Introducing Lubbock Entertainment and Performing Arts Center

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