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IntroducingLubbock Entertainment and
Performing Arts CenterApril 9, 2013
Overall Perspective
• A New Entertainment and Performing Arts Center has been a goal of the City of Lubbock for over 25 years
• The current venue, City Bank Auditorium, is functionally obsolete
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Benefits of a new Downtown Theater
• Downtown revitalization
• Induces more private investment
• Energizes cultural arts district
• Enhances Lubbock “brand”• Taxes generated by visitor spending
• Property value stabilization and growth
• “WOW” and “Pride” factor building
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Strategic Analysis Team• The CH Foundation, Helen Jones Foundation,
Lubbock Chamber of Commerce
• Developer – Garfield Traub Development, LLC
• Needs Assessment – Webb Management Services
• Building Programming – Schuler Shook Theater Planners
• Budgeting – Venue Consulting
• Naming Rights – Sports Properties, Inc.
• Civil Engineering – Hugo Reed
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Strategic Plan Process• Community outreach
• Needs assessment and business plan
• Building program
• Site test fits
• Development budget
• Development schedule
• Plan of finance
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Needs Assessment
• Four Key issues• Market analysis• Facility inventory + competitive analysis• Uses + users• Benefits + impacts
• Comparable markets and projects
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Needs Assessment conclusions
• Propensity to participate in the arts
• User demand for multi-purpose facilities with several capacity ranges
• Diverse user groups
• Gap for large-capacity, high-quality performance facilities
• New entertainment and performing arts facilities can support a number of community and downtown goals
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Operating Goals1. Provide access to high-quality affordable performance and
support spaces for local arts organizations, promoters and touring programs.
2. Operate as a high-traffic building that is attractive to artists, local residents and Lubbock visitors.
3. Utilize a sustainable business model primarily driven by earned income.
4. Encourage collaboration and efficient sharing of resources.
5. Contribute to the economic and cultural vitality of Lubbock.
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Recommendations
1. The formation of a nonprofit organization to advance the project
2. The nonprofit should facilitate fundraising and oversee the selection of an operator
3. A partnership with a commercial operator should be explored using a competitive RFP process
4. The selection of an operator relies on the belief that a commercial operator will respond to the RFP with a strong proposal – competition is the key
5. Alternative scenario would position the nonprofit organization as the operator of these facilities
Governance
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• Scheduling
• Resident arts organizations
• Ticketing
• Food & beverage operations
• Volunteers
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Facility Management
• Projecting the impacts of new facilities and activity – new sales, new earnings and new jobs
• An input-output model using multipliers for Lubbock County purchased from the Bureau of Economic Analysis
• Includes the impacts of construction, the impacts of a new operating organization and the impacts of new audiences
• Overall, significant one-time and ongoing impacts
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Economic impact analysis
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Economic impact analysis
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The Arts Centre Melbourne - Hamer Hall Melbourne, Victoria, Australia
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David H. Koch Theater New York, NY
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James & Nancy Gaertner PAC Huntsville, TX
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Charles W. Eisemann Center for Performing Arts Richardson, TX
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MGM Grand at Foxwoods Mashantucket, CT
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• 2,000 seat main performance hall
• Orchestra level seating – 1,100 seats
• First balcony – 550 seats• Second balcony – 350 seats
• 200 seat multi-purpose performance room,
• Large functional lobby• Banquet seating for at least 300 people
Strategic analysis report findings
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• State of the art acoustics
• Non-profit ownership
• Professional, independent management
• DPS site is preferred
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IntroducingLubbock Entertainment and
Performing Arts CenterApril 9, 2013