2. 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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3. 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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4. 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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5. 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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8. 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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9. Operating Goals
1. 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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10. Recommendations
Governance
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
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12. Economic impact analysis
• 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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13. 6. Summary
Economic impact analysis
Here finally is a chart that summar izes construction and oper ating impacts.
The one-time impacts of this substantial constr uction project ar e significant, But even m
important 13
are the ongoing impacts of the new oper ating organization spending money in
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County,9/plus the impacts of new audiences spending mor e money, leading to $3.7 millio
4/
new sales, $1.1 million in new earnings and 36 new jobs, annually.
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22. Strategic analysis report findings
• 2,000 seat main performance
hall
• Orchestra level seating – 1,100
seats
• First balcony – 550 seats
• Second balcony – 350 seats
• State of the art acoustics
• Non-profit ownership
• Professional, independent
management
• DPS site is preferred
• 200 seat multi-purpose
performance room,
• Large functional lobby
• Banquet seating for at least 300
people
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