Country, U5A 10 0.0% 0 0.0% 0.0% 0 Rt al 'Y"Jlr.6d 52 Suburban Pioneers 15,897 2.3% 1,997 1.1% 12.6% 49 54 Multi-Culti Mosaic 59,839 22,919 12.8% 38.3% 149 (8.6% 56 Crossroads Vi 0 0.0% 0 0.0% 0.0% 0 ' tl 1M090.1. ,s F x t 7, o ;, ' 58 Back Country Folks 0 0.0% 0 0.0% 0.0% 0 Eff 2741,04=21110=1 "An 60 Park Bench Seniors 0 0.0% 0 0.0% 0.0% 0 sum _N R a ` ¢MEW 62 Hometown Retired 0 0.0% 0 0.0% 0.0% 0 64 Bedrock America 4 0.0% 0 0.0% 0.0% 0 66 Low -Rise Llvin 13,871 2 0% 5770 3.2P/%� 41 6%0 162 2K�,.J1.7 N...1f:1. n' 25. AMS Planning & Research/ PRIZM NE is a registered Audience Insight trademark of Claritas/NVU Page 4 of 6 Appendix 3 0. al I Co ty 10 Mile Radius --Base Base Analysis Anary=s Seg. # Segment Title Count %Comp Count %Comp %Pen Index 103 2 Blue Blood Estates 20,361 2.4% 137 2.5% 0.7% Irk M;4 ! A , M, Q= A 1W 4 Yo Di 184,284 22.1% 798 14.7% 1.2 "MMMM, 0.4% 66 Em mm 6 Winner's Circle 24,173 2.9% 77 1.4% 0.3% 49 Me= 0*11.42040,6911', 1 1 WINAMNAMM am- EWMI 8 19,458 2.3% 67 1.2% 0,3% 53 MAM 10 992 0.1% 23 0.4% 2.3% 355 12 Brite Lites, Li'l City 1,678 0.2% 33 0.6% 2.0% 301 � N, 9q ARA n :T Mm 14 New Empty Nests 5,561 0.7% 64 1.2% 1.2% Im 176 Ism MWOMW wig MI -A I AM 16 Bohemian Mix JJJJ 82,3 4 9.9% 278 5.1% 0.3% 52 ISM HE mlwffifif MEN X-10 �AAM. E " 'Ar 4 I I � MAI 29 18 Kids & Cul-de-sacs 5,556 0.7% 21 0.4% 0.4% 58 1 ,am OWSIM Aiffiliffm WIN ZOO&" 0109 ORUTROMM ==no= 20 Fast -Track Families 17 0.0% 2 0.0% 11.8% 1,800 a 11jilil FUME H - f 22 Young Influentials 2,558 0.3% 11 0.2% 0.4% 66 24 Up -and -Comers 878 0.1% 9 0,2% 1.0% 157 MEL 12MA, A Im �ff 26 The Cosmopoli ns 16,371 2.0% 85 1.6% 0.5% 79 Td .11 " 28 Traditional Times 611 0,1% 14 0.3% 2.3% 351 MOMM"ITMED M "d I-P X OF I a "IM WHIMI, ''Mmsew 30 2,070 0.3% 8 0.2% 0.4% 59 32 500 0.1% 9 O�2% 1.8% 275 ME= . . . . . . . . . ... . . . . . . . . . . . . SMAMEMM OM MW 34 White Picket Fences 1,108 0.1% 6 0.1% 0.5% 83 36 lue-Chip B ues 2,135 0.3% 1 0,0% 0.1% 7 Offlu 38 Simple Pleasures 86 0�0% 4 0.1% 4.7% 712 40 3,870 0.5% 11 0.2% 0.3% 43 42 15 0.0% 1 0.0% 67% 1,020 �.�hw wwwl AIVIS Planning & Research/ PRIZIVI NE is a registered Audience Insight trademark of Claritas/NVU Page 5 of 6 Appendix 3 - � rq_x i dlu �vB�v0'Urtt County 10 We Radius Base Base Analysis Analysis Seg. # Segment Title Count %Comp Count %Comp %Pen Index 44 New Beginnings 798 0.1 % 6 0.1 % 0.8% 115 46 Old Glories 437 0.1 % 4 0.1 % 0.9% 140 WOM . r. PI 1 4v1 48 Youn & Rustic 19 0.0% 1 0.0% 5.3% 805 ME=_ S. ... r �• .� 50 Kid Count , USA 11 0.0% 0 0.0% 0.0% 0 Y f�. }.k�o,...! �1 .'. d h RMEW 52 Suburban Pioneers .`�:w'yoCi .aYn ! 386 0.1 % 4 0.1 % 1.0% 159 54 Multi-Culti Mosaic 7,148 0.y9,% 24 0.4% 0.3% 51 cr .. ,�y �,��+my��Un n+ 6"', r 56 Crossroads Villagers 161 0.0% 2 0.0% 18.2% 2,781 mom 19mi 58 Back Country Folks 20 0.0% 3 0.1 % 15,0% 2,295 ' .br 60 Park Bench Seniors 38 0.0% 2 0.0% 5.3% 805 MEN �,�,. ER of 3 a r ., NEM a 62 Hometown Retired 15 0.0% 1 0.0% 6.7% 1,020 64 Bedrock America, 0j 0.0%/j' 0 0.0% 0.0% 0 WE ��'�,''''r� ggp VNI 66 Low -Rise Living 798 0.1 % 0 0.0% 0,0% 0 t' AMS Planning & Research/ PRIZM NE is a registered Audience Insight trademark of Claritas/NVU Page 6 of 6 0 M H N o G1 X o y o ^ n m o � - `o M m L^ �v m o ay is N tS E 4 c m e � �B E E fG 6 O O d T O N LT m MW y N y O O E C Xy O V y� O E aSCC = c E 8 E r y E E ID v n E � 5 G w ci m n # ai c 3 x E n fi 10 �c c c z m m w E t F p C m y 'N 9 O E E U ~ Y C3 g' 2 m m rn CL E 3 apa E $, c a`� a`� U Y m 4 w y Q . N ER x b N 4 ��p�p x C N pc E C w itl J ry N N n ry- 00 m N m M E a g ro o Cpps O Q�p g ,��Gj b yym E ¢r m ZI E N N o 4 M ow EEC a� 75 8k 0 .0 C]�v ¢= z z a z r$ U o N 0 Q_ T W N L ry `Q°1 c mq E N L H .2 5c i, Z w ,c$ E a L7 Q H R E 17 N &� L Ol y� a O tN7 4jG O .? j� g O .� d y Q t v N P Ig N H O C t to O n li L� d eCp E c E 61 � �O O td N ]-• U N LL E p E 5 E a o o In () x o m � Q1 m � c-S o 0 S OI G C E N C s C E �g C E ¢ pE D C pN m S LL �1 Q [py pJ w U Cin gm LJL C Q _ k roL . C Q E y O y CD rn N o. lJi N V O N Z LL LL O y mgw m mmc O (n a.a m i�v a ro� cu cgc°Ot t�iv ci cam ° ICL a b I pp 0 L � � .� fCC � .G � � � C �y � •� � � y � 5ya� oa 8E J2 g m H m ro $c vmi9w Q 4 P V] O l.L A N w2 Q H N N 1a C 3 A W ^1tl nnq C C �? U o E E ° c ti e O m E a m ¢q� :n COL 0 pp LL` N 2 pp S 2 z eyyp Ft-- N i O N Li 3 z w LL U roI § c� �v �I z m m N y E E 0 O U QC8 r S F� 0 0 N m y E U 4 m m `� m E E n z a n a e n WD aEi 0. U LL a 0 s E S e 5 ss�g, 'e d a g Wro^ o aE � � c H T� m � w ro d AFL C�5( t4 L S i �Io O iV y g &d .; r4 fir. U 4 Jrl C y q C O Q O� V ��..+ ppp b co m o m 2:, m e a F --'• .4 �.aa� �0�� q35r� So L g E2 u a E `a.�`-4 ro pp EL �? 52 m 0.aa 0. a o c a inrsa e �a` EEQr<ZL n CL LD U Q wM n . O F co G N C t G Q L" a ?C CL N C w C a p J � U v W U li A y 76 N E a 'O Q ¢ C Q tI J Q 0 p Y c E v W c m gm comma �� mU� W Nc` m Qc1�'c qc� ¢r> N v c Z ci c 'v n U J d N � 0. T LL _o.c E E m� ro m uric d o�5 �`8 c ca _v, E moz �# as (n CD (n (A H m H x H UI pp L] r -6 p w w chi � c -we WW Q ,�c�+ `��' ` •E E �? b E d ai r=3 cgr c m 76 ro a y a p N mg d E c/3 O M E a c E O O V } 2' o ai in O 2 [n in V(f 2? Cn r iW 4 ro N XTL ro W Cpp �Op CL U O V N O ��ryO U] LJ CO N 43 agE V mI o a� � av 8 m m E [n c m 0 ro E m s i E i w L L4 LL u] M �asE '24` mm a w m a Ew 0 E3 W to J _J �.9 � S Vs LL 00 tpD OO aL �g a Appendix 5: Comparable Venue Case Studies Black Rock Center for the Arts Germantown, MD Facility: • Total Square Footage — 34,000 sq. ft. • 210 Seat Main Stage Theater • 130 Seat Dance Theater — 3,000 sq. ft. • Exhibition Gallery 1,456 sq. ft. • Dance Studio — 1,232 sq. ft. • Minkoff Children's Studio 525 sq. ft. • Terrace Studio 832 sq. ft. • Art Studio 851 sq. ft. • Conference Room 624 sq. ft. • Lobby 1,800 sq. ft. Operating Owned by the Montgomery County Council, Structure: Operated by BlackRock Center for the Arts, Inc. Staff-, 7 staff members — 5 FT and 2 PT Operating Budget: I $1,231,773 (2003-present) *see history Programming: Performing arts, visual arts, and arts education. 7 major subscription package series throughout year. History: In an effort to create a more `town -like' atmosphere in Germantown, the art center was planned in the mid 1990's. A 2.5-acre lot was donated by the Artery Group, as were $2.95 million by Milestone Developers, $1.9million from the county and another $1.7 million from the state. The building cost about $10 million and the non-profit took out a $3.5 million loan to make up the remainder. B1ackRock officially opened in December of 2002, after most surrounding retail had already been placed. Due to over -budgeting and a major shortage of donor contributions the center was purchased for $4 million by Montgomery County in August 2003. The operating budget for FY03 was at BlackRock's own expense, but FY04 to present has been under the County's ownership, which maintains the original budget from 2003. As a result of the purchase, the expenses have been greatly reduced overall. According to Finance and Administration Director Bill Snyder, this history is what makes the 2003 operating budget accurate and current for AMS Planning & Research Page 1 of 17 Appendix 5: Comparable Venue Case Studies 2005, as they are still operating under the 2003 budget. The board completely replaced the staff after the purchase by the County. Some changes include the Programming schedule, which has been reduced from 104 performances in 2003 to about 29 in 2004 and back up to about 50 performances in 2005. Setting: The population of Germantown was 55,419 in 2000. The Center is located about 25 miles north of Washington, DC within a suburban setting. The surrounding area includes a park, office buildings, and a new library currently being built. Retail shopping includes coffee shops, independent and corporate owned retail shops, and a Safeway Grocery. Facility: The Center has a 210-seat Main Stage Theater, a 130-seat Dance Theater that serves as a `black box' theater, and a large Outdoor Performance Stage for music, theater, and film. A 2,000 square foot Exhibition Gallery is host to professional, monthly art exhibits. B1ackRock has three art studio classrooms for educational purposes that total 2,208 sq. ft as well as a Conference Room and a Dance Studio. M11ri.%A PIAMOCK UN r'ER rUR TNK AK IS AMS Planning & research Page 2 of 17 Appendix 5: Comparable Venue Case Studies IRRST FLOOR MAN BLAUMOCK CENTER '1%OR TFIE ARTS ' tl1;NJ.w',IWq„M,4ivl.hnu SECONIO FLOOR PLAN. BLACKROCIC UNTER >a 011 HR ARTS ' rdIM.+NrowN, AUnY AX0 AMS Planning & Research Page 3 of 17 Appendix 5: Comparable Venue Case Studies Operating Structure: Montgomery County owns B1ackRock Center. County also assumes all maintenance costs, including janitorial, gas and electric, and structure repair. However, the center remains operated by BlackRock Center of the Arts, Inc. Staff.• Full-time staff of 5 people and a part-time of 2 includes an Executive Director, Finance and Administration Director, Director of Development & Marketing, Director of Education, Technical Director and an Administrative Assistant. Operating Budget (2003 to Present): Total Expenses: $1,231,773 Programming/Marketing $843,026 Gen. Admin. $388,747 Total and Contributed Earned Revenue $629,125 Contributed Revenue $267,616 Program Services/Investments $351,509 Programming: Performing arts, visual arts, and arts education. Executive Director Nancy Petrisko works with the center's Planning Committee to plan 70% of programming. Nancy makes her decisions based on previews she has viewed at conferences such as APAP (Association of Performing Arts Presenters) and the Mid -Atlantic Jazz Network. The balance of the programming is handled either through an independent promoter or from selections made from outside solicitation. There are 7 `Subscription Package' series per year, which include: Saturday Nights Out, featuring dance, a Pop Music series and a Jazz series. A Holiday series and a Classics series appeal to a broad group. The Coffee House series, booked through an independent promoter, features folk art and music and includes the Sunday Salon, a `family discovery' afternoon. The Friday Nights series was cancelled due to a lack of attendance. Educational classes feature performing, visual, and music instruction for all age groups. Classes include ballet, tap, cartooning, oil, drawing, urban funk, hip, and guitar. Class schedules include one -day courses., partial month courses, and one-year courses. AMS Planning & Research Page 4 of 17 Appendix 5: Comparable Venue Case Studies Visitors/Use Days: BlackRock offers dance, theater, music, storytelling, comedy, and film Thursday through Sunday. The Visual Arts Gallery host art exhibits every month throughout the year and is open Monday through Thursday from 10:00a.m. until 7:00 p.m. and on Friday from 10:00 a.m. until 6:OOp.m.. The Gallery is also open during all evening performing arts events. Total attendance is about 20,000 per year. BlackRock is currently operating at 75% capacity. Of that, the Performing Arts attract about 6,500 people per year, the Art Gallery sees about 6,000 people per year, and about 5,500 people attend the 9 performances held during the summertime. Educational classes have a total of about 300 students enrolled per semester. Memberships: The Center has about 225 members. Memberships range from $35.00 to $1,000.00. Rental Rates & Policies: Non -Profit organizations receive a 20% discount on all hourly rental charges. Non -Peak/ Peak rates apply, if the lobby is used there is an additional $750.00 charge. For Weddings, Bar/Bat Mitzvahs, Anniversary Parties in the Dance Theater -special rate of $1,700 for 8 hours. Contact: Nancy Petrisko, Executive Director BlackRock Center for the Arts 12901 Town Commons Drive Germantown, MD 20874 Phone: (301) 528-2260 Website: blackrockcenter.org AMS Planning & Research Page 5 of 17 Appendix 5: Comparable Venue Case Studies Fairfield Community Arts Center Fairfield, OH Facility: 40,500 square foot building • 250 seat flexible format theater (10,000 sf) • Community Multi -Purpose Banquet Room (4,900 so • Senior Center (1,100 so • 2 Classrooms (800 so • Wet Craft Room (1,000 so • Dance/Fitness Studio (1,600 so • Children's Room (900 so + Gallery (1,000 so • Lobby (2,000 so + 2,800 sf of office space Operating Owned by the City of Fairfield Structure: I Operated by the Parks & Recreation Dept. Staff. I n/a (Scheduled to open Fall 2005) Operating Budget: I n/a Programming: The concept of the Fairfield Community Cultural Center is to create a single point of entry for all citizens of Fairfield to participate in community activities, from pre-school classes to yoga to theater. History: In 2002, the City of Fairfield purchased 4.8 acres of land in the Village Green, a new "town center" mixed -use development, in the hopes of creating a community center. Following feasibility studies, preliminary schematic design, and cost estimates, the citizens of Fairfield approved an income tax reallocation in the summer of 2003 which allowed the City Council to fund the construction of a Community Cultural Center. The Center, with a construction cost of $8.5 million, is scheduled to open in September of 2005. AMS Planning & Research Page 6 of 17 Appendix 5: Comparable Venue Case Studies Setting: The population of Fairfield is just over 40,000; Fairfield is located approximately 20 miles northwest of downtown Cincinnati, Ohio. The Fairfield Community Cultural Center is located on the Fairfield Village Green, across the street from a new public library and at the center of an area of retail and residential development. The community banquet room's second -floor balcony overlooks the green. O Kroger Village Green r yk Weafrt 4rlvq,. ChUo Credlt he Village Green r a'�- Union ino. 4 ♦ .:MI 1 d vd a ;•kyc. f �,+. Y {J ro h: v ..j xprnMla- >.4 Y * rr^landreaw 00 Suffer rt C,t °o i CO AM5 Planning & Research Page 7 of 17 Appendix 5: Comparable Venue Case Studies Facility: The Community Cultural Center will feature a 250-seat flexible format theater that will convert from a standard theater format to a divided seating area with a raked rear section as well as a flat floor, and standard theater support spaces. The Center also includes a dance/recreation studio, a community multi -purpose meeting/banquet space, children's room, senior center, two classrooms, a wet arts/crafts room, and gallery space. Operating Structure: The City of Fairfield built and will own the Community Cultural Center; the Center will be operated by a newly -hired Director who reports to the Director of Parks and Recreation. Operating Budget: Operating projections performed by AMS Planning & Research suggested that the Community Cultural Center's annual operating budget would be approximately $500,000 per year, with revenues of approximately $250,000. The Center was projected to have a dedicated staff of four and receive significant support and programming from existing Parks & Recreation staffers. AMS Planning & Research Page 8 of 17 Appendix 5: Comparable Venue Case Studies Admin orl :Break -t- R . ..LeLc Arts and r crafts t Win. Events Muttk purp plazaw sc lvltyl �Mu�-Purp First Level Floor Plan Outdoor Play Basement %' 619E SF lrst`li�ve� i ,391`: lw'. Mezzanine 7i18 $ Gallery r YI Upper level 0,217 SF J Control level 980 SF Children's1 Total 39,489 SF room tt ;7".''' Entr frarn Akin . C-' c Seniori� .�• activities Gallery Dir;'.` Cad,04 1bel`ow } d oo14 f AMS Planning & Research ( i Gan Offi FIF F 4oadin l Storage o rA holdin......, 9 , Service Office Upper Level .Floor Plan �3allcr�a '. below I Stage i "ech Page 9 of 17 u Appendix 5; Comparable Venue Case Studies Lawrence Arts Center Lawrence, KS Facility: Total Square Footage — 40,000 sq. ft. • 300 seat theater • Black box experimental studio theater • Set construction, costume shop, and other theater support spaces • 2 visual arts galleries + 2 dance studios • 2 Artspace pre-school classrooms • 2 drawing/painting classrooms • Print studio • Ceramics studio • Jewelry -making studio • Photography studio • Writing classroom • Lobby space Operating Owned by the City of Lawrence, Kansas. Structure: Operated by Lawrence Arts Center, Inc. Staff. 20 FT and 80 PT staff members Operating Budget: 1 $1,322,728 Programming: The main focus of the Lawrence Arts Center is classes in the visual arts, crafts, and the performing arts. The Center offers 450 classes a year to over 6,000 students. History: The Lawrence Arts Center was founded in 1975 and for its first twenty-five years lived in a former Carnegie Library building two blocks from the center of downtown Lawrence. The building, while historic, had many drawbacks, and in 2002 the Lawrence Arts Center opened a new home four blocks away. This new venue, which cost $7.25 million, was built through a collaboration between the Arts Center 501(c)3 non-profit and the City of Lawrence. AMS Planning & Research Page 10 of 17 Appendix 5: Comparable Venue Case Studies Setting: The population of Lawrence is just over 80,000; Lawrence is located between Topeka and Kansas City and is home to the University of Kansas. The Lawrence Arts Center is located on the edge of downtown Lawrence, a growing regional destination that contains numerous restaurants and bars and unique local as well as ubiquitous national retailers. Facility: The Center has a 300-seat fixed seat raked theater that is home to the Seem -To -Be Players, a national touring children's theater, and the Prairie Wind Dancers. Other facilities include a two -room Artspace preschool, two visual art galleries, two dance studios, two drawing/painting classrooms, a black box studio theater, print, photography, pottery, and jewelry studios, and a writing classroom. Operating Structure: The City of Lawrence owns the Lawrence Arts Center, and assumes major maintenance and upkeep costs, utilities, insurance, and service contracts such as HVAC. The Center is operated by the Lawrence Arts Center Inc., a 501(c)3 non-profit. The Center also operates two performing organizations, the Seem -To -Be Players Children's Theater and the Prairie Wind Dancers. Staff.• Full-time staff of 20 people and a part-time of 80; full-time positions include an Executive Director, Program Directors for Drama, Dance, Gallery and Special Programs, Arts Education, and the Arts -Based Preschool, Director of Business Operations, and a Technical Director. Operating Budget (FY 2004): Expenses: Salaries and Wages Gen. Admin. Program Expenses Total Revenues: Contributed Revenue Memberships Education Program Revenues Theater Revenues Art Sales Other/Miscellaneous Total $696,852 $248,203 377 473 $1, 332, 728 $357,600 $83,917 $547,447 $206,353 $33,811 8 040 $1,237,168 AMS Planning & Research Page 11 of 17 Appendix 5: Comparable Venue Case Studies Lawrence Arts Center Schedule of Activities July 1, 2004 - June 30, 2005 Exhibition Schedule The Exhibition Program presents exhibitions throughout the year ranging from the works of students in the Center's Arts Based Preschool to professional exhibitions by artists, many with a national reputation. The mission is to provide exhibition opportunities to arts groups and individual artists and to provide the community with visual arts works that are exciting, educational and challenging to view. Each year more than 10,000 people view the works of400 professional and amateur artists in 20-24 exhibitions. Through July 16 Through July 16 July 21 -August 27 July 21- August 27 September 7 - October 11 October 18 - November 30 October 18 - November 30 December 7 - 23 December 7 - 23 January 4 - February I 1 January 4 - February 1 I February 15 - March 11 March 16 - April 9 April 11 - 15 April 18 - May 18 May 31 - July 15 May 31 - July 15 Paintings by Lisa Grossman Photographs by Peter Thompson Del Christensen, Paintings and Sculptures Margaret Meyer, Drawings, Paintings and Puppets 16th Annual Lawrence Indian Art Show Mark Berghaus, Sculpture Drawings by Michael Krueger In conjunction with the Lawrence Sesquicentennial Lawrence Photo Alliance Members Show Lawrence Arts Center Faculty Exhibition Leo Lutz, Photography Figure Drawing Exhibition, Curated by Robert Brawley Lawrence Art Guild Members Show 25th Annual Lawrence Art Auction Exhibition Auction, Saturday, April 9 Lawrence Arts Center Arts -Based Preschool Exhibition Annual Lawrence Public Schools Art Students Exhibition Still Life Exhibition, Curated by Constance Ehrlich Flint Hills Art, Group invitational exhibition In cooperation with the Kansas Land Trust KVAP Component is the exhibition of sculpture by Mark Berghaus, October 18-November 30. Art and Drama Education Program The Education Program offers a variety of day and evening classes for adults and children. More than 6,000 students a year from toddlers to seniors enroll in classes taught by 60 artists -teachers teach 450 classes. Classes include acting, drawing, painting, calligraphy, ceramics, photography, jewelry, stained glass, printmaking, textiles, papermaking, creative writing, and poetry. The Center creates an environment where students can expand their imagination and test their creativity. July I -August 20 Summer Session September 13 -December 18 Fall Session January 17-March 12 Winter Session March 28-May 21 Spring Session June 1 - 30, 2005 Summer Session AMS Planning & Research Page 12 of 17 Appendix 5: Comparable Venue Case Studies Dance Education Program The Dance Program offers children and adults unique, creative and performing opportunities, as well as sequential training in ballet, modem dance, jazz and tap. The program has an enrollment of 2,500 in 285 classes taught by 25 dance artist/teachers. Over 225 performed last year in the Dance Gala 2003 in the new Center's new theatre. July 1-August 20,2004 Summer Session August 30-December 18 Fall Session January 3-May 21 Spring Session June 1 - 30 Summer Session A highlight of the program is the Lawrence Youth Ballet, which displays classical techniques in fall and spring performances. Children in the Peanut, Popcorn, Pretzel and Pistachio Companies stage their own dances and dramas, which emphasize storytelling and movement. The Center's Kansas Nutcracker was created and first performed in 2002 and has become a community holiday tradition. It is a wonderful performance opportunity for the young dancers and community members. The story was adapted to take place in a barn in Kansas during the Civil War times, a live orchestra performed the Tchaikovsky music arranged for them and 130 children and adults performed. There will be 8 performances December 9 - 19, 2004. Arts -Based Preschool The Arts -Based Preschool was founded in 1986 with 20 students, and it has grown to 250 children ages 3-5 enrolled in six classes and other early childhood art classes. The preschool uses creative teaching to bring out a child's natural interest in learning. Children learn through painting, acting, singing and dancing. Alumni are now enrolled in every school across the city as well as rural schools. Artist/teachers have university degrees in the arts and early childhood education. July 1-31, 2004 Summer Program September 7 - May 28 School Year -Session June 1-30 Summer Program Summer Youth Theatre Young actors work with nationally renowned writers and directors to present 6 productions each summer. Last year, 250 young participant's grades K-12 from all neighbors participated in classes, rehearsals and performances directed by 15 professional theatre and education artists. SYT is one of the only organized programs in the summer for young people to come together, to learn about theatre, develop their skills of self-confidence and socialize. The Center becomes a "teen center" for these young people. July 1-31 The Three Musketeers, for grades 8-12 Wizard of Oz, for grades 4-7 Fairly Sample Tales, for grades K-3 June 1-30 Robin Hood and the Duke's Daughter, for grades 8-12 Peter Pan, for grades 4- 7 Funky Songs and Zany Stories, for grades K-3 AMS Planning & Research Page 13 of 17 Appendix 5: Comparable Venue Case Studies Seem -to -Be Players The Seem -to -Be Players are the resident children's theatre company for the Lawrence Arts Center. The STB's have shared their vision and creativity for over 30 years through innovative productions and education programs for children. The professional company puts on several shows a year at the Center and tours nationally. The received a 2004 National Endowment for the Arts Theatre Program Creativity Grant for the development of El Zapatos Magicos De Pedro Urdemales. Home Shows October 16 & 23 February 12 & 13 April 22 & 24 Touring Shows Fall 2004 Spring 2005 Prairie Wind Dancers The Boston Tea Party The Ugly Duckling El Zapatos Magicos De Pedro Urdemales (The Magic Shoes of Pedro the Trickster) The Ugly Duckling (an expanded musical) The Boston Tea Party El Zapatos Magicos De Pedro Urdemales (The Magic Shoes of Pedro the Trickster) The Arts Center is home to the regional professional dance company, the Prairie Wind Dancers. They are on the touring roster of the Kansas Arts Commission, Missouri Arts Council, Kansas City Young Audiences and Arts Midwest. In its sixteenth season, the company has shared dance with over 50,000 adults and children. They have received national recognition for its addition prevention project, First Step Dance. Roundtable for the Arts and Culture The Center coordinates this forum of over 30 local arts organizations who work together to plan community arts programming. They organized and presented programming for the Langston Hughes Festival held January -February 2002. They are working together to plan festivals and programs to celebrate the sesquicentennial of Lawrence in 2004. They participated in the Americans for the Arts national economic impact survey on the arts. With the Lawrence Convention and Visitors Bureau, the Center produces a guide to arts galleries and museums and four pages of group ads in the Visitors Guide, The Center coordinates the quarterly Gallery Walks. Literary Programs The Langston Hughes Creative Writing Award, co -sponsored with the Raven Bookstore, is designed to recognize excellence and to encourage achievement of area writers. The awards are presented annually on February 1, the birthday of Hughes, who spent his boyhood in Lawrence. To celebrate National Poetry Month, each Friday evening in April, the Center's performance studio becomes a poetry coffeehouse featuring local and regional poets reading and discussing their work. AMS Planning & Research Page 14 of 17 Appendix 5: Comparable Venue Case Studies Performances and Events The Center will start a Jazz Series featuring touring musicians in 2004-2005 in partnership with the KU Jazz Studies Program and Kansas Public Radio. The Accredited Music Teachers Association, Lawrence Chamber Orchestra, KU's English Alternative Theatre and West Side Folk are community performing arts groups, which regularly present performances in the Center. Other arts organizations who present events in the Center are the Lawrence Art Guild, Bizarre Bazaar, Lawrence Photo Alliance, and Kaw Valley Quilters. Lawrence Indian Art Show In fall 2003, the Lawrence Indian Art Show moved to the Center from the University of Kansas Museum of Anthropology for thejuried show, workshops and administrative services. It is sponsored by the Lawrence Convention and Visitors Bureau and the University of Kansas. AMS Planning & Research Page 15 of 17 Appendix S: Comparable Venue Case Studies Lawrence Arts Center -- 2"d Floor Plan �1a .j ART ART I I: -1 J Lawrence Arts Center — 15` Floor Plan AMS Planning & Research Page 16 of 17 Appendix S: Comparable Venue Case Studies Lawrence Arts Center— Basement Floor Plan AMS Planning & Research Page 17 of 17