Mayor’s Performing Arts Theater Task Force Council Report April 28 th , 2015
PRESENTATION • Introduction – Vision – Organization – Timeline • Work of the Task Force – Key Questions – Needs Assessment • Committee Evaluations & Recommendations – Facility – Programming and Operations – Financing • Proposed Next Steps 2
INTRODUCTION Oslo Opera House 3
VISION To build a state of the art, world-class performing arts theater in Sacramento 4
ORGANIZATION Mayor and Council Task Force Consultants Staff Support Project Manager Programming and Facility Financing Operations Don Roth (Chair) Rob Turner (Chair) Garry Maisel (Chair) Laurie Nelson Dennis Mangers Dave Pier Richard Lewis Chris Granger Lina Fat Ron Cunningham Alice Perez Chet Hewitt Bill Blake Broader Arts Community 5
TIMELINE 1 st Report out November 13 th PHASE ONE Update to Council February 24 th PHASE TWO Final Report out April 28 th PHASE THREE 6
WORK OF TASK FORCE Dr. Phillips Center for Performing Arts 7
KEY QUESTIONS 1. What is the cost of the building? 2. What is the optimal location for the building? 3. What is the size and scale of a new performance arts theater? 4. What is the business model of the building that is sustainable? 5. What is the structure of the organization that operates the building and what does the programming look like? 6. How do we pay for the new building? 7. Is it feasible to get a dedicated funding stream for the broader arts community? 8. Why is a new performing arts venue preferable to renovating the existing building? 8
NEEDS ASSESSMENT There is a case to develop new performing arts facilities in Sacramento. 9
NEEDS ASSESSMENT BASED ON • Audience Demand – Estimates based on national rates of participation in the performing arts, reconciled with a preliminary analysis of mailing lists of 12 Sacramento area arts organizations suggests there is room for growth in the Sacramento market 10
NEEDS ASSESSMENT BASED ON • User Demand: significant demand for performance space – Responses to questions regarding organizational need for new or better performing arts facilities by arts groups • 85.2% of respondents feel that new or better performing arts facilities are needed in Sacramento; 11.1% do not know • 80.8% of respondents indicate that new facilities will allow them to expand existing activity; 65% felt new facilities would enable them to develop new activity; and 65% felt they would increase visibility. 11
NEEDS ASSESSMENT BASED ON • Existing Facilities: There are gaps for high-quality performance facilities • Recommendation to: – Replace CCT with a new facility – Not renovate CCT 12
NEEDS ASSESSMENT COMMUNITY BENEFITS + IMPACTS • New facilities will support economic and community development goals established by the City, contributing to: – Sense of Place + Quality of Life – Quality of Workforce + Corporate Recruitment – Cultural Tourism – Neighborhood + Community Development – Teaching Innovation + Creativity 13
NEEDS ASSESSMENT BUILDING OPTIONS • Option A – Multi-Purpose Theater – 2,200 seat main theater with 500 seat theater and 300 seat multi-purpose theater/rehearsal space – $254 million cost – $2.8 million annual funding requirement 14
NEEDS ASSESSMENT BUILDING OPTIONS • Option B – Multi-Purpose Theater – 2,200 seat main theater with 300 seat multi-purpose theater/rehearsal space – $189 million cost – $2.2 million annual funding requirement 15
NEEDS ASSESSMENT BUILDING OPTIONS • Option C – Flexible Multi-Form Theater – 2,200 seat main theater with flat floor capability – 300 seat multi-purpose theater/rehearsal space – $205 million cost – $1.4 million annual funding requirement 16
NEEDS ASSESSMENT BUSINESS PLANNING FOR NEW FACILITIES • Governance Options and Recommendations – Options include: City, Educational Partner, Non-profit Operator, Commercial Operator – Recommendation: competitive bid process to choose operator of new theater 17
COMMITTEE EVALUATION AND RECOMMENDATIONS Kimmel Center for the Performing Arts 18
FACILITY Kauffman Center for Performing Arts 19
FACILITY • Began by establishing certain assumptions: – New theater is needed to replace existing CCT – Theater should be designed in a way to improve patron experience – Theater should be designed to make visual statement through design – Theater should be more inclusive of and appropriate for existing as well as small emerging arts groups and multicultural groups 20
FACILITY • In considering sites, established a list of key criteria, weighted in terms of the potential for having the most positive impact on the theater and surrounding areas: – Complementary Retail and Restaurants – Ease of Acquisition – Economic Development Opportunities – Freeway Access & Impact – Hotel & Convention Center Proximity – Outdoor Space Availability – Parking Proximity – Public Transit Proximity – Urban Planning – Visibility 21
FACILITY SITE CANDIDATES • The Railyards – Near historic shop buildings • 16 th St. between J & K streets – Kitty-corner to Memorial Auditorium • 16 th St. between I & J streets – Adjacent to Memorial Auditorium • Lot X – Near Crocker Art Museum • Current CCT Site – Adjacent to Convention Center 22
FACILITY 23
FACILITY FACILITY COMMITTEE RECOMMENDS • Given the criteria, 16th Street has largely emerged as the preferred site, with Lot X presenting itself as a viable alternate site under the right circumstances. 24
PROGRAMMING AND OPERATIONS Kauffman Center for Performing Arts 25
PROGRAMMING AND OPERATIONS • The Committee is recommending a clearly defined process that will lead to the best possible business model, operating structure and programming model for the PAT. We believe this process will work, whether or not we pursue a multi‐theater center and/or the venue is a fixed or a flexible space. 26
PROGRAMMING AND OPERATIONS • The operator be determined by an RFQ or RFP process based on the following criteria (in order of importance as deemed by the Committee). The potential operators will have to demonstrate a business model and plan which works within these parameters, demonstrates these capabilities and meets these requirements: – Arts Focus – Cost Effectiveness – Theater Management – Buying Local 27
PROGRAMMING AND OPERATIONS SAC PAT PROGRAMMING AND OPERATIONS COMMITTEE OPERATOR CRITERIA MATRIX Potential Operators (right) Sacramento Kings Limited Existing Non-Profit New Non-Profit Kings LLC & Commercial Promoter City Operated Partnership LLC Operator Criteria (i.e. An Established Performing Arts (i.e. A Newly Incorporated Entity Focused Existing or New Non-Profit Organization in the Region) on General Management) (below in order of importance) (Kings LLC ) Arts Focus Expertise and experience working with the arts; willingness to provide low cost, non- a a a a compete and booking priority for anchor tenants; collaboration and coordination with regional arts. Cost Effectiveness Ability to keep costs low and minimize the cost to the City based on business expertise, a a a a potential economies of scale, financial resources and experience in generating revenue from non-arts activities. Theater Management Operator demonstrates experience in the key functions of operating a Performing Arts a a a a a a Theater or multi-purpose event space, such as ticketing, venue and facility management, etc. "Buying Local" Operator has roots in the Sacramento region? a a a a a NOTES: The new nonprofit does not receive a check in cost-effectiveness because there is no experience to base that on. 28
PROGRAMMING AND OPERATIONS PROGRAMMING & OPERATIONS COMMITTEE RECOMMENDS • A clearly defined process that will lead to the best possible business model, operating structure and programming model for the PAT. • Some combination of regionally‐based groups, for example, the Kings LLC and an arts nonprofit, might be the very best team to meet the criteria laid out in this report 29
FINANCING Kauffman Center for Performing Arts 30
FINANCING CAPITAL DEVELOPMENT • Private funding sources include: – Naming Rights and Corporate Sponsorships – Foundations – Individual Gifts and Pledges – A Broad-Based Grassroots Campaign 31
FINANCING CAPITAL DEVELOPMENT • Public funding sources include: – The City of Sacramento • Committed Funds • The TOT • Ticket Surcharges – The State of California • The I Bank • Development of an Infrastructure Financing District – Federal Programs • The NEA • Possibly the New Market Tax Credit Program 32
FINANCING ONGOING FUNDING • A potential new sales tax which would benefit the PAT but also regional arts organizations in general – Civic amenities could go to the ballot in 2016 or thereafter, either individually or paired with another cause – A potential $10-$20M could be generated annually for civic amenities and allocated among various projects/causes, including the PAT, and “return to source” needs 33
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