introducing lubbock entertainment and performing arts center
DESCRIPTION
Strategic analysis team presents recommendations and plans for the new performing arts center in Lubbock.TRANSCRIPT
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