Attachment "A"
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE BUSINESS CASE September 10, 2015
ACKNOWLEDGEMENTS Client: City of Kamloops Working Group: Bill Jaswal, Jelly Events / Promoter Brad Alberts, Integrated Urban Equities Corp and Kamloops Central Business Improvement Association Brendan Shaw, Brendan Shaw Real Estate Cliff Noakes, Kamloops Community Band Helen Newmarch, Kamloops Festival of Performing Arts Jann Bailey, Kamloops Art Gallery Kathy Humphrey, Kamloops Symphony Kathy Sinclair, Kamloops Arts Council Lori Marchand, Western Canada Theatre Maureen Duggan, Dance Community Michael Cade, Chilliwack Cultural Centre Michael Popoff, Sunias Ventures and Kamloops Central Business Improvement Association Peter Allik-Petersenn, Thompson Valley Community Orchestra Syd Griffith, School District 73 Tom Friedman, Kamloops Film Society Barbara Berger, City of Kamloops, Arts & Community Development Manager Cara Graden, City of Kamloops, Arts, Culture and Heritage Coordinator
Business Case Development Team: Shelley Litke, Principal, MHPM Project Managers Inc. Tomer Curiel, Project Manager, MHPM Project Managers Inc. Kori Chan, Principal, Proscenium Architecture + Interiors Inc. Greg Piccini, Associate, Proscenium Architecture + Interiors Inc. Kathy Chang, Proscenium Architecture + Interiors Inc. Richard Schick, Schick Shiner and Associates Jim Bush, Jim Bush Quantity Surveyor MHPM Project Managers Inc. th 555 West 12 Avenue, Suite 550 Vancouver, BC, V5Z 3X7 September 10, 2015 Document No. 890277-0096(6.0) © 2015 by MHPM Project Managers Inc.
City of Kamloops – New Performing Arts Centre
Business Case
Table of Contents 1 2
Executive Summary ...............................................................................................................................................1 Introduction ............................................................................................................................................................3 2.1
3
2.2 Terminology ..................................................................................................................................................3 Background ............................................................................................................................................................4 3.1
Timeline ........................................................................................................................................................4
3.2
Preliminary Business Case ...........................................................................................................................4
3.2.1 4
Introduction ...................................................................................................................................................3
Smart Growth ...........................................................................................................................................5
3.3 Public Engagement.......................................................................................................................................5 Project Description .................................................................................................................................................6 4.1
Vision and Guiding Principles for the new Performing Arts Centre ...............................................................6
4.2
Working Group .............................................................................................................................................6
4.3
Functional Program ......................................................................................................................................6
4.4
Indicative Design ..........................................................................................................................................7
4.5 Capital Cost Estimate ...................................................................................................................................8 5 Business Plan Framework.................................................................................................................................... 10 5.1
Ownership .............................................................................................................................................. 10
5.1.2
Governance and Administration ............................................................................................................. 10
5.1.3
Programming .......................................................................................................................................... 11
5.1.4 5.2 5.2.1 6
Operating Model ......................................................................................................................................... 10
5.1.1
Preferable Operator Characteristics ....................................................................................................... 11 Operating Budget ....................................................................................................................................... 11 Financial Pro-Forma ............................................................................................................................... 12
5.2.2 Budget Assumptions .............................................................................................................................. 12 Impact of the PAC and Its Programs .................................................................................................................... 14 6.1
Methodology and Data................................................................................................................................ 14
6.2
Economic Impact ........................................................................................................................................ 14
6.2.1
Construction ........................................................................................................................................... 16
6.2.2
Annual Economic Impact........................................................................................................................ 16
6.2.3
Total Economic Impact ........................................................................................................................... 18
6.2.4
Interpretation .......................................................................................................................................... 19
6.3
Cultural Impact ........................................................................................................................................... 19
6.4
Tourism Impact ........................................................................................................................................... 21
6.5
Skills and Employment Impact.................................................................................................................... 23
6.6 Community Impact ...................................................................................................................................... 24 7 Return on Investment ........................................................................................................................................... 27 7.1
Conclusion .................................................................................................................................................. 27
7.2 Case Study - Tournament Capital Centre ................................................................................................... 28 8 References ........................................................................................................................................................... 29 Appendix A - Functional Program Report Appendix B - Indicative Design Class D Cost Estimate Appendix C – Testimonial: Alexander “Sandy” Watt Testimonial
City of Kamloops – New Performing Arts Centre
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Business Case
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Business Case
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1 Executive Summary EXECUTIVE SUMMARY Following the submission of the City of Kamloops New Performing Arts Centre Preliminary Business Case, March 23, 2015, and its presentation at a public Open House, April 18, 2015, this Business Case provides further clarity, greater detail and project certainty regarding site specific design, development potential and related costs; proposed operating model and related costs; and the impact and related return on investment of a new Performing Arts Centre (PAC). A Facility Functional Program and Indicative Design accompany the Business Case submission.
The Facility Functional Program defines the project design parameters and planning criteria for the Main Theatre (1,200 seats), Studio Theatre (350 seats) and other functional components resulting in a program area for the building of 97,600 square feet.
The Indicative Design is a conceptual image to suggest the potential of the built project, establishing building/site adjacencies and as a check on satisfying zoning and municipal requirements. It is also a “test fit” of the Facility Functional Program. The 97,600 square feet of program area is translated into an initial design scheme - actual floor plans which test the relationship between building components. Ensuring all the component pieces fit together necessitates area refinements be made, resulting in an Indicative Design total building gross area of 101,455 square feet. The Indicative Design was then used for purposes of updating the “Class D” (+/- 25%) cost estimate to confirm order of magnitude project costs of $90 million.
With the assistance of a specially convened Working Group, the financial pro-forma for the first five years of operation and the projected demand as the basis for revenue was validated. A fixed annual Civic Allocation in the amount of $900,000 was assumed with the expectation that surplus funding would accumulate in a capital reserve account.
The recommended Operating Model is for city ownership, society model governance and administration, and, a hybrid “rental/presenting” programming model.
As documented in this report, the promise of a great show is just the beginning of what the Performing Arts Centre will return to the citizens of Kamloops for their investment in this important civic infrastructure. The benefits range from the individual level, employment and personal enjoyment; to the community level, vibrant arts scene and revitalized downtown; to the civic level, increased tourism, attraction of new residents, business investment and revenue. In summary, the PAC will have the following impacts: Economic Impact
During the construction of the PAC, a duration estimated to be three (3) years, approximately 76 full time jobs will be created, contributing to approximately $54M in spending on goods and services and $42M in labour;
On an annual basis, the PAC will have a net new economic impact of $11M for Kamloops, and sustain 64 viable jobs in Kamloops;
For the $4.6M budgeted annually for debt servicing and civic allocation, the City will see a 240% return in economic impact.
Cultural Impact
The PAC will alleviate pent-up demand; support more than 70+ existing organizations; and, permit the
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Business Case
arts and culture community to showcase a wider variety of performing (drama, music, film and dance) and visual arts (gallery art, museum displays).
The PAC will also be a catalyst to spark creativity and innovation, foster, sustain and enable cultural development and artistic growth of the arts community.
Tourism Impact
The PAC will support Kamloops draw of 20,000+ tourists annually and attract new cultural tourists and event specific visitors.
The PAC will inject net new tourism revenue into the economy; increase tourism related employment and wages in the accommodation, food and beverage industry.
The PAC will also stimulate growth in local products and services including artisan food and wine, heritage-inspired and hand-crafted souvenirs, Aboriginal art/crafts; and, help diversify the tourism product by promoting cultural tourism and support the marketing of Kamloops as a year-round destination.
Skills and Employment Impact
The PAC will provide employment for 14 full time Society and technical staff; stimulate the creation of an additional 50 full time positions through spin off effects; and strengthen local industry skills training and employment opportunities.
The PAC will enable Kamloops to attract new residents, investment and business enterprise; grow the tax base; and provide new and broader range of opportunities for civic engagement, volunteerism and corporate partnerships.
Community Impact
The PAC will revitalize downtown by smart land use redevelopment; contribute to economic development; sustain a vibrant arts community and stimulate demand for broader product offering.
The PAC will be a source of pride for residents and contribute to the preservation of local traditions, customs and culture.
The Performing Arts Centre will positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally, provincially and nationally. In conclusion, the Performing Arts Centre will play a lead role in community building and contribute to the quality of community life for the citizens of Kamloops and the Thompson-Nicola Regional District.
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2
2 Introduction INTRODUCTION 2.1
Introduction
This report was prepared for the City of Kamloops. This Business Case presents the community and economic development benefits, and addresses the broader question of what community residents will receive in return from their investment of tax funds with the development of a New Performing Arts Centre and parkade (PAC). The benefits range from the individual level, employment and personal enjoyment; to the community level, vibrant arts scene and revitalized downtown; to the civic level, increased tourism, attraction of new residents, business investment and revenue. The Business Case documents how these benefits, in combination, contribute to a return on investment in the form of community building and quality of community life for the citizens of Kamloops and the Thompson-Nicola Regional District. For a thorough understanding of the impact of the PAC, the Business Case should be read in conjunction with the precursor report, the Preliminary Business Case, published in March 2015.
2.2
Terminology
To assist the reader, the following are defined terms used in the Business Case Report:
Term
Cultural Tourism
Definition
A growing subset of vacationers who are particularly interested in and motivated to seek out and experience the arts, heritage and special character of a place.
Economic Indicator
An economic indicator is a statistic about an economic activity that allows for the analysis of economic
Facility Functional
A planning document that details the required space allocations in the facility, based on functional
Program
requirements.
Indicative Design
An Indicative Design is meant to “indicate”, to suggest the potential of what a building could be. Any design
performance or prediction of future performance.
features and building elements shows are not intended as a final design for what the building will be. Another way of thinking about it is as a “test fit”; a check to make sure the building floor areas and overall gross building area will fit on a site, can be constructed within budget; and, complies with land use zoning. Pent-Up Demand
Requests for space (type of venue, seating capacity and availability) that cannot be met with available inventory. The demand is there but cannot be filled by current supply. The arts community is currently challenged with a lack of suitable facilities. This results in pent-up demand.
Social Capital
Networks together with shared norms, values and understandings that facilitate co-operation within or among groups.
Total Economic Impact
A framework for calculating the economic impact of the arts. It is the sum total of direct (financial benefits generated by an event itself e.g. admission ticket) plus indirect (incremental economic activity in the area due to the facility e.g. overnight stay in hotel) plus induced (city/regional revitalization e.g. wages spent on groceries, i.e. “ripple effects” of direct benefits) benefits.
Total Return on
The economic (factors relating to consumers, businesses, market, income, employment and capital) and
Investment
social (factors having a continuing influence upon/directly touching people’s lives) benefits of arts and culture.
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Business Case
3 Background 3.1
BACKGROUND
Timeline
The need for a multi-purpose theatre for the performing arts has been widely discussed for some years in the City of Kamloops. In 2002, the City commenced a public engagement process by initiating the development of a Cultural Strategic Plan. Adopted by Council in 2003, the Cultural Strategic Plan validated this need and put forward as one of its five key recommendations, that a new Kamloops Arts and Heritage Centre be constructed as part of the “blueprint” for cultural development for the City over the next decade. In 2013, the “Raising the Curtain” Open House invited citizens to envision a new Performing Arts Centre (PAC) and provide input on three priority considerations: Amenities Parking is important Proximity to restaurants, hotels
and other cultural amenities
Accessibility (transit, drop-off site,
load in)
Design Priorities
Minimum 1500 seats Acoustical integrity 300 – 500 seat black box Orchestra pit and significant lobby space Strong backstage design considerations
Sustainability Proximity to amenities Supports a healthy downtown and cultural
precinct
Sustainable design elements Partnerships (many examples brought forward) Retail, food and beverage integrated into centre
In September 2014, City Council authorized a feasibility study be undertaken for a new Kamloops Performing Arts Centre (PAC). MHPM Project Mangers was retained to prepare a Preliminary Business Case including a Master Facility Functional Program, and in doing so, to actively engage with community arts groups, business and regional promotors to assess current capacity, utilization, demand, gaps and limitations in existing amenities. The Preliminary Business Case was completed in March 2015, presented to the public in April 2015 and on April 18, 2015, a second Public Open House was held to allow residents to provide feedback on the report and as input for refinement of the Business Case.
3.2
Preliminary Business Case
Published in March 2015, the Preliminary Business Case analysis included audience potential; current and projected user demand; gaps/limitations in existing venues; site options analysis; order of magnitude cost analysis; a high level review of operating and governance models; and a draft financial proforma for the first five years of operation. Based on the outcome of stakeholder consultations, the report cited that there was a strong economic base to support arts and culture programming. Analysis of the Kamloops catchment area and available theatre seats suggested a shortfall of 1,056 seats and a lack of availability of booking dates in current facilities. In response, the Master Facility Functional Program suggested a 97,600 square foot facility with a 1,200 seat Main Theatre, 350 seat Black Box/Studio Theatre, Rehearsal Hall(s), Lobby, Back of House spaces, Support Spaces, Administration and Desirable Amenities. Three locations were assessed using a multi-criteria qualitative analysis a Page 4 of 31
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comparison of capital costs, and massing diagrams to determine best fit. The Kamloops Daily News site was recommended as the preferred site for the new Performing Arts Centre. In summary, the key findings identified in the report included:
the arts community is currently underserved;
there is a diverse, vibrant, and growing community that can sustain new and complimentary programming in the near and long term;
the arts and cultural community can support additional capacity of 1,550 seats;
the facility financial pro-forma is viable, with a $900,000 yearly civic allocation;
the facility would benefit from desirable amenity spaces to help animate the facility during the day and create a valuable and flexible community asset;
the facility should be located in the downtown core, adjacent to retail, hospitality, restaurant, and commercial spaces; and,
parking demand in the downtown core could be addressed through an underground parkade with a minimum 200 net new stalls.
3.2.1
Smart Growth
Cities and communities, urban and rural, across Canada are focused on “smart growth”, adopting land use and development principles that aim to enhance quality of life, preserve the natural environment, mitigate climate change and save money over time; and are placing priorities on “green building”, mixed use, infill, redevelopment and densification. A new Performing Arts Centre with a multi-use underground parkade is a “smart growth” strategy. In addition to the new Performing Arts Centre, the City of Kamloops has long identified the need for additional parking in the downtown core. Growth in retail business, commercial spaces, and amenities such as the Sandman Centre (formerly the Interior Savings Centre) and the Royal Inland Hospital have all contributed to the pressures on the existing on- and off-street parking inventory. The alignment of two important civic initiatives not only makes economic and land use sense, it provides significant synergies and improves the return on investment as compared to undertaking both projects in isolation. Specifically, these benefits include:
Reduced capital costs (1 site instead of 2) for land purchase, site preparation, and servicing.
Multi-functioning asset, parkade serves two distinct services ultimately increasing parking revenues as a result of day time and night time use.
Higher utilization to drive foot traffic.
Safe, secure and available parking could contribute to increased attendance at PAC events.
3.3
Public Engagement
Starting with the initial steps of providing input into the Cultural Strategic Plan, the City has placed high importance on public engagement – asking citizens to explore the meaning and importance of culture and heritage and giving them the opportunity to help shape the civic amenity agenda. The April 18, 2015 Open House allowed residents to provide feedback on the report and as input for refinement of the Business Case. Key areas of public interest arising from the Preliminary Business Case can be categorized as requests for further clarity, greater detail and project certainty regarding:
site specific design, development potential and related costs;
proposed operating model and related costs; and,
the economic impact and related return on investment of a new Performing Arts Centre. Page 5 of 31
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4 Project Description PROJECT DESCRIPTION 4.1
Vision and Guiding Principles for the new Performing Arts Centre
The City of Kamloops has a long standing commitment to community building and increasing quality of life through active support of a diverse and growing arts and culture sector. Developed as a facility containing a suite of spaces that can be used for multiple purposes, it is envisioned that the new Performing Arts Centre will be uniquely positioned to meet the needs of the full spectrum of the City of Kamloops and Thompson-Nicola Regional District citizens and a wide range of activities and events. Each of these differing activities will continually broaden the market for the facility and will demonstrate that the new Performing Arts Centre is a place for everyone. The new Performing Arts Centre will:
Foster, sustain and enable cultural development in Kamloops and the region;
Accommodate a wide variety of performing (drama, music and dance) and visual arts (gallery art, museum displays);
4.2
Act as a catalyst for economic spin-off for other local businesses (hospitality, food/ beverage, tourism, etc.);
Form a key component of the downtown revitalization plan;
Be managed and operated for the benefit of the community; and
Have a recognizable identity.
Working Group
The business case consultant team was assisted by a specially convened Working Group, comprised of stakeholders within the arts and culture and business community with diverse technical, artistic and production expertise, differing functional insights and operational viewpoints. The Working Group’s mandate was to provide input to the physical, functional, operational, and, equipment requirements for the new Kamloops Performing Arts Centre building Facility Functional Program and Indicative Design. The Working Group was also charged with ensuring that the Facility Functional Program conformed to the City mandate that the new PAC be a multi-purpose theatre for the performing arts; that it align with the City’s Cultural Strategic Plan; that it was respectful of community input provided at two public Open Houses; and, that it responded to the strongest consensus re design priorities across that spectrum of input sources. Their feedback on the business drivers, operational projections and economic impact analysis was also central to the development of the Business Case.
4.3
Functional Program
Based on public and stakeholder consultation, the Master Facility Functional Program identified spaces/activities and then grouped them related to function/service or physical arrangement to determine net area, component gross area and total building gross area. The Master Facility Functional Program, as excerpted from the Preliminary Business Case, is shown in the following table.
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Component Name
Area (square feet)
Public Entry and Front of House
14,290
Main Stage Theatre
16,260
Studio Theatre
5,875
Rehearsal Halls
3,300
Back of House
9,620
Support Spaces
5,302
Administration
1,716
Desirable Amenities
9,749
Building Systems
8,950
Total Net Area
75,062
Net to Gross, Gross-Up Factor @ 30%
22,519
Total Building Gross Area
97,581
As part of this work, it was determined that a two theatre venue - a Main Stage theatre with a seating capacity of 1,200 seats and a Studio theatre with a seating capacity of 350 seats, would provide the Performing Arts Centre with a total of 1,550 seats. Further, this recommended configuration would support significant flexibility in order to maximize the number of performance bookings and revenue generating opportunities. Accordingly, it would also complement the range of existing, well used, purpose built and converted use cultural facilities. As a next step, in accordance with industry best practices and in order to respond to the public’s query about site specific design, development potential and related costs, the work of the Business Case included development of a Facility Functional Program and Indicative Design. Based on the areas assigned to core building components, the Facility Functional Program further defines the project parameters and planning criteria. Project parameters include the functional, operational, infrastructure systems and site contextual criteria that should influence planning and design. General planning criteria are placeholders or strategies that describe or highlight particular performance ideals of a proposed project. Criteria that will require further development and review during detail planning and design. The purpose of the Facility Functional Program is to:
confirm the activities to be included in the proposed Kamloops Performing Arts Centre;
provide the future design team with a description of the activities and spaces required for the new PAC and of the functional criteria to be addressed during the schematic stages of the actual design process;
provide the City with a summary of key planning parameters for the project, including role and scope of
provide the City with a reference manual from which to discuss and evaluate design schemes; to discuss
provide the City with a record of decisions and information collected to date during the pre-design
services and the spaces needed to accommodate them; administrative and organizational policies for the new facility; and, programming process. The Facility Functional Program, complete with Indicative Design, is found in Appendix A.
4.4
Indicative Design
An Indicative Design is meant to “indicate”, to suggest the potential of what a building could be. The design features and building elements shown are not intended as a final design for what the building will be. Rather it is one concept to inspire and stimulate discussion. Another way of thinking about it is as a “test fit”; a check to make sure the Page 7 of 31
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planned building floor areas and overall gross building area will fit on a site. Indicative Designs are prepared to establish adjacencies; test the budget; satisfy municipal requirements, including supporting zoning or related approvals; and often as a communication tool. The objective is to do the minimum design necessary to meet these goals while representing industry best practices and fully meeting the needs of an Owner, but, to leave as much opportunity for innovation as possible for the project design team that would be competitively procured at a future point in time. In development of the Indicative Design for the PAC, the 97,600 square feet of program area was translated into an initial design scheme - actual floor plans that test the relationship between building components. Ensuring all the component pieces fit together necessitated area refinements be made, resulting in an Indicative Design total building gross area of 101,455 square feet. The difference in area between the Facility Functional Program and the Indicative Design, 3,865 square feet or approximately 4% over the planned building gross area, is well within acceptable tolerances at this concept stage of design. It simply confirms that the Facility Functional Program can be accommodated on the Kamloops Daily News site. The full Indicative Design, complete with Functional Program, is found in Appendix A. The excerpt below shows the schematic layout of the ground floor.
4.5
Capital Cost Estimate
The initial Class D (± 25%) capital cost estimate for the construction of the PAC of $90M was developed in March 2015 and is based on the Master Facility Functional Program and the following assumptions:
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A traditional design-bid-build construction methodology was assumed.
An escalation of 3.5% was applied for 30 months to the start of construction (8.8% aggregate).
Parkade and Amenities costs are shown inclusive of all associated soft costs, contingencies and escalation. These are considered add-ons and are not included in the PAC sub-Total
Master Facility Functional Program of 97,581 square feet gross building area.
The Class D (± 25%) capital cost estimate was then updated based on the Facility Functional Program and Indicative Design, with site specific considerations for the Kamloops Daily News site. The following assumptions were included in the Business Case capital cost estimate completed in September 2015:
A traditional design-bid-build construction methodology was assumed.
An escalation of 3.5% was applied for 24 months to the start of construction (7.0% aggregate).
Parkade and Amenities costs are shown inclusive of all associated soft costs, contingencies and escalation. These are considered add-ons and are not included in the PAC sub-Total.
Indicative Design of 101,455 square feet gross building area.
Exclusions include ground improvements.
A summary of the Indicative Design Class D Cost Estimate is shown below. The Cost Consultant’s full report can be found in Appendix B. For the reasons noted above the Indicative Design estimate of $90,728,200, is $432,300 greater than the Master Facility Functional Program estimate of $90,295,900. This 0.5% difference is well within the bounds of a Class D (+/- 25%) estimate. Component
Indicative Design
Construction
$47,003,400
Design Fees
$6,081,000
Contingencies (Design +Construction)
$8, 044,000 PAC Sub-Total
Site Procurement and Preparation Parkade
$61,128,400 $7,500,000 $18,518,300
PAC and Parkade Sub-Total Meeting Rooms Archival Storage
$ 87,146,700 $578,500 $2,124,200
Commercial Retail Space
$245,700
Artists’ Studios
$633,100 Desirable Amenities Sub-Total
$3,581,500
Total
$90,728,200
At this concept stage numerous details still need to be developed including the exact building footprint and gross area, structural components, building systems, finishes, etc. During the actual design process, the design team would look to maximize efficiencies and explore cost-effective, sustainable building solutions to deliver the project within the approved budget. The Indicative Design Class D Cost Estimate validates the Preliminary Business Case Capital Cost estimate. In short, it confirms that an order of magnitude project budget of $90M for the new Performing Arts Centre is viable.
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5
5 Business Plan Framework BUSINESS PLAN FRAMEWORK The foundation for success of the new Performing Arts Centre will be tied to decisions made regarding the Operating
Model and Operating Budget and that the PAC operates in a financially and programmatically sustainable fashion that upholds and contributes to the project’s vision and guiding principles (section 4.1).
5.1
Operating Model
Several common industry operating models were considered in the Preliminary Business Case. The components that make up an “operating model” include building ownership, governance and administration, and programming model, and combinations thereof, which have a range of implications. These impacts include but are not limited to: day-to-day operations; building life cycle maintenance; programming mix and cultural services; financial risks; economic spin-offs; access to government grants; and, tax payer support via a civic allocation, amongst others. After review and analysis of the available options, the currently recommended Operating Model is for city ownership, society model governance and administration, and, a hybrid “rental/presenting” programming model as further described in the proceeding sections.
5.1.1
Ownership
For the new PAC, it is recommended that the City retain ownership for the following reasons:
The community asset is controlled by the City.
The City takes control of life cycle maintenance for the fabric of the building and building systems.
Public tax based funds and money raised through tax receipts will not benefit a commercial entity.
5.1.2
Governance and Administration
For the new PAC, an incorporated society managed model was recommended. In the Society Model, a non-profit society is incorporated with the mandate to operate the facility, programme the facility and deliver community cultural services on behalf of the City. The Society would be managed by a Board of Directors and enter into an Operating Agreement with the City that defines the Society’s relationship with the City, the conditions under which it manages the facility, and its financial and social commitments to the City. The Board of Directors would include members appointed by the City and community champions with a broad range of artistic and business expertise. While the City maintains ultimate financial responsibility, the Society is charged with managing the facility within the agreed upon civic allocation and reports to the City through regular, independently audited financial statements. This model provides the Society with a level of autonomy that shields the City from artistic and day-to-day operational risk. Recruitment and retention of technical production and operating staff, not typical municipal jobs, are also the purview of the Society. It allows the Society to make personnel decisions in the best interest of the facility. The Society model allows for key performance indicators to be established to encourage active and responsive programming of the facility, as well as to reward performance by management. A Society can use volunteers and has access to grants provided by governmental agencies.
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5.1.3
Business Case
Programming
For the new PAC, a hybrid “rental/presenting” programming model was recommended. In the “Rental” of Facilities Model, the facility operator licenses the use of facilities at a flat rate or flat rate plus a percentage of the net or gross ticket sales. The Rental Model provides the least financial risk to the City. Yearly facility overhead costs are generally known and consistent and can be accounted for by the civic allocation. Rental rates are set at a cost recovery basis minimum for any marginal costs. The trade-off is that this model does not make best use of the facility’s revenue potential, nor does it act as a catalyst for growth in the quantity or diversity of programming. In the “Presenting” of Shows Model, the facility operator pays a promoter or artist for a product, markets the show, assume the risk and the net receipts. The Presenting Model allows for a large range of diverse and proactive programming. This model increases the facility’s revenue potential, with limited additional risk. The trade-off is additional operating costs and complexity of business operations.
5.1.4
Preferable Operator Characteristics
With the above framework in mind, the characteristics of a successful operator can begin to be defined. These benchmarks could include the following:
activate the space as much as possible - in the range of 300 performances per year;
broader access to performance space(s) for multiple performing arts organizations;
greater variety of programing genres and types; programming that meets market/audience demand, understands and responsive to changing demographics of the market – attendance rates of approximately 50%+;
financial sustainability – diversified income from classes, workshops, rental fees as well as ticket sales;
experience in facility operations and management; and,
value-added services such as providing back office support functions including accounting, ticketing and
fundraising and developing a robust donor base;
marketing.
5.2
Operating Budget
Based on the Functional Program and Indicative Design, the Operating Budget, as included in the Preliminary Business Case, was reviewed and confirmed by members of the Working Group and consultant team. The total Operating Budget of the facility is comprised of three components:
Administration The Administration Budget includes the fixed operating costs required to “open the doors”, such as basic overhead costs, salaries for key personnel, etc. On the revenue side, this budget would include net facility rentals, as rental rates are based on a minimum cost recovery basis. Revenues also include the civic allocation, which can be considered a management fee in return for delivery of cultural services on behalf of the City. This budget is low risk, easily forecast and generally consistent year over year.
Building Maintenance The Building Maintenance Budget includes the cost of maintaining the building. In an Incorporated Society Managed model, for example, the Society would assume the cost of the maintenance including custodial activities, garbage/ recycling disposal and the utilities as estimated in the attached budget. The City would retain control of the physical plant, services contracts (elevators, heating planet and chillers, etc.) and
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maintaining the building envelope to ensure that the community capital investment is protected.
Programme The Programme Budget includes revenue and expenses associated with the mounting and support of events and programmes undertaken by the PAC’s administration. These could include classes, presentation series and other programmed events. This budget holds the majority of the fiscal risk and is the hardest to control and predict. The PAC’s administration would be responsible for developing a Programme Budget based on the level of risk deemed acceptable by the City through the operating agreement or policy. Short-falls in revenue or overages in expenses in the programme budget would be made up with earned income and fundraising. By tracking this as a separate budget, the City can adjust the level of risk on a year to year basis to ensure the PAC continues to operate in a fiscally responsible manner.
5.2.1
Financial Pro-Forma
Based on the Functional Program and Indicative Design, feedback arising from the Working Group, the Financial Pro-Forma, as included in the Preliminary Business Case, was reviewed and validated by the consultant team. The following is a pro-forma administration and maintenance budget covering the start-up year (prior to opening) and years One, Three and Five. It is based on the Master Facility Functional Program including all desirable amenities. It has also assumed an Incorporated Society Managed governance and administration model.
Budget Category
Year 1
Start Up
Year 3
Year 5
Revenue Civic Allocation
$ 900,000
$ 900,000
$ 900,000
$ 900,000
Rental Income
$0
$ 348,800
$ 394,400
$ 447,900
Fundraising and Grants
$0
$ 130,000
$ 138,000
$ 212,000
Earned Income
$0
$ 318,100
$ 379,009
$ 457,437
Allocation from programming
$0
$ 50,000
$ 80,000
$ 100,000
$ 900,000
$ 1,746,900
$ 1,891,409
$ 2,117,337
Total Administration Expense
$ 581,600
$ 1,068,700
$ 1,156,800
$ 1,249,040
Total Expenses from Rentals
$0
$ 210,450
$ 237,225
$ 312,475
Total Revenue Expenses
$ 7,500
$ 325,000
$ 352,250
$ 369,900
Total Expenses
Total Maintenance Expense
$ 589,100
$ 1,604,150
$ 1,746,275
$ 1,931,415
Contribution to Capital Reserve
$ 310,900
$ 142,750
$ 145,134
$ 185,922
Cumulative Capital Reserve
$ 310,900
$ 453,650
$ 741,534
$ 1,072,589
5.2.2
Budget Assumptions
Overall, a conservative approach was taken in developing the pro-forma. Consistent with this report, the revenues are based on the projected demand, and prudently estimated ticket sales and prices. Conversely, expenses have been realistically estimated. Additional assumptions include the following:
Growth in rentals will be 15% from Year 1 to Year 3 and 15% from Year 3 to Year 5.
No increase in rental rates for the first 5 years to encourage use.
Ticket sale revenue and facility fees are based on the estimated booking days and a gross box office sale of 50% in Year 1, Year 3 and Year 5.
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City of Kamloops – New Performing Arts Centre
Business Case
Expenses are assumed to increase 10% from Year 1 to Year 3 and 10% from Year 3 to Year 5.
A start-up year has been included to account for key staff positions being filled up to 12 months prior to the facility’s opening and also covers initial set up costs for the administration office, web site and marketing campaigns.
For the purposes of the Cumulative Capital Reserve, Contributions to Capital Reserve for Year 2 and Year 4 are assumed to be the same as the previous year.
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City of Kamloops – New Performing Arts Centre
Business Case
6
6 Impact of the PAC and Its Programs IMPACT OF THE PAC AND ITS PROGRAMS Coming out of the April 2015 Open House, the economic impact and related return on investment of a new Performing Arts Centre and parkade project was noted as of great interest to the citizens of Kamloops. A narrow focus on the economic returns, however, would not reveal the full extent or total return on investment to the community. Accordingly, a broader view of the economic (factors relating to consumers, businesses, market, income, employment and capital) and social (factors having a continuing influence upon/directly touching people’s lives) benefits of arts and culture has been taken for purposes of discussion in the Business Case.
6.1
Methodology and Data
The methodology adopted for input into this Business Case consisted of a number of strategies including: reference to published literature and research; Working Group workshops; email and telephone enquiries with local businesses and organizations; postal code analysis; and, consultant opinions. No surveys were undertaken. With reference to the wealth of literature that exits on the subject of the social and economic impact of the creative and cultural industries, the intent of the Business Case was to clearly present realistic and defendable metrics. Also reviewed and considered were indicators from comparable sized cities such as Nanaimo, Prince George and Chilliwack. The Business Case represents best evidence of the quantitative and qualitative impact of the arts and culture for the City of Kamloops and the Thompson-Nicola Regional District geographic market area.
6.2
Economic Impact
Economic impact analysis (EIA) estimates the changes in economic activity within a region resulting from some action. In response to the “action” of the opening of a new Performing Arts Centre, there are several measures of the changes in regional economic activity that can be estimated and assessed to understand the commercial importance of this project. These include changes in sales or spending, income and employment. TOTAL TOTAL ECONOMIC ECONOMIC IMPACT IMPACT
For the Business Case, the basis for calculating the economic impact was the Canadian Heritage Information Network’s "Economic Impact Model for the Arts and Heritage (EIMAH)". This framework is based on
DIRECT
INDUCED
INDIRECT
the BC Input-Output Model developed by BC Stats. Multipliers are based on BC Stats information and were validated by comparison to other municipalities in BC and across Canada. The EIMAH measures three separate effects that together form the Total Economic Impact.
On-site On-site
Off-site Off-site
Downstream Downstream
Easier Easier to to Quantify Quantify
Harder Harder to to Quantify Quantify
These measures are:
Direct Economic Impact Direct economic impact results from activities carried out by firms and others with a direct involvement in the operation and management of the PAC and associated commercial and arts related services. The distinguishing feature of this type of impact is that it is an immediate, first order consequence of the construction and operation of the PAC, including items such as salaries, concession sales, facility maintenance, etc. The majority of direct impacts are generated on site.
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City of Kamloops – New Performing Arts Centre
Business Case
Indirect Economic Impact Indirect economic impact is attributable to non-performing arts industries that are a direct result of the PAC’s operations, such as increased tourism and more local business sales due to increased downtown foot traffic. The majority of indirect impacts occur off-site.
Induced Economic Impact Induced economic impact is the increased sales within the city and region from household spending of the income earned related to PAC operations. Construction worker, hotel or restaurant employees spending the income they earn from PAC related operations on housing, utilities, groceries and so on, represent induced impact.
Multipliers Multipliers capture the size of secondary effects, as a ratio of total effects to direct effects. They are developed by analyzing similar industries across a region or a sector and are applied to the Direct Economic Impact to determine the secondary effect or trickle-down effect of indirect and induced impacts. Recent studies completed by BC Stats, for a similar sized CMA, specifically for the city of Nanaimo, cite multipliers in the range of 1.6 to 1.64
The below pictogram illustrates the flow of economic activity within the city and region related to the Performing Arts Centre.
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City of Kamloops – New Performing Arts Centre
Business Case
For the purposes of the Business Case, the EIA specifically analysed four key impacts: 1.
The one time economic impact of construction of the facility (section 6.2.1).
2.
Ongoing economic impact of PAC operations (section 6.2.2).
3.
Ongoing economic impact of new artistic productions (section 6.2.2.).
4.
Ongoing economic impact of new tourism based activity (section 6.2.2).
Ongoing economic impacts are calculated in Year 5 of the operations as this is assumed to represent steady state operations after which growth would match overall population and economic growth in Kamloops.
Impact Factor
6.2.1
Data Source
Construction
→
Capital Cost Estimate
PAC Operations
→
Financial Pro-Forma
Productions
→
Interviews with local production companies Interviews with local promoters Input from specialist consultants
Tourism
→
Interviews with local tourism associations Interviews with local hospitality industry Interviews with City staff
Construction
In developing the PAC, the City of Kamloops is committing to investment $90M in the community. Approximately $5M of this funding was used to purchase the land. This expenditure is essentially a transfer between two economic agents and does not increase production. The remaining $85M will be used to purchase the products and materials, labour, and professional services required to design and build the PAC. This significant investment results in a large economic impact through the course of construction, primarily in the three years prior to operations commencing.
CONSTRUCTION
Indirect & Induced Impact
Total Impact
GDP Impact ($)
$33,710,952
$20,112,393
$53,823,345
Labour Impact ($)
$27,719,495
$14,029,599
$41,749,094
49.9
26
75.9
Employment (FTE)
6.2.2
Direct Impact
Annual Economic Impact
On a yearly basis, the City of Kamloops forecasts spending $4.6M on operations and debt servicing for the Performing Arts Centre. In return, $11M in total economic impact will be generated in Year 5. This total economic impact comes from a number of sources:
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City of Kamloops – New Performing Arts Centre
Business Case
PAC Operations The PAC’s pro-forma forecasts an operating budget of $2.1 M in Year 5 for administrative, operating and maintenance requirements. Revenue is generated through a $900,000 civic allocation, with the remainder coming from rental income and other revenues including ticket fees, fundraising, and a conservative estimate of profit from co-productions.
OPERATIONS
Indirect & Induced Impact
Total Impact
GDP Impact ($)
$1,606,687
$303,453
$1,910,140
Labour Impact ($)
$1,467,511
$181,347
$1,648,858
14.5
19.5
34.0
Employment (FTE)
Direct Impact
New Productions The projected use for the PAC shows a significant increase in the number of performance dates in Kamloops. This translates to new travelling shows booking dates in Kamloops, but also new locally produced shows. These new local productions generate economic activity due to salaries and spending on supplies, equipment, and business services that are funded through ticket sales, grants, and fundraising activities. These new productions will also lessen the leakage of entertainment spending from the region (i.e. money that leaves the local economy), as patrons won’t have to travel to other urban centres to seek the types and quality of shows that the PAC will present. Shows and events such as the National Ballet of Canada, Diana Krall, Russell Peters, the Tenors, a University speaker series, and, tween and children’s shows, to suggest only a few.
PRODUCTIONS
Indirect & Induced Impact
Total Impact
GDP Impact ($)
$1,832,599
$308,443
$2,141,042
Labour Impact ($)
$1,759,500
$175,273
$1,934,773
0.4
25.9
26.3
Employment (FTE)
Direct Impact
Tourism As the premiere performance venue between Vancouver and Calgary, the PAC will draw a significant number of tourists to Kamloops. Analysis of Western Canada Theatre Company and local promoter’s recent ticket sales reveals that approximately 10% of tickets purchased originate from outside of the TNRD. This tourism, while show specific, will create significant spin-off for Kamloops from overnight stays and associated spending. Based on discussions with local tourism associations, hospitality professionals, and retail businesses, an estimate of the economic impact can be developed.
TOURISM
GDP Impact ($) Labour Impact ($) Employment (FTE)
Direct Impact
Indirect & Induced Impact
Total Impact
$1,328,117
$552,451
$1,880,568
$926,840
$369,023
$1,295,864
2.6
0.8
3.4
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City of Kamloops – New Performing Arts Centre
Business Case
Total Annual Economic Impact The Total Annual Economic Impact is then calculated as the sum of the individual impacts from PAC Operations, New Productions, and Tourism. As a one-time economic impact, construction of the PAC is excluded from the annual economic impact analysis. TOTAL ECONOMIC IMPACT
Operations
Production
Tourism
GDP Impact ($)
$1,910,140
$2,141,042
$1,880,568
$5,931,750
Labour Impact ($)
$1,648,858
$1,934,773
$1,295,864
$4,879,495
34.0
26.3
3.4
63.7
Employment (FTE)
6.2.3
Total Impact
Total Economic Impact
As a benchmark, the City of Kamloops’ 2003 Cultural Strategic Plan estimated the value of the city’s arts and culture industry at $11.1 million annually. For comparison, the impacts on municipalities with similar characteristics and indicators (size, geography,
“Although it is difficult to calculate the exact impact
demographics, proximity to other city centres, etc.) were
on the economy through spending on the arts, we
considered. The City of Kelowna (2014 population of
know anecdotally that there is a strong, positive
122,000) recently completed a study of the impact of their
economic correlation between arts and cultural
creative sector. They found that the arts and culture
events and money spent in hotels, restaurants,
community is responsible for 1,763 jobs, $73.2M in GDP,
travel services and retail businesses.”
and a total economic impact of $143.8M. Similarly, the City of Nanaimo (with a 2011 population of 108,075 for the
- Kamloops Chamber of Commerce
Regional District) found the arts and culture community is responsible for 1,330 jobs, $83M in GDP, and a total economic impact of $154M. These comparator economic indicators support the Business Case’s assertion that Kamloops’ arts and culture community has significant untapped growth potential. The total economic impacts of the PAC, including the one- time capital construction costs, include:
During the construction of the PAC, a duration estimated to be three (3) years, approximately 76 full time jobs will be created, contributing to approximately $54M in spending on goods and services and $42M in labour;
On an annual basis, the PAC will have a net new economic impact of $11M for Kamloops - $5.9M in spending on goods and services and $4.9M in labour;
The PAC will create 64 viable jobs in Kamloops. These will range from administrative and technical positions within the PAC to artistic opportunities as part of new productions to retail and hospitality related jobs;
For the $4.6M budgeted annually for debt servicing and civic allocation, the City will see a 240% return in economic impact; and,
The City has estimated $300K in revenue from the parkade on an annual basis.
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City of Kamloops – New Performing Arts Centre
6.2.4
Business Case
Interpretation
As several assumptions are built into the exercise, EIA’s have limitations. For the Kamloops PAC Business Case:
The EIA was performed “a-prior”, involving the drawing conclusions based on reasoning from facts to general principles, from effects to causes.
Care was taken to ensure the assumptions were reasonable, conservative, and defensible. Key assumptions include the booking projections, operating model, and financial pro-forma.
Care was taken to ensure the impact wasn’t overstated due to the substitution effect – when spending is displaced from one event or sector in the economy to another, such that the money spent to attend a performance could have been spent on goods or services not related to the creative sector and still make its way into the local economy.
The catchment areas is larger than Kamloops proper, therefore some leakage of economic activity into the surrounding region will occur. This is expected to be marginal based on the significant difference in scale between Kamloops and the other cities and towns in the region.
6.3
Cultural Impact
The new Performing Arts Centre will support and contribute to a wide variety of cultural benefits for Kamloops and the TNRD. This is supported by numerous studies in published literature in which there is widespread agreement amongst researchers that community art practices support benefits ranging from benefits to individuals, benefits to community, to benefits to society as noted below.
Individual
Entertainment, fun Stimulation (intellect, emotion, spirit) Experience something new Exposure to different cultures Social opportunities Health and well-being
Community
Energy and vitality Quality of life Creative communities Understanding between cultures Pride and belonging Community safety
Society
Volunteering Civic engagement Better education outcomes Social cohesion Multiculturalism Reduce crime and violence
The new PAC will also serve as an anchor institution for the community. Similar to the Tournament Capital Centre, community anchors are focused on community need and well-being, they engage with their community and serve to help to bond, bridge and link individuals within the community. The new PAC will be a cultural destination and ‘placemaking’ around such community anchors is recognized as an important way to reinvigorate city centers and downtowns. Community anchors are also said to produce a source of pride for residents (arts participants and nonparticipants alike) in their community, enhancing their perception of place and increasing a sense of connection to their community. As documented in the Preliminary Business Case, Kamloops already enjoys a rich and varied arts and heritage scene, embraced and promoted through the City’s Cultural Strategic Plan. Kamloops enjoys a culture of participation and consumers of arts and cultural programming within the geographic catchment area are 8-10% above the provincial average. Home to numerous amateur and professional theatre and music festivals; professional and emerging art galleries; community based children’s dance and music classes; and established and emerging arts and culture organizations and events held annually, the new PAC will enable the arts community to flourish to the next level of creativity and audience engagement. Designed to be multi-purpose and flexible; centrally located and easily arrived at by pedestrian, transit or car traffic;
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City of Kamloops – New Performing Arts Centre
Business Case
the cultural impact of the new PAC will be evidenced in numerous ways including but not limited to the following:
Augment the current inventory and continuum of types of performance venues. It is often more expensive to hold an event in the wrong venue, for example, converting the Sandman Centre hockey arena to a small bowl theatre is time and labour intensive and ultimately the lack of a sense of intimacy, ambiance and acoustics for performances, is not conducive to a majority of events;
Alleviate pent-up demand of local established arts groups;
Form a key component of the downtown revitalization plan, be a public meeting place to promote interaction
Act as a catalyst for economic spin-off for other local businesses (hospitality, food/ beverage, tourism, etc.);
Capitalize on its strategic location at the confluence of four major highways frequently travelled by bus/truck
amongst citizens and increase attention and foot traffic in the downtown core;
tours who look to present their shows as breaks in their travel schedule; “From my experience Kamloops is ideally situated to capitalize on ‘bus and truck’ tours. Normally, these ‘A’ level market shows only stop in cities of 350,000+, however, they look for opportunities to work dates into their schedule during their travel breaks. The PAC would open up the opportunity for the people of Kamloops and TNRD to see shows they’d otherwise have to travel to Vancouver or Calgary to see.” - Bill Jaswal, Jelly Events / Promoter
Offer a greater choice in booking dates to complement show/artist tour dates and secure touring groups,
Showcase a wider variety of performing (drama, music, film and dance) and visual arts (gallery art, museum
including presenting higher end events, who are currently bypassing Kamloops; displays) including the National Ballet of Canada and potential performers such as Diana Krall, Russell Peters, the Tenors, a University speakers series, and, tween and children’s shows, to name only a few;
Spark creativity and innovation, foster, sustain and enable cultural development and artistic growth of the arts community;
Reduce barriers for new and diverse programming to enter the market;
Retain and attract new audiences, and educate today’s youth/tomorrow’s consumers about the excitement of ‘live performance’;
Provide significant flexibility in types of spaces through to seating arrangements, affording presenters greater range of performance presentation options in conjunction with current venues offered but rarely available;
Stimulate patronage to all other arts and heritage organizations;
Contribute to the quality of community life – cultural engagement across the spectrum contributes to the quality of community life by reflecting and reinforcing social diversity and researchers have demonstrated that a high concentration of the arts in a city leads to higher civic engagement/volunteerism, more social cohesion, higher child welfare and lower poverty rates; and,
Raise Kamloops arts exposure and culture profile, regionally, provincially and nationally.
As shown on the following table, more than 70+ organizations stand to benefit, directly and/or indirectly, from this capital initiative. Despite venue challenges to-date, many of these organizations are not just surviving; they are thriving, with several celebrating impressive milestone anniversaries!
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City of Kamloops – New Performing Arts Centre
Professional Not-For-Profit Arts Organizations
Business Case
Community Not For-Profit Arts Organizations
Festivals
Choral Community
A Capella Chamber Group
Arts and Culture Week
Kamloops Art Gallery
Access Gallery
Art in the Park
Kamloops Arts Council (47th year anniversary!)
Akimbo Dance Studios Ltd.
Battle of the Bands
Kamloops Firehall Museum
Arnica
BC Choral Federation Chorfest
Kamloops Museum
Artists’ Studio and Gallery
Canada Day Folk Fest
Kamloops Heritage Railway
BC Living Arts
Hot Nite in the City
Kamloops Symphony Society
Brandenburg Orchestra
Kamloopa Pow Wow
Kamloops Wildlife Park
Canstabile Choir
Kamloops Canadian and International
Project X (10th year anniversary!)
Chamber Musicians of Kamloops
Secwepemc Museum
Classy Chassis
Kamloops Cowboy Festival
Thompson Valley Community Orchestra
Courthouse Artists Corporation
Kamloops Festival of the
Western Canada Theatre (40th year anniversary!)
Dance Gallery
Film Festival
Performing Arts (38th year anniversary!)
Desert Sounds
Kamloops Film Series
Entertainment Management
Kamloops Juried Art Show
The German Choir
Kamloops Independent Short Shorts Festival
Hampton Gallery
Kamloops Rockworks Mother’s Day Dig
Happy Choristers
Kamloops Rockworks Annual Father’s Day Dig
Higher Ground
Kamloops Wine Festival
Jelly Events
Micro Beer Fest
Kamloops Choristers
Music in the High Country Festival
Kamloops Film Society
Music in the Park
Kamloops Interior Summer
North Shore Business Improvement
School of Music
Association’s Overlander Days
Kamloops Players
Santa Claus Parade
Kamloops Ukulele Orchestra
Theatre BC’s Mainstage Festival
Jelly Events
North Light Studio
Wildlights Display
Live Nation
Nuance Dance Studio
For-Profit Arts Organizations
Primal Song Studio SD 73 Children’s Chorus The Shalni Prowse School of Highland Dance Tara School of Irish Dancing Theatre BC Thompson Rivers University Chorus
*This table is intended to illustrate the wealth and breadth of professional and community not for-profit arts organizations and cultural festivals in Kamloops, and does not reflect 100% of such entities.
Vivace Chorale
6.4
Tourism Impact
Tourism in BC is a $13.5 billion industry which continues to grow. The City of Kamloops and Thompson-Nicola Regional District, as part of the overall Thompson Okanagan tourism region, offer a wide range of tourism experiences to visitors and in 2013, accounted for 12.6% of BC’s tourism business. BC Stats data reveal that US travelers represent the largest share of total entries to BC, in 2011 accounting for 75% of non-resident travel to the province.
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City of Kamloops – New Performing Arts Centre
Business Case
From leisure to sports to meeting marketing, Tourism Kamloops marketing and promotional campaigns are achieving results, seeing Kamloops Visitor Centre welcome 20,000 visitors every year. To support these efforts, the PAC has tremendous potential to impact tourism. Adding the PAC to the list of “must see” attractions, “must have” experiences will help to promote Kamloops as a year-round destination, differentiate the City from competitors, increase overnight stays, length of stay and daily expenditures. Travelers are changing. Within the leisure segment, cultural tourism is a growing subset of vacationers who are particularly interested in and motivated to seek out and experience the arts, heritage and special character of a place. Tourism industry research has long reported that arts tourists stay longer and spend more money than the average traveler. Looking even closer, the Canadian Tourism Commission, quantified that “performing arts tourism enthusiasts” make up 6% of all domestic tourists, approximately 1.3 million in 2000 and projected to grow to 2.0 million by 2026. A profile of this tourist is presented in the following table:
Performing Arts Tourism Enthusiast Characteristics:
Top Activities Engaged In:
includes more women than men
theatre, 87%
tend to be older in age (55-64 years)
classical music concerts, 62%
have post-secondary education
musical festivals, 54%
spend more time in an area while on vacation
theatre festivals 53%
more likely to stay in overnight lodging
ballet/other dance performance, 43%
earn more money and spend more money
literary festivals, 26%
while on vacation/far more likely to shop A recent US national study, Americans for the Arts “Arts & Economic Prosperity IV”, also took a closer look at arts and culture travelers. As part of their research, they found that this group of tourists is likely to spend $1,000 or more during their stay; 32% added time to their trip because of a cultural, artistic, heritage or event; and, of those that did add time to their trip, 57% extended their trip by one or more nights. Aside for the cost of event admission, and in addition to overnight lodging, tourists expenditures included meals, snacks and refreshments; gifts and souvenirs; local ground transportation; clothing and accessories; child care; and other miscellaneous purchases. Similar extrapolations can be inferred for the Canadian market. Supported by marketing and cross-promotional strategies, there is
“Kamloops has a thriving arts and culture
great potential for the PAC to be a magnet for tourists and their
scene, encompassing live theatre, music and
vacation dollars, just as the Tournament Capital Centre is for
the visual arts year round. Through exciting
sports, which in 2014 hosted 109 sporting events resulting in a
events, [..] visitors to Kamloops can enjoy the
$12.7M boost to the local economy. In fact, the Kamloops
sights and sounds of a city rich in heritage,
Museum and Archives, reported that during the 2014 Brier’s Cup,
culture and arts.”
they had 263 visitors, a 32% increase over the199 visitors in the
- Tourism Kamloops
same period in 2013. The PAC’s impact on tourism is likely to manifest in numerous ways including but not limited to the following:
Support Kamloops draw of 20,000+ tourists annually and attract new cultural tourists and event specific visitors;
Inject net new revenue into the economy:
Assuming 6% of the 20,000 visitors per year to Kamloops are performing arts tourism enthusiasts, that is potentially 1,200 tickets sold, 1,200 additional night’s lodging, 1,200 dinners out, etc.;
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City of Kamloops – New Performing Arts Centre
Business Case
Together, cultural tourists, performing arts tourism enthusiasts, event specific visitors, day trippers and weekend excursion tourists are estimated to account for 10% of all ticket sales on an annual basis;
The average visitor stay is 1.36 nights per person which translates to net new related commerce for local businesses;
Support existing businesses and encourage establishment of new enterprises that would generate additional tax revenues;
Generate visitor/tourism related employment and wages;
Help diversify the tourism product by promoting cultural tourism and support the marketing of Kamloops as a year-round destination;
Encourage a destination-wide approach to tourism development including opportunities for cross-market packaging and promotion with other cultural/heritage, outdoors, sports, conference and trade show, and wine/culinary tourism products to name a few;
Strengthen partnership opportunities between Aboriginal Tourism ($42M industry in 2012) as well as other arts, historical and cultural assets unique to the City and region;
Stimulate growth in local products and services including authentic arts and crafts, artisan food and wine, heritage-inspired and hand-crafted souvenirs, as well as demonstrations, including Aboriginal art/crafts;
Contribute to preservation of local traditions, customs and culture;
Differentiate Kamloops with a “unique selling proposition” and diversify market reach; and,
Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally, provincially and nationally.
6.5
Skills and Employment Impact
The arts are a labour intensive field. As a local industry, approximately 1,400 persons or 1.61% of the population work in the ‘arts and recreation’ sector in Kamloops. This compares to 1.08% of the labour force in BC and the Canadian average of 0.77%. With the requisite skills training and education, the arts are a viable career choice for many who call Kamloops home. Beyond employment statistics, the relationship of arts and culture to a city’s ‘liveability’ and economic competitiveness is a well-studied topic of research.
“[T]he vitality of a robust arts
The liveability of a city depends on a combination of social, environmental,
community helps draw talented
economic and cultural attributes that combine to create an enhanced quality
professionals, brings entrepreneurs to
of life and sense of local identity. Liveability attracts new residents as well as
our region, supports existing business
business investment. In today's ever competitive and increasingly global
and encourages newcomers to choose
economy, the ability to attract and retain creative human talent is fundamental
our cities as a place to live and work.”
to economic growth and survival. Communities are competing to get the most talented and brightest workers by selling them on the cultural vibrancy
- Kamloops Chamber of Commerce
of their communities - the restaurants, art galleries, music scene, architecture, and so on. The cities successful in attracting workers are the ones that have varied and exciting cultural offerings. The effect of the arts is even more widespread. For example, many of the skills deemed necessary to excel in today’s knowledge-based economy, skills such as problem solving, communication, imagination, creativity and innovation, are closely linked to the arts and arts education. Governments, businesses and educators are realizing that art and culture can be used as a tool to more effectively deliver health care, education and social services. Research has
Page 23 of 31
“An arts degree has become tech's hottest ticket” - Thompson Rivers University
City of Kamloops – New Performing Arts Centre
Business Case
shown that integration of the arts can lead to improved outcomes in earl y learning, higher educational achievement, increased teacher and parent engagement, enlivened elderly, enhanced business, and crime reduction to name a few key impacts. The PAC’s impact on skills training and employment is likely to manifest in numerous ways including but not limited to the following:
Provide employment for 14 full time staff, from administration to technical house crew;
Strengthen local industry skills training and employment opportunities such as technical and production staff;
Spark artistic growth in the existing arts and culture community;
Encourage new entrants to the market - new professional, for-profit organizations and festivals, and expand depth and breadth of arts and cultural programming;
Attract new residents who appreciate all that Kamloops has to offer in terms of lifestyle, climate, community and culture;
Attract new business enterprises who appreciate all that Kamloops has to offer in terms of business climate, business services, labour force and community;
Attract the “creative class”, workers with higher degrees of education who, loosely defined, work with their mind at a high level, drawing on complex bodies of knowledge to problem-solve, innovate and create new ideas, technologies, and creative content. These professionals comprise the knowledge-based economy including those working in healthcare, science, education, business, finance, arts, music and entertainment;
Growth in tax base attributable to influx of new residents and business enterprise;
Support K-12 art education through to university and as a viable career option. For example, Thompson Rivers University Theatre Arts Program has potential to be a ‘Center of Excellence’ affording student’s academic and co-op actor and/or production work experience;
Develop tomorrow’s audience, ensure exposure to and educate today’s youth/tomorrow’s consumers about the excitement of ‘live performance’;
Create new and broader range of opportunities for civic engagement, volunteerism and corporate partnerships; and,
Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally, provincially and nationally.
6.6
Community Impact
A diverse and vibrant arts community can be an economic engine, heighten existing creative activities and spark new, attract and retain visitors, working professionals, their families, investment and business enterprise. A diverse and vibrant arts community “builds” community. Research has found that communities who provide opportunities for people to come together in creation and celebration of
[Kamloops Arts Council – Crossing Bridges Program]
culture, developed higher social capital and fostered stronger
“We are proud to fund such a life-changing program &
community bonds as a result of citizens cooperating, sharing,
feature it in our campaign video this year! Thank you!”
seeking and finding shared goals, and developing ties on a cultural level. These connections serve communities well in their
- United Way TNC Retrieved from Twitter Feed http://kamloopsarts.ca/
other endeavors – from economic development to civic participation to healthy living. The 2013 study, The Value of Presenting, commissioned by the Canadian Arts Presenting Association, reported that “3 in 4 Canadians reported attending a live professional performing arts event in 2011 at least once, confirming that
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City of Kamloops – New Performing Arts Centre
Business Case
1
the performing arts reach across socio-economic differences.” The study also found that the most important correlation to attending live performing arts events was exposure to and/or having other cultural experiences including visiting galleries, heritage sites, museums and other kinds of performances. Cultural infrastructure projects are not simply a luxury. Civic buildings such as the PAC serve as anchor institutions for a community. The PAC will be a cultural destination where people can meet and be exposed to a variety of neighbors. Other communities have found the benefits of arts and culture and related infrastructure can range from drawing people together for constructive social interaction in a public space; to increasing civic participation through shared celebrations; engaging youth; promoting the power and preservation of place; to providing pathways to other forms of civic participation by ordinary citizens. The act of ‘placemaking’ around such community anchors is recognized as an important way to reinvigorate city centers and downtowns. Crowded, pedestrian-friendly, active spaces are safer, more economically productive, and more conducive to healthy civic communities. What attracts people most, it would seem, is other people. Constructed on the old Kamloops Daily News site, 393 Seymour Street, the PAC will regenerate a key piece of real estate in the downtown core and return it to productive use. Similar redevelopment projects across Canada are considered “smart growth” strategies and stimulate change well beyond property lines – neighborhoods are revitalized, fear and crime rates fall, access to business and services improves, property values increase and a tax base is restored. In addition to being the catalyst for similar ripple effects, the PAC will contribute to smart, sustainable development by being
“The PAC will act as a catalyst - this type of redevelopment will boost private sector investment. It will encourage more mixed use densification in the downtown core leading to the further growth of services and amenities, adding to the characteristics that make Kamloops a draw for young families – sense of community, health and wellness, family lifestyle, and affordability.”
designed in accordance with “green building” sustainable
- Brad Alberts,
design best practice standards and maximizing the use of
Integrated Urban Equities Corp and Kamloops
existing municipal infrastructure (water, sewer, roadway,
Central Business Improvement Association
transit, etc.). The PAC’s impact, or ripple effects, on community will be both tangible and intangible, and are likely to manifest in numerous ways, including but not limited to the following:
Play a lead role in community building and contribute to the quality of community life;
Produce a source of pride for residents (arts participants and non-participants alike) in their community, enhancing their perception of place and increasing a sense of connection to their community;
Contribute to economic development, demand for skilled/technical labour and employment opportunities;
Keeps residents of all ages engaged in arts and culture along with their discretionary spending close to home, while attracting visitors who spend money and help local businesses thrive;
Revitalize downtown by smart land use redevelopment, construction of a new cultural destination that will be a “meeting place”, increasing number of visits, foot traffic to local merchants, and recreational time spent in the downtown core;
Sustain a vibrant arts community and stimulate demand for broader product offering ensuring all ages can have exposure to live arts performances and the PAC is a place for everyone;
1
The Value of Presenting, A Study of Performing Arts Presentation in Canada, by Inga Petri, Strategic Moves, Canadian Arts Presenting Association / Association Canadienne Des Organismes Artistiques, 2013, Page 20.
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City of Kamloops – New Performing Arts Centre
Business Case
Create new and broader range of opportunities for civic engagement, volunteerism, corporate partnerships;
Support City of Kamloops Sustainability Plan, Official Community Plan and Cultural Strategic Plan; and,
Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally, provincially and nationally.
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7
7 Return on Investment RETURN ON INVESTMENT 7.1
Conclusion
The promise of a great show is just the beginning of what the Performing Arts Centre will return to the citizens of Kamloops for their $90M investment in this important civic infrastructure. Developed as flexible, multi-purpose facility, the Performing Arts Centre will be uniquely positioned to meet the needs of the full spectrum of the City of Kamloops and Thompson-Nicola Regional District citizens and a wide range of performing arts activities and cultural events. Each of these differing activities will continually broaden the market for the facility and will ensure that the new Performing Arts Centre is a place for everyone. In addition to injecting $11M of net new revenue annually into the local economy, creating and sustaining viable employment for 60+ persons, the analysis completed herein, confirms that the PAC has far reaching impact on community building and quality of life. Further, the Business Case concludes that the PAC will deliver on the vision and guiding principles as articulated by the citizens of Kamloops. The new Performing Arts Centre will:
Foster, sustain and enable cultural development in Kamloops and the region More than 70+ organizations stand to benefit, directly and/or indirectly, from this capital initiative. The PAC will alleviate pent-up demand, reduce barriers for new and diverse programming to enter the market and spark creativity; retain and attract new audiences; and educate today’s youth/tomorrow’s consumers about the excitement of ‘live performance’.
Accommodate a wide variety of performing (drama, music and dance) and visual arts (gallery art, museum displays) Designed to be multi-purpose, the 1,200 seat Main Stage Theatre and 350 seat Studio Theatre, 97,600 square foot building, will provide significant flexibility in the types of spaces through to seating arrangements and afford presenters a greater range of performance presentation options in conjunction with current venues offered but rarely available and showcase a wider variety of performing (drama, music, film and dance) and visual arts (gallery art, museum displays).
Act as a catalyst for economic spin-off for other local businesses (hospitality, food/beverage, tourism, etc.) The PAC will help attract 20,000+ tourists annually; inject net new tourism revenue into the economy; increase visitor/tourism related employment and wages in the hospitality, food and beverage industry as well as stimulate growth in local products and services including authentic arts and crafts, artisan food and wine, heritage-inspired and hand-crafted souvenirs, as well as demonstrations, including Aboriginal art/crafts; and, help diversify the tourism product by promoting cultural tourism and support the marketing of Kamloops as a year-round destination.
Form a key component of the downtown revitalization plan By smart land use redevelopment, the PAC will return a prime piece of downtown real estate to productive use. The new PAC will also serve as an anchor institution for the community, a new cultural destination that will be a “meeting place”, increasing the number of visits, foot traffic to local merchants, and recreational time spent in the downtown.
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Business Case
Be managed and operated for the benefit of the community The recommended Operating Model is for city ownership, society model governance and administration, and, a hybrid “rental/presenting” programming model, as the business framework foundation for success and to ensure that the PAC operates in a financially and programmatically sustainable fashion.
Have a recognizable identity The Indicative Design developed for the Business Case is meant to “indicate”, to suggest the potential of what the actual building project could be. It is meant as a communication tool, to spark dialogue and to inspire the community as to what is possible and achievable when people come together in creation and celebration of culture.
7.2
Case Study - Tournament Capital Centre “The best way to predict your future is to create it” - Abraham Lincoln
In 2001, the City of Kamloops engaged with the local community about the idea of a new athletic amenity – a facility that would augment existing infrastructure, but be bigger, more comprehensive and more inclusive. The question to borrow up to $37.6M was a huge investment, bigger and more ambitious than anything citizens had previously undertaken. It was a bold vision, a big decision which challenged all to look at the world in a new way, and take a “build it and they will come” leap of faith. TM
Today Kamloops is recognized as “Canada’s Tournament Capital ”, a City, regional and provincial hub for community recreation, sport practice and competitive meets. After a successful referendum, the project was constructed within the borrowed amount and all planned functional programming promised was delivered. Each year more than 1.2 million visitors walk through the front doors. The facility continues to grow along with the community it serves. In addition to sports tourism and athletic achievement, the facility’s focus today is also about wellness; community cohesion; intergenerational cohesion; health and movement; and a “meeting place”. Looking to the future of Kamloops with a new Performing Arts Centre, the citizens of Kamloops have another opportunity to create their own destiny. Long-time resident, volunteer on the Tournament Capital Centre Building Committee and current member of the City’s Arts Commission, Alexander “Sandy” Watt remembers well the early days visioning the TCC and today sees the same full potential to be realized for Kamloops with a new Performing Arts Centre. Alexander’s full testimonial is included in Appendix C. “… The concept was not a small wish list, but a huge dream that would make the facility all-inclusive so people of any athletic ability and with an interest in almost any sport would have a place to go.”…..”While sports has played a major role in the growth of Kamloops, to become complete the city must also grow culturally. We have a strong cultural framework, but as it was with sports in 2001, we lack a major facility to tie everything together.” ….. “To attract a wide expanse of performances and performers, a venue of comparable usage to the TCC is required. Like the TCC, the venue I visualize will incorporate a full range of interests from local school bands to internationally known entertainers in all aspects of the arts. This performing arts centre would be used for high-end entertainment, but the seats would also be filled by parents and grandparents watching their children and grandchildren demonstrate all they have learned from the newly acquired instruction that will come from such a quality endeavor.” - Alexander “Sandy” Watt, Long-time Kamloops resident, Volunteer on the Tournament Capital Centre Building Committee and current Member of the City of Kamloops Arts Commission Testimonial
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8
8 References REFERENCES Arts Council England, The Value of Arts and Culture to People and Society – An Evidence Review, March 2014, Available from: http://www.artscouncil.org.uk/what-we-do/research-and-data/value-arts-and-culture-people-andsociety-evidence-review/, (accessed 17/08/2015). Americans for the Arts, Arts & Economic Prosperity IV, The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences – National Statistical Report, 2012, Available from: http://www.americansforthearts.org/sites/default/files/pdf/information_services/research/services/economic_impact/ae piv/NationalStatisticalReport.pdf, (accessed 19/08/2015). Arts Victoria/Applied Economics submission to the Victorian Competition and Efficiency Commission’s Inquiry into Enhancing Victoria’s Liveability, The Role of Arts and Culture in Liveability and Competitiveness – Precis, June 2008, Available from: http://creative.vic.gov.au/Research_Resources/Research_Reports/The_Role_of_Arts_and_Culture_in_Liveability, (Accessed 22/08/2015). BC Stats – Tourism – Visitor Entries in 2011: A Year in Review, Available from:
http://www.bcstats.gov.bc.ca/StatisticsBySubject/BusinessIndustry/Tourism.aspx (accessed 9/02/2015). Business for the Arts, A strategic and economic business case for private and public sector investment in the arts in Canada, October 2009, Available from: http://www.businessforthearts.org/wp-content/uploads/2012/02/BftAbusiness-case-for-funding-the-arts.pdf, (accessed 26/06/2015). Borrup, Tom, 5 Ways Arts Projects Can Improve Struggling Communities, Available from: http://www.pps.org/reference/artsprojects/, (accessed 25/08/2015). Canadian Heritage Information Network, The Economic Impact Model for the Arts and Heritage (EIMAH), Available from http://www.rcip-chin.gc.ca/mieap-eimah/aproposde-about-eng.do (accessed 21/08/2015). Cohen, Randy, Top 10 Reasons to Support the Arts in 2014 (March 20, 2014), Available from: http://blog.americansforthearts.org/2014/03/20/top-10-reasons-to-support-the-arts-in-2014, (accessed 20/08/2015). The Conference Board, Ready to Innovate, Research Report R-1424-08-RR, Available from: https://www.conferenceboard.org/topics/publicationdetail.cfm?publicationid=1557 (accessed 23/08/2015). Destination British Columbia, The Value of Tourism in British Columbia – Trends from 2003-2013, February 2015, Available from: http://www.destinationbc.ca/Research/Industry-Performance/Value-of-Tourism.aspx, (accessed 22/08/2015). Dubinsky, Leo, In Praise of Small Cities: Cultural Life in Kamloops, BC, Canadian Journal of Communication, Vol 31, No. 1 (2006), Available from: (http://www.cjc-online.ca/index.php/journal/article/view/1751/1864) (accessed August 27, 2015). Durkin, Christopher, How can Community Anchors contribute to the overall social improvement and well-being of a locality?, Available from: http://www.community-links.org/linksuk/wp-content/PDF/CADurkin.pdf, (accessed 20/08/2015).
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Economic Impact Concepts, Available from: https://www.msu.edu/user/stynes/mirec/concepts.htm, (accessed 24/08/2015). Faculty of Arts: Thompson Rivers University, http://www.tru.ca/arts.html, (accessed 21/08/2015). The Federal-Provincial-Territorial Ministers’ Table on Culture and Heritage, 2012, Cultural and Heritage Tourism: A Handbook for Community Champions, 2012, Available from: http://linkbc.ca/siteFiles/85/files/CHT_WEB.pdf, (accessed 22/08/2015). Fromm, Jeff, What Your City Should Do to Attract Millennials on the Move, Available from: http://www.millennialmarketing.com/2014/05/what-your-city-should-do-to-attract-millennials-on-the-move/, (accessed 23/08/2015). Guetzkow, Joshua, 2002, How the Arts Impact Communities: An introduction to the literature on arts impact studies, Working Paper Series, 20, Princeton University – Center for Arts and Cultural Policy Studies, Available from: https://www.princeton.edu/~artspol/workpap/WP20%20-%20Guetzkow.pdf, (accessed 17/08/2015). Hills Strategies Research Inc., Artists in Canada’s Provinces, Territories and Metropolitan Areas A Statistical Analysis Based on the 2006 Census, Statistical insights on the arts, Vol. 7 No.5, March 2009, Available from: http://www.hillstrategies.com/sites/default/files/Artists_provinces2006.pdf, (accessed 21/08/2015). Hills Strategies Research Inc., BC Cultural Climate – Understanding the Arts in BC Economy and Society, (2012), Available from: http://www.hillstrategies.com/content/british-columbia%E2%80%99s-cultural-climate-understandingarts-bc%E2%80%99s-economy-and-society, (accessed 17/08/2015). Kamloops Chamber of Commerce, A Strategy for Arts and Business. Available from: http://www.bcchamber.org/policies/strategy-arts-and-business (accessed 23/08/2015). Kamloops Cultural Strategic Plan, Janzen & Associates, December 2003. Kunin and Associates Inc., Rosalyn, Nanaimo Arts and Culture Economic Impact Study (November 5, 2013), Available from: http://investnanaimo.com/cms/wpattachments/wpID65atID56.pdf, (accessed 23/08/2015). Lutz, Ashley, Why the ‘Creative Class’ is Taking Over the World, Available from: http://www.businessinsider.com/why-the-creative-class-is-taking-over-the-world-2012-7?IR=T (accessed 24/08/2015). Mair, Amy, The Rise of Aboriginal Tourism in BC, Available from: http://www.bcbusiness.ca/tourism-culture/the-riseof-aboriginal-tourism-in-bc, (accessed 22/08/2015). Momer, Bernard, The Creative Sector in Kelowna, British Columbia: an economic impact assessment (March 2010), Available from: http://www.kelowna.ca/CityPage/Docs/PDFs/Cultural%20District/2010%20A&C%20EIA%20FINAL.pdf (accessed 23/08/2015). MoneySense – Measuring Quality of Life in 209 Cities, Available from: http://www.moneysense.ca/canadas-bestplaces-to-live-2015-full-ranking/ (accessed 23/08/2015). NGA Center for Best Practices, Arts & the Economy – Using Arts and Culture to Stimulate State Economic Development, Available from: http://www.nga.org/cms/home/nga-center-for-best-practices/center-publications/pageehsw-publications/col2-content/main-content-list/arts--the-economy-using-arts-and.html, (accessed 02/08/2015). Patrick, Rob, My Medicine Cabinet, Available from: http://arts.gov/art-works/2011/how-can-arts-improve-quality-life, (accessed 20/08/2015). Petri, Inga, Strategic Moves, The Value of Presenting – A Study of Performing Arts Presentation in Canada (2011-
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2013), Commissioned by Canadian Arts Presenting Association / Association Canadienne Des Organismes Artistiques, 2013, Available from: http://www.capacoa.ca/services/valueofpresenting/final-report, (accessed 19/08/2015). Research Resolutions & Consulting Ltd., Canada’s Performing Arts Tourism Enthusiasts – A Special Analysis of the Travel Activities and Motivation Survey (TAMS) prepared for The Canadian Tourism Commission (CTC), Available from: http://en.destinationcanada.com/sites/default/files/pdf/Research/Productknowledge/TAMS/Canadian%20Travellers%20Culture%20and%20Entertainment/tams_report_Canadas_performing_ arts.pdf, (accessed 21/08/2015). Richards, Greg, Tourism trends: The convergence of culture and tourism, Academy for Leisure, NHTV University of Applied Sciences (November 2014), Available from: https://www.academia.edu/9491857/Tourism_trends_The_convergence_of_culture_and_tourism, (accessed 21/08/2015). Tourism Kamloops, 2014 Annual Report. Tourism Kamloops, Arts, Culture, & Heritage Kamloops, http://www.tourismkamloops.com/arts-culture-and-heritagein-kamloops-british-columbia?NSWAT_url=arts-culture-and-heritage-in-kamloops-british-columbia (accessed 09/09/2015). United Stated Environmental Protection Agency, Building Vibrant Communities: Community Benefits of Land Revitalization, Available from: http://www.epa.gov/brownfields/policy/comben.pdf (accessed 25/08/2015).
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A
APPENDIX A FUNCTIONAL PROGRAM REPORT
Business Case
CITY OF KAMLOOPS | NEW PERFORMING ARTS CENTRE
FUNCTIONAL PROGRAM REPORT 09 SEPTEMBER 2015 Proscenium Architecture + Interiors Inc. MHPM Project Manager Inc. Schick Shiner & Associates
This report was prepared by Proscenium architecture + interiors Inc. for the account of City of Kamloops The materials in it reflect the best judgement of Proscenium architecture + interiors inc. and their consultants in light of the information available at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. Proscenium architecture + interiors inc. accept no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on this report.
REPORT PREPARED BY:
1 West 7th Avenue Vancouver BC V5Y 1L4 CANADA
T. 604 879 0118 www.proscenium.ca
550 - 555 West 12th Avenue Vancouver BC V5Z 3X7 CANADA
T. 604 714 0988 www.mhpm.com
304 - 546 Leon Avenue Kelowna BC V1Y 6J CANADA
PO Box 15, 1608 Jersey Road Shawnigan Lake BC V0R 2W0 CANADA
T. 250 743 0651 www.ssatheatre.com
proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates 4
TABLE OF CONTENTS
00 - PREFACE/INTRODUCTION Purpose of Report .................................................................................................................................................. 6 Executive Summary ................................................................................................................................................ 7 01 - SITE ANALYSIS Site location ......................................................................................................................................................... 8 Transportation ....................................................................................................................................................... 9 Parking ................................................................................................................................................................10 Cultural + Social Amenities ........................................................................................................................................ 11 Site Assessment ..................................................................................................................................................... 12 Environmental Assessment ........................................................................................................................................ 13 02 - BUILDING PLANNING Use / Occupancy..................................................................................................................................................... 14 Public / Private Domains........................................................................................................................................... 14 Building Systems..................................................................................................................................................... 14 Acoustics.............................................................................................................................................................. 15 Signage................................................................................................................................................................ 15 Theatre Equipment.................................................................................................................................................. 15 Precedence........................................................................................................................................................... 17 Sustainability......................................................................................................................................................... 18 Materials & Finishes................................................................................................................................................. 19 03 - FUNCTIONAL PROGRAM Objectives ........................................................................................................................................................... 20 Adjacencies .......................................................................................................................................................... 21 Program Descriptions Summary Performance Program ..................................................................................................................................... 22 Front of House Program ................................................................................................................................... 26 Administration ............................................................................................................................................. 28 Back of House Program ................................................................................................................................... 29 Amenities Program ........................................................................................................................................ 33 Building Systems ........................................................................................................................................... 34 Program Summary .................................................................................................................................................. 36 04 - INDICATIVE DESIGN Planning .............................................................................................................................................................. 38 Sections............................................................................................................................................................... 46 Renderings............................................................................................................................................................ 48
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 5
00 - PREFACE/INTRODUCTION
PURPOSE OF STUDY The City of Kamloops enjoys a rich cultural scene that attracts many patrons from surrounding communities and creates, in effect, what has been referred to as a cultural hub for the Thompson-Nicola Regional District. Offerings by local arts groups, along with commercial promoters, have created a need for 1,500 additional seats. A venue with this capacity is currently not available in the market place. Currently, the existing venues consist of the Sagebrush Theatre with a capacity of 706 seats in the largest purpose built performance venue in the city. The Interior Savings Centre has a significantly larger seating capacity of over 5,000, but it is a sports arena that is being used for music events and does not provide a high level of acoustics. This report demonstrates what a new performing arts centre could be like as illustrated by the indicative design. It takes into consideration how to maximize performance booking days through flexible design concepts so that the facility has the best chance of succeeding right from the outset. It demonstrates how the Centre can be a major civic building within the downtown business district and play a part in reinforcing the cultural hub as a new component bridging the Kamloops Museum and Archive and the Kamloops Art Gallery and Library.
http://www.hellobc.com/kamloops.aspx
The new facility should help stimulate economic growth by attracting musical and other travelling acts which have historically bypassed Kamloops due to a lack of an appropriate venue. Within the local community, the new facility will provide another option for booking days during the prime performance season. Currently the Sagebrush Theatre is booked well in advance resulting in few or broken up available dates, which limits the ability for shows to play for a
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00 - PREFACE/INTRODUCTION
cohesive run. The Preliminary Business Case indicates that the new proposed PAC will supplement the current stock of venues and offer another option for local arts groups.
PROGRAM + DESIGN OBJECTIVES The objective of the proposed Kamloops Performing Arts Centre is to: • Develop a regional facility to allow the City of Kamloops to continue to be a cultural destination in the Thompson-Nicola Regional District. • Create a viable facility capable of fostering growth in both local and travelling productions. • Accommodate a variety of performance types without sacrificing acoustic integrity. • Support the downtown business district with economic spin-offs from named attraction events. • Create possible new markets through new media technologies. • Become a major civic icon in the downtown district and strengthen the city’s cultural hub. These objectives are consistent with the outcome of the various stakeholder meetings conducted as part of the Preliminary Business Case information gathering phase. The new PAC will help accommodate the demands on the current venues along with attracting new acts currently not being presented in Kamloops. The new facility will help ease the demand on existing venues, allowing local arts groups access to venue in a multi-use facility that incorporates a variety of seating counts, enhanced acoustic performance, rehearsal spaces, and lobbies for dates not previously available in Kamloops.
EXECUTIVE SUMMARY This functional program report is intended to prove the viability of the functional programmes on the Daily News Site and how the proposed Kamloops Performing Arts Centre (PAC) could be realized within downtown Kamloops. Of all of the possible sites considered as part of the Preliminary Business Case, the Daily News was selected as the most appropriate site due to its proximity to other cultural facilities, ease of loading access, its ability to accommodate the most parking of any of the sites considered and its site dimensions are the most favourable to accommodate the necessary adjacencies of the functional program. With a downtown location, the proposed Kamloops PAC will contribute to the economic growth of the City of Kamloops and help stimulate revitalization of adjacent properties as a new major civic building. The site located at the corner of Seymour Street and 4th Avenue, places the new proposed PAC equi-distance between the Kamloops museum & Archives and the Kamloops Art Gallery / Library which fills a cultural gap between these 2 entities. The new PAC will contribute to solidifying a cultural precinct within the downtown core of the City of Kamloops. The indicative design suggests that it is possible to create an outdoor entrance fore court which will contribute to the creation of a strong civic presence. The end of block location provides an opportunity to activate 3 streets with a dramatic high lobby space and leasable storefronts in the form of artist’s studios and an attractive retail opportunity. Underground parking can accommodate approximately 349 stalls and house the requested archives for the Kamloops Art Gallery. The new PAC is intended as an addition to the current inventory of performance venues within the city and does not render any existing venue obsolete. The new proposed PAC is a double venue facility consisting of a 1,200 seat Main stage theatre and a 350 seat black box Studio Theatre.
This facility is conceived to address 2 primary needs: to provide a larger multi-use venue for the city’s existing performing groups while attracting named artists / acts not currently coming to Kamloops due to a lack of a larger venue and support local arts groups by adding to the existing number of available booking dates resulting in more opportunities for local groups to present. FUNCTIONAL PROGRAM AREA SUMMARY Component Name
Area (square feet)
Public Entry and Front of House
14,290
Main Stage Theatre
16,260
Studio Theatre
5,875
Rehearsal Halls
3,300
Back of House
9,620
Support Spaces
5,302
Administration
1,716
Desirable Amenities
9,749
Building Systems
8,950
Total Net Area
75,062
Net to Gross, Gross-Up Factor @ 30%
22,519
Total Building Gross Area
97,581
The Functional Program indicates a possible Gross area of 97,580 sf. The Indicative Design represents a total building gross area of 101,455 sf. The difference in area is 3,865 sf or roughly 4% overage of the anticipated gross area. This is within acceptable tolerance at the indicative design level demonstrating that the functional program can be accommodated on the Daily News site.
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 7
01 - SITE ANALYSIS
SITE LOCATION 5
Downtown Kamloops is the cultural hub of the Thompson-Nicola Regional District. More than 4,140 people live in the downtown core, with more than 10,000 people commuting into the area every day for work, shopping, entertainment and other personal needs. (State of Downtown Kamloops Report, 2015) The new Performing Arts Centre will be situated at the corner of Seymour Street, a major throughway across the downtown core, 4th Avenue and St Paul Street. The site is currently occupied by the old Daily News Building.
TH
OM
PS
ON
RIV
ER
DOWNTOWN AREA
1
NN
KAMLOOPS, BC DAILY NEWS SITE
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01 - SITE ANALYSIS
TRANSPORTATION
B
B
Ease of access is an important consideration for cultural and visitorfocused facilities. The road system abutting the site consists of three major roads, Seymour Street along the north (a one-way street from West to East), 4th Avenue along the east and St. Paul Street along the south.
Lansdowne Exchange LANSDOWNE ST. Major Street
to HWY 1 and HWY 5
The PAC site is located on an existing transit route with a stop along 4th Avenue, and close to the Lansdowne Transit Exchange junction. The site is within close proximity to several bus routes that loop the downtown core and extend to the neighbouring areas in the north and south. Kamloops transit has an annual ridership of 3,500,000. (State of Downtown Kamloops Report, 2015)
VICTORIA ST.
Downtown Kamloops has a high walkability score (80-93/100) and the downtown core has multiple bike parking stations. (State of Downtown Kamloops Report, 2015)
Major Street
SEYMOUR ST.
B
B
B
Seymour and Lansdowne Street are designated truck routes through the downtown core, which connect back onto the highway network.
Major Street
B DAILY B NEWS SITE
B ST PAUL ST.
B
B
BATTLE ST.
N
B
B Bus Stops
Designated Truck Routes
6 AVE
5 AVE
4 AVE
3 AVE
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 9
01 - SITE ANALYSIS
PARKING There are a total of 2,925 parking stalls downtown, which includes metered street parking and private and city parking lots. (State of Downtown Kamloops Report, 2015) The city has purchased additional land to add 200-400 parking stalls in the downtown area. All the streets in the immediate vicinity of the site have access to street parking. The street parking meters accept payment by credit cards and by phone and offer a parking limit of 3 hours. There are two Imperial Parking Lots in the same block as the site, as well as multiple parking lots located within an easy walking distance of the site.
LANSDOWNE ST.
VICTORIA ST.
SEYMOUR ST.
DAILY NEWS SITE ST PAUL ST.
BATTLE ST.
City of Kamloops Public Lot
Imperial Parking Lot
N
Street Parking 6 AVE
5 AVE
10
4 AVE
3 AVE
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01 - SITE ANALYSIS
HAMPTON GALLERY LANSDOWNE ST.
VICTORIA ST.
KARLA PEARCE ART GALLERY KAMLOOPS ART GALLERY & LIBRARY
DOWNTOWN SHOPPING AREA (AS OUTLINED BY KCBIA)
SOCIAL + CULTURAL AMENITIES The new Performing Arts Centre, situated between the Kamloops Art Gallery & Library and the Kamloops Museum & Archives, will reinforce the presence of the cultural precinct in downtown Kamloops. The site is also within walking distance of various social amenities including restaurants, cafes, bars and clubs. Downtown Kamloops hosts 25 large social and community events throughout the year. From April to October, a Saturday morning Farmer’s Market is set up at the 200 block of St. Paul Street. From May to October, a Wednesday afternoon Farmer’s Market is set up at the 400 block of Victoria Street. Both Farmer’s Markets are within walking distance of the Performing Arts site. The Interior Savings Centre, less than a 10 minute walk from the Performing arts site, hosts the local hockey team, concerts and conventions.
SEYMOUR ST. KAMLOOPS MUSEUM & ARCHIVES
DAILY NEWS SITE ST PAUL ST.
BATTLE ST.
N
Museum/Gallery/Library Entertainment
Hotels
Restaurant/Cafe/Bar
Retail
Farmer’s Market
6 AVE
5 AVE
4 AVE
3 AVE
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 11
01 - SITE ANALYSIS
SITE ASSESSMENT
ACCESS TO DOWNTOWN
The site is located in a prominent location in downtown Kamloops between Seymour Street and St. Paul Street at 4th Avenue and is the former site of the Kamloops Daily News. The north-east corner of the site is the main focus towards the downtown core and Victoria Street. The site slopes significantly from the south-east to the north-west resulting in an elevation difference of approximately 3.5 metres (11 feet). Fronting onto three streets allows for multiple possible points of entry into the site for parking, loading, and pedestrian access. A midblock lane provides an opportunity for another point of access to the site. The site area of 5,939 m2 (63,928 ft2) is large enough to support the building programme on multiple levels.
MAIN PEDESTRIAN ACCESS FROM DOWNTOWN
PARKING ACCESS SEYMOUR STREET FRONTAGE Low Point m
363
364m
SITE AREA:
LANE ACCESS
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ST PAUL STREET 366m
5,939 m2/63,928 ft2 +/-76.06m
High Point
LOADING ACCESS
4th AVENUE
3rd AVENUE
N
+/-78.08m
365m
01 - SITE ANALYSIS
ENVIRONMENTAL ASSESSMENT IN TAS UN W O E M VI
The site is located on the south end of the downtown core and has potential views Mt. Peter and Mt. Paul over downtown towards the north-east. The winds come predominantly from the west in the summer and from the east in the winter. Significant solar glare and heat gain will come from the south and west during the summer months and will need to be mitigated using solar shading and/or other means to reduce its effect. Given that the Daily News site is a brownfield site, it is recommended that environmental soil testing be carried out to determine if any remediation is required.
SEYMOUR STREET FRONTAGE am SUMMER
In addition, it is recommended that a complete geotechnical report be conducted to assess sub-surface site conditions.
WESTERLY WINDS (in the summer)
EASTERLY WINDS
SITE AREA:
(in the winter)
ST PAUL STREET
4th AVENUE
3rd AVENUE
TER
WIN
5,939 m2/63,928 ft2
am
N
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 13
02 - BUILDING PLANNING
This section is intended to identify and outline the principles for the approach to the building systems planning. The actual design of the various building systems will be conducted by the successful design team selected from the Request for Consulting Services Proposal phase sometime in early 2016 should the referendum for a new Performing Arts Centre be successful. The consulting team will consist of, but not necessarily limited to the following: • Architect (Prime Consultant) • Structural Consultant • Mechanical Consultant • Electrical Consultant • Civil Engineer • Geotechnical Engineer • Signage • Door Hardware Specialty Consultant: • Acoustician • Performance Equipment Consultant • Theatre Consultant • Transportation Consultant (if necessary) Added Value Consultant: • Sustainability Consultant • Specialty Equipment Commissioning Agent • Elevator Consultant • Security Consultant
USE / OCCUPANCY The Kamloops Performing Arts Centre is to be constructed under the British Columbia Building Code 2012 Use: Facility intended for the presentation of performing arts and supplementary support spaces Major Occupancy: Assembly - Group A, Division 1 Venue Seating:
Main Stage seating to be fixed. Seating capacity will be 1,200 seats
Studio Theatre seating will have 2 systems: System 1: Retractable seating system for 350 fixed seats System 2: Demountable / reconfigurable risers system for up to 250 loose seats Ancillary Occupancies:
Office – Group D Retail – Group E
PUBLIC / PRIVATE DOMAINS Performing Arts facilities are generally separated into two distinct domains, the public and private. The public areas are audience chambers, lobby, public washrooms and other areas that the general public would be permitted to be in. These areas are more commonly referred to as “Front of House”. The Private areas such as the stage, dressing rooms, green rooms, loading and receiving, or essentially all other areas of the facility that
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would not be considered “Front of House”. These areas are commonly referred to as “Back of House”. “Back of House” areas are primarily used by performers, technical and administration staff. These domains are not necessarily for the exclusive use of the users identified above, but rather intended as an identifier to demarcate the line where the public and private functions are separated. There are a number of practical reasons for this: • Public Safety • Identify the controlled access points • Clarity of the public domain • Visual separation of the technical spaces from the public
BUILDING SYSTEMS As stated in the beginning of this section, the mechanical and electrical design will be the responsibility of a qualified consultant to be selected as part of a RFP for design services. This section is intended to identify considerations to the approach to building systems to provide the best possible performance. Electrical Performing Arts Centres are high electrical consumption facilities. An understanding of how the performance systems will be used is necessary in order to not overestimate or underestimate the power requirements, which may result in higher than necessary infrastructure and system costs, and to design an efficient electrical system. One example would be the total number and capacity of the theatrical dimmers. The number of dimmers is the main determinant for the flexibility and expediency of performance lighting set-up. There is no performance situation where all dimmers are operating at 100% capacity for any given time. Therefore, a reasonable design capacity would be 50% of the total load. It is recommended that a stakeholder workshop be conducted early on, during the pre-design phase in order to establish the power requirements for the facility.
02 - BUILDING PLANNING
A distribution backbone is recommended to help future-proof the facility. Many performance and electronic systems/products have an evolutionary cycle of less than a year. This makes it difficult to specify equipment early on in the project. With the provision of a backbone distribution network, these decisions can be left to a later date and can be addressed as part of any potential future retrofits.
Room acoustics - The venues should have the ability to adjust or “tune” the room acoustics to allow performances to achieve the best sound quality as possible. Material selection, texture and patterning of walls and acoustic shells are some of the features that can be manipulated to suit the various types of performances. The approach for the room acoustics should be done in consultation with the acoustician.
Mechanical As there are acoustically sensitive rooms in the facility, it is recommended that the Main Stage Theatre, Studio Theatre, and the Art Gallery Archive each have their own dedicated HVAC unit to ensure environmental control and acoustics can be adjusted without affecting or being affected by systems from other areas of the facility. Nonsensitive areas can be serviced via zone control. The number of units will be determined by the number of zones and the capacity of the HVAC units.
Noise and Vibration Control – Various pieces of equipment, plumbing fixtures and the acoustic energy generated by performances must be controlled so as not to affect other sensitive areas of the facility. Due to its proximity to the railway and mojor streets, vibration issues will need to be investigated to ensure that they will not have an impact on the venue. Mitigation of these issues should be done through consultation with the mechanical and electrical engineers and the acoustician.
Supply and return air distribution will be greatly affected by the acoustic measures to control noise and vibration migration. These measures must be developed in consultation with the acoustician. Safety / Accessibility / Security Refer to Appendix E - CPTED Principles from the City of Kamloops website for considering human safety in and around the building. Universal accessibility is to be designed to Section 3.7 of the British Columbia Building Code 2012 or better. Access control should be considered at such time when the operator of the facility has been selected in order to ensure that the security design meets theirs needs.
ACOUSTICS For the Kamloops PAC, there will be 2 levels of acoustic considerations: room acoustics to augment the various types of performances; and noise and vibration control.
It should be noted that the CN railyard is located in close proximity to the downtown core. As a result, it is recommnended that the acoustician review the railyard to see if any mitigation is required.
SIGNAGE Way finding and event information are vitally important to the operation of the facility. Way finding need only be static signage while event information will change on a regular basis. A signage program should take into account the size of promotional material. As the PAC will present both local and road shows, the format and size of the material will need to be considered. The design of way finding and room signage should be compatible with the architectural language for a cohesive and holistic design approach. A donor recognition program should be considered as part of a fund raising strategy. Donor recognition should be prominent and highly visible within the lobby. Consideration should be given to video media walls/large monitors to help animate the street and/or lobby.
THEATRE EQUIPMENT The following describes the various theatre systems which will be required to support the activities of the main stage and studio theatre. These systems are described in the context of current technologies. However it is expected that by the time the actual theatre systems are being designed there will be completely new or a significant advancement of current technologies. MAIN STAGE THEATRE SYSTEMS LIGHTING SYSTEMS Stage Lighting System: The Stage Lighting System will be a complete LED system using the latest in LED stage lighting fixtures. Therefore there will be no dimmers and the stage lighting fixtures will be controlled through a digital network. The stage lighting fixture inventory will consist of ellipsoidal spot lights, fresnels, cyc lighting, follow spots and moving lights. House Lighting System: The House Lighting System will be an LED system integrated into the stage lighting system. The house lights shall be controlled from various locations in the theatre by different devices such as the stage lighting console, a master station located in the control room, push button control stations backstage and key operated switches shall be located at specific audience entrances. The house lighting system will require an emergency transfer switch which switches pre-assigned house lighting circuits from mains power to emergency power. Stage Lighting Wireless Remote Control System: This system allows limited access to the stage lighting control system to call up stage lighting circuits and fixtures for focusing or the running of selected lighting pre-sets. The use of this system restricts access to the control
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 15
room, the control console and to make stage lighting fixture focusing more efficient. Ethernet Control Circuits: The stage and house lighting system shall be controlled via a 10/100BT Ethernet control system. Stage Rehearsal Lighting System: This system provides flood lighting from the theatre lighting catwalks at the same angle, colour temperature and quality as stage lighting. Therefore this system will reduce the use of the stage lighting fixtures as work lights or general rehearsal lighting.
addition it allows paging from various locations to those areas.
STAGE DRAPERIES
Lobby Sound System: This system is similar to the programme sound system and feeds sound into the theatre lobby from several potential sources including pre-recorded music and effects from the mixing console, a show feed from the program sound system and pages from various locations. In addition there will be a lobby call (chime) system warning the audience the show is about to begin.
The stage drapery package will consist of a main drape (coloured), 2 black travelers on tracks, black masking legs and borders. In addition there will be a white scrim, black scrim and cloth cyclorama.
SOUND AND COMMUNICATIONS SYSTEMS
Headset Communications System: This system of headsets is used by the theatre running crew to communicate with each other during performances and rehearsals. The system will be four channel system and there will be a wireless component for the systems.
Sound System Isolated Ground: A special isolated “technical” ground power supply will be required for the audio systems. The isolated ground will not be connected to any of the building structure including steel frame structural members, conduit, water pipes or any other grounding source.
Assisted Hearing System: This is a system which takes the sound from the stage and processes it through infrared emitters. The audio signal is modulated on the infrared transmissions and the hearing impaired members of the audience, through the use of a receiver and headset, can listen to the performance.
Production Sound System: This system provides the means to create “sound scapes”, re-enforce sound originating on stage and to make high quality sound recordings. The system will consist of a digital mixing console and related signal processing and loose equipment including, wireless microphones and speakers. The sound mixing console be located in the audience chamber which enables the audio operator to experience the sound mix in the same space as the audience.
VIDEO SYSTEM
The microphone, speakers and other inter-connection of equipment will be done by a computer network such as CobraNet, AudioNet or other networking system. Programme Sound System: This system takes the sound from the stage via microphones mounted on the first front of house catwalk and routes it to backstage locations, such as the dressing rooms, allowing individuals in these spaces to hear what is happening on stage. In
The Video System distributes a video/data signal to monitors in the public areas to allow the audience to view activities on stage. It distributes a video/data signal to monitors in the backstage areas to allow the stage personnel and actors to view activities on stage. It facilitates archival recording of stage performances and provides video/ data projection onto a screen positioned at the proscenium line. STAGE RIGGING SYSTEMS The stage rigging system will consist of approximately 48 motorized 1500 lb line sets on 8” to 10” centres from the fire curtain to the rear of the stage. The linesets and other stage equipment will be controlled by an onstage computer system. The linesets will be used to hang stage lighting fixtures, stage draperies and stage scenery.
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STUDIO THEATRE SYSTEMS The theatre systems for the studio theatre will be the identical to the main stage systems but reduced in scope. This is with the exception of the stage rigging system which will be replaced in the studio theatre by a wire grid and related support system. Systems for both theatres will be “stand alone” except for the programme sound, lobby sound, production sound system and video system which will be integrated, Loose equipment can be shared by the spaces.
02 - BUILDING PLANNING
PRECEDENCE These images were used as concept sources to inspire and help rationalize the indicative design intent. A perforated skin serves a dual purpose. During the day it provides texture to the architectural skin and sun screening for the interior of the building. At night it allows interior lighting to bleed trough and help animate the building without excessive brightness. The working group has expressed a strong desire that the street level façade be quite transparent and have daytime activity to help animate the street.
(from top) Marc Anton Dahmen with Studio DMTW, Pugh + Scarpa with Rethink Development and Consulting, Studio Gang Architects
(from top) 3-Storey open Lobby, Mainstage Seating Configuration, Rehearsal Hall with Windows, Perforated Screen, Studio Theatre
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 17
02 - BUILDING PLANNING
SUSTAINABILITY Kamloops’ Vision of Sustainability In 2050, Kamloops, Canada’s Tournament Capital, is an innovative, vibrant and diverse community. Social, economic, and environmental challenges are welcomed as opportunities to further enhance its beautifully unique landscape. It is known for its bold ecological and healthy living initiatives that shape one of the most inviting and liveable cities in Canada. Kamloops offers a wide variety of housing choices that provides affordable and attractive neighbourhoods. It continues to minimize its corporate and community footprint and leads by example when making sustainable choices for future generations. Kamloops is a place where blue skies, clean air, and fresh water complement the strong sense of belonging, where residents feel safe and secure, where community input is valued and encouraged, and where all citizens have abundant opportunities to live, learn, work, and play.
The Kamloops PAC will be a sustainable building consistent with the City of Kamloops - Sustainable Kamloops Plan Foundations for Sustainability. The plan can be found on the City of Kamloops website: http://www.kamloops.ca/communityplanning/pdfs/11SustainableKamloopsPlan-Foundations-12-11.pdf
Key sustainability topics are: • Transportation • Climate Change - Green House Gas Emissions and Adaptation • Energy • Land • Natural Environment • Air • Water Use Efficiency • Drinking Water Quality • Storm Water • Wastewater • Solid Waste • Recreation • Food Security • Arts, Culture and Heritage • Community Safety • Economic Development Health and Wellness • Education It is important to note that each of these key components is described in greater detail in a document entitled “Sustainable Kamloops Plan – Summary of Information Packages”. This document forms a vital component of the Sustainable Kamloops Plan process and should be referred to when reviewing any of the key sustainable components. As the City of Kamloops has developed its own sustainable goals, there is no mandate at this time to register the project under the LEED program.
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https://en.wikipedia.org/wiki/Kamloops
02 - BUILDING PLANNING
(from top left) Thompson Rivers University Law School, Kamloops Art Gallery / Library, Kamloops Court House, CN Train Station, The Plaza Hotel, CN Railroad, Brown Family House of Learning TRU, The Barber Centre TRU
MATERIALS & FINISHES The working group has indicated that the new PAC should be respectful of the heritage and traditions of Kamloops but it need not necessarily follow a literal translation of contextual materials of either the built or natural environment. It encourages the design team to consider materials, finishes and building systems that will express the facility as a forward looking building embracing contemporary attitudes and technologies that will support the programs and performances to be offered while maintaining a compatible harmony with tradition. Some of the more significant buildings in Kamloops are: • Kamloops Art Gallery / Library • Kamloops Court House • CN Train Station • The Plaza Hotel • Thompson Rivers University Law School • Barber Centre • Brown House of Learning The CN railway also plays a significant role in the history and development of Kamloops. The above-mentioned examples are provided as context information only. They are not the only contextual examples, but they do convey a level of pride and stature consistent with the expectations for the new PAC. When selecting the exterior finished materials for the new PAC, the design tream should be respectful of the palette of materials which have help established the architectural character of the Kamloops Region, but it is not suggested that these materials must to be used or used in the conventional sense. While the exterior palette should be compatible with the Kamloops Region, it it is also encouraged that the design team also be forward looking and help set a direction for future buildings in Kamloops.
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 19
03 - FUNCTIONAL PROGRAM ARCHIVE STORAGE + LOADING
OBJECTIVES
BUILDING SYSTEMS
The objective of the functional program is to capture all of the necessary and desired elements for the new proposed PAC and describe these elements at a high level in order to provide critical information that would need to be considered as part of the design phase. The preliminary program as generated from the first phase of the study is based on 2 days of interviews with local Kamloops community arts groups, businesses, regional promoters and educators. The initial notes were then translated into a preliminary program and discussed with the various stakeholders at a subsequent workshop to confirm that the provisions for a new Performing Arts Centre (PAC) where captured, understood and accepted by all. Along with what would be considered essential facility program elements, a number of desirable amenity program spaces were raised during the interviews and workshops. They have been included in the preliminary program for the City of Kamloops’s consideration. The City requested that these program elements be included in the indicative design so that it can evaluate the comprehensive program.
LANE
GREEN ROOMS
LOADING/ RECEIVING STORAGE
DRESSING ROOMS
CROSS OVER
CROSS OVER
FOH/BOH CONN.
As this study does not include a comprehensive consulting team, some specialty criteria such as room acoustics / noise and vibration control is recommended to be addressed as a part of the design phase where a comprehensive consulting team should be retained including an Acoustician.
STUDIO THEATRE
MAINSTAGE THEATRE
REHEARSAL HALLS
RENTABLE ADMIN SERVERY
ARTIST STUDIOS
LOBBY / FRONT OF HOUSE
FOH/BOH CONNECTION
ADMIN. AREA
COMM. RETAIL
PARKADE
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03 - FUNCTIONAL PROGRAM
ADJACENCY The Kamloops Performing Arts Centre incorporates many functional requirements that must meet the needs of a multi-purpose performance venue. In addition to the performance related program elements, the building must accommodate a rentable office area, art gallery archive storage, artists’ studios, and a commercial retail unit. The focal point of the program adjacencies are the performance spaces which must directly relate to the lobby and front-of-house spaces as well as the back-of house spaces. The back-of-house spaces (shown in dark blue) include dressing and green rooms, loading and receiving areas, and storage areas. The front-of-house spaces will be the main points of contact for the patrons and general public. These areas will include the box office, lobby, washrooms, bar/concession areas. Due to the nature and importance of the building systems (electrical, mechanical, etc.), they will relate directly to the entire building. Using the adjacency diagram as a starting point, massing diagrams for each level were developed in workshop #1 to determine how the spaces could be arranged in relationship to each other with the confines of the site.
Function Program Summary from Working Group Workshop #1, on June 15, 2015
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 21
03 - FUNCTIONAL PROGRAM
PROGRAM DESCRIPTION SUMMARY - PERFORMANCE Main Stage Theatre The Main Stage Theatre is to be a multi-purpose venue capable of playing live performances in theatre, music and dance. It is intended for the use of both local and road show groups in order to maximize booking days from opening day. In order to accommodate the various types of performances, a fly tower and an orchestra pit complete with a motorized floor has been requested. The theatre is proposed to be a 1,200 seat venue and should be conceived of in a way that would allow it to be played in various seating arrangements to capture the desired experience of an evening at the theatre. An evening at the theater should be intimate but not confining so that patrons can experience the full effect of the performance. Room acoustics will be a key factor in the success of the venue. Consideration must be given to how the room can be tuned in order to accommodate the various types of performances likely to play there. Also contributing to the experience of an evening at the theatre is the level of the fit and finish of the audience chamber. Material and colour selection shouldn’t detrimentally affect the performance. Darker colours and low reflectance surfaces are desirable. Overall, it should be reflective of the contemporary cultural attitude of the City Kamloops and be considered approachable to a broad age group so that younger patrons will also feel comfortable in the facility. Seats should be comfortable and upholstered with some variation in widths to accommodate a variety of body types. Arm rests and wider aisle depths were requested and would improve comfort during longer performances. Donor sponsorship for seating is highly likely with a preference to engraving as the preferred means of recognition. The stage should have a movement floor with a working floor surface which can be easily replaced.
There are 2 possible arrangements for the presentation of music: 1) A full orchestra can play on stage by opening a set of sliding doors 2) The orchestra pit floor can be raised to 2 ft. above the audience chamber floor to create a gala-lift situation allowing a full orchestra to play on the stage and the raised pit floor These arrangements where considered due to the varying audience sizes that the Kamloops Symphony routinely plays to throughout their performing season. Note: A trap room of approximately 400 sf below a portion of the stage leading to the Orchestrra pit is required.
Audience Chamber Height:
22
Height:
10’
Critical Adjacencies: Catwalks, Follow Spot Booths Description:
Lighting, sound and stage management control room
Equipment:
Lighting and audio control boards, equipment racks, sliding glass doors or windows, raised floor.
Acoustic Rating:
NC-20 min.
Stage 50’ (underside of structural trusses) 42’ (underside of catwalk)
Critical Adjacencies: Stage, Orchestra Pit/Stage Extension, Sound and Light Locks, Tech Booth, Lobby Description:
Audience seating area for 1200 seats, wall and ceiling surfaces for room acoustics
Equipment:
Acoustic Rating:
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Tech Booth
Height:
80’ (fly tower) 40’ (underside of rigging)
Critical Adjacencies: Audience Chamber, Orchestra Pit, Trap Room, Crossover, FOH/BOH Connection, Receiving Storage Description:
House lights, program sound, catwalks, performance lighting and audio, acoustic wall and ceiling treatment, theatre seating 1000 fixed, 200 removable
Playing Surface and Stage Wings Proscenium Opening: 48’ wide x 35’ high
Equipment:
Fully equipped performance audio, lighting and rigging, drapery, movement floor, small LED screen in wing space
NC-15 min.
Acoustic Rating:
NC-15 min.
03 - FUNCTIONAL PROGRAM
+4 STAGE
TECH BOOTH
MUSIC - Full Orchestra on Stage
STAGE
+2
STAGE FULL STAGE EXTENSION
TECH BOOTH
TECH BOOTH
MUSIC - Full Orchestra Gala-Lift Scenario
THEATRE/DANCE - Stage/Full Extension
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 23
PERFORMANCE cont’ This theatre will also be used for screening film and should be equipped with a separate audio and projection system specific to the viewing of films from the live performance systems. As film projectors are large pieces of equipment, it is recommend that the clear height if the Technical Booth be 3050mm min. The stage should have a movement floor with a working floor surface which can be easily replaced.
25’-0”
CROSSOVER
The working group expressed that the flexible functionality of the Studio Theatre is the most important aspect of the room. Given that the Main Stage Theatre will be the premium space, the studio theatre can be more utilitarian in its design but should still be developed to a level that would make the theatre a comfortable and inviting place to view a performance.
50’-0”
27’-0”
STAGE
In addition, the Studio Theatre is requested to have a raised stage 3 ft. above the theatre floor and have reconfigurable tiered seating for up to 275 seats. Both the raised stage and reconfigurable seating should be a modular system, common among the industry for ease of use and maintenance and able to be manipulated by a single person. The modular system is to be stored in the Storage area within the Studio Theatre. As the Studio Theatre will also be a multi-purpose space, it was expressed that the grid should be at least 25’ off of the stage floor complete with a tension grid to facilitate the setup of lighting instruments.
STAGE 32’-0”
32’-0”
RETRACTABLE SEATING STORED
RETRACTABLE SEATING STORED SLL
STORAGE
In-the-Round - 240 seats
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STAGE
38’-0”
Studio Theatre The Studio Theatre is conceived of as a flexible black box venue with a flat floor and a seating capacity of up to 350 seats. To achieve this, a retractable seating system has been requested and will be stored within the Studio Theatre. Other possible performance configurations, such as an Alley, Thrust and In the Round, suggest that other seating capacities would range between 150 -250 depending on the performance. Seating for these arrangements would be a separate modular system and should be capable of being handled by a single technician if need be. A configurable stage platform 915mm off the floor has been requested and should be of the same modular system for maintenance and warranty purposes.
SLL
SLL
STORAGE
Thrust Layout - 210 seats
SLL
SLL
STORAGE
Proscenium Layout - 350 seats
SLL
Theatre (Room) Height:
Small Rehearsal Hall 42’
Lobby, Sound and Light Locks, Tech Booth, Critical Adjacencies: Storage, Cross-over, FOH/BOH Connection, Receiving Storage Description:
Flexible flat floor venue for theatre, music, dance and other rental opportunities
Equipment:
Fully equipped performance audio, lighting and rigging, drapery, movement floor, retractable seating for 350 capacity, catwalks, acoustic drapery
Acoustic Rating:
Rehearsal Halls This facility is programmed to have 2 rehearsal halls. One sized and configured to support the Main Stage Theatre and the other the Studio Theatre.
Height:
25’ (underside of structure) 20’ (to grid)
Critical Adjacencies: Storage Description:
Rehearsal space for Studio theatre
Equipment:
Perimeter light pipe, embed plates for full grid, infrasturcture for performance lighting and audio, 8’ high mirrors along one wall
Acoustic Rating:
NC-20 min.
NC-15 min. Large Rehearsal Hall Height:
Tech Booth Height:
12’ (Additional height for movie projection equipment)
Description:
Lighting, sound and stage management
Equipment:
Lighting and audio control boards, equipment racks, sliding glass doors or windows
Acoustic Rating:
NC-15 min.
The Rehearsal Hall for the Main Stage Theatre should not have any windows as it is anticipated that there will be a desire for a fully blacked out condition from time to time. Windows have been requested for the Rehearsal Hall for the Studio Theatre as it most likely will be the hall used as a classroom. This arrangement will give the PAC the ability to maximize use of the Rehearsal Halls.
25’ (underside of structure) 20’ (to grid)
Critical Adjacencies: Storage Description:
Rehearsal space for Main Stage theatre, room proportions to emulate stage. Performance space for small local productions (full black out condition)
Equipment:
Perimeter light pipe, embed plates for full grid, infrasturcture for performance lighting and audio, 8’ high mirrors along one wall
Acoustic Rating:
NC-20 min.
Critical Adjacencies: Catwalks
Discussions at Workshop No.2 indicated that the Rehearsal Halls would most likely be used for other purposes such as a classroom for acting, dance and/or music by local arts groups when they are not booked for venue rehearsals. As a result, the Rehearsal Halls should be equipped with movement floors and mirrors along at least one wall. Acoustic curtains should be provided to cover the mirrors and windows as a control measure. Consideration is still being given as to whether or not the Rehearsal Halls are to have any level of performance equipment. The Working Group has requested that embed plates for a grid be included as part of the base building design to allow for a grid in the future.
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03 - FUNCTIONAL PROGRAM
PROGRAM DESCRIPTION SUMMARY - FRONT OF HOUSE Lobby The Lobby is essentially the public face of the proposed facility. It is the first and one of the most important impressions as one enters the building. It should be a proud majestic space worthy of a major civic building. It is intended to be multi-functional in that it could be programmed for a variety of different events such as a gallery opening, civic announcement or pre-event function as possible examples in addition to the formal gathering area during performance evenings. As the 2 theatres can be entered from more than one level, the height of the Lobby offers an opportunity to provide a grand staircase as a major architectural element to help animate the space. The Kamloops Art Gallery has expressed interest in using the Lobby as an extended gallery space of the KAG. This is possible so long as the intended art work can be safely displayed in a non-controlled environment. Consideration of the design of the Lobby should balance the aesthetic requirements of a gallery space with the expectations of a prominent theatre for the arts. The surrounding landscape and history of Kamloops may provide such contextual clues in the design of the lobby. These clues, if any, should not be literally interpreted into a design concept but rather inform or inspire a direction to provide an inherent or intrinsic value to the design. Height:
Varies
Critical Adjacencies: Main Stage Theatre, Studio Theatre, Servery, Public Washroom, Bar/Concession, Gift Shop, Donor/VIP Lounge Description: Equipment:
Public gathering and mingling space with multi-purpose capabilities Program sound, video screens, security cameras
Box Office The Box Office’s primary function is to provide ticketing and will call services. As stated previously, a facilities operator still needs to be selected; therefore the approach to tickets sales has yet to be determined. For the purposes of establishing a baseline design criteria, it has been agreed that 2 ticket windows, one conventional and one wheelchair accessible window are required. As cash sales are anticipated, the Box Office must be a secure and protected room. Ticketing windows should be of non-breakable glass with integrated speaker/microphone systems for staff to easily communicate with patrons. Height:
Critical Adjacencies: Lobby - Near main entrance Description:
Ticket sales
Equipment:
Cash trays and drawers, speak-through windows, millwork counter, safety glass, office chairs, security camera
Coat Check Coat Check service will be required and should be designed to accommodate multiple patrons at any given time and to help expedite patrons leaving after the performance. Coat Check will also be expected to lend out audio assisted devices and serve as the lost and found. Height:
9’
Critical Adjacencies: Lobby, Main Stage Theatre, Studio Theatre
The Gift shop will require display shelving and or cases and should be able to accommodate monetary transaction. A security screen will be required to secure the Gift Shop after operating hours. Height:
9’
Critical Adjacencies: Lobby - Near main entrance Description:
Merchandise sales
Donor’s Lounge This is a higher profile lounge space located directly off the Lobby. It is intended to be used for private functions and acknowledges the contribution of patrons who have participated in sponsorship programs. It should be finished at a suitable level worthy of patron expectations. The Donors Lounge should be able to accommodate food and beverage service, but does not require its own bar or server. Height:
12’
Critical Adjacencies: Lobby
Description:
Coat valet for patrons
Description:
Private Salon/Flex Space
Equipment:
Coat racks, millwork counter and drawers
Equipment:
Small bar, furniture, multimedia system
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9’
Gift Shop A Gift Shop is commonly provided in many PAC for the sale of show merchandise and/or local goods deemed appropriate for sale in a performing arts centre. It can be operated by volunteers or by the facility operator depending on the operating model. If operated by volunteers, the Gift Shop may require a level of autonomy as volunteers may or may have access to the administration areas after hours.
03 - FUNCTIONAL PROGRAM
Concession/Bar As an operator for the proposed facility has yet to be selected, there is no food and beverage program in place at this time. For the purpose of establishing a baseline design criteria, we can logically assume the following; intermissions are relatively short, thus eliminating many food options to be purchased during the break. A catering prep room is included in the overall building program and it is assumed that food service and or sales will be accommodated by this program element. Beverages can be expected to cover bottle and tap beer, wine, cocktails, soft drinks, tea and coffee/espresso. A fully equipped main bar should be located within the Lobby. A secondary bar should be located in the upper Balcony Lobby to help facilitate service and reduce line ups. Bars should incorporate serving tables as often wine, tap beer and soft drink sales are pre-ordered before show time and prepared just before intermission to maintain quality control and expedite service. Brewed coffee and tea are the preferred choices for hot beverages during intermission from an operations perspective as they are easy to prepare and serve. Espresso is normally only offered for private or special events as they require more time to prepare and orders tend to be more personalized, making it difficult to prepare ahead of time. This description for the design criteria above is subject to change if and when a facilities operator has been selected.
Height:
9’
Critical Adjacencies: Main Lobby, Balcony Lobby, FOH Bar Storage Description:
Beverage sales
Equipment:
Under counter coolers, waste sink, glass washer, soft drink dispenser, beer, wine, display, drip trays, hand sink, coffee maker, automatic espresso machine
Women’s Washrooms Height:
9’ (min.)
Critical Adjacencies: Main Lobby, Balcony Lobby Description:
Public washroom sized at 2x BCBC 2012 Code minimum
Equipment:
36 WC of which 2 are accessible stalls, 25 lavatories in millwork vanity, 25 mirrors, toilet partitions and washroom accessories, 25 purse hooks
Men’s Washrooms Height:
9’ (min.)
Public Washroom Public Washrooms should be located conveniently and be easily accessible from the lobby. Ideally, washrooms should be located on at least 2 different floors to help reduce the potential for lining up at any single location. The washrooms should be programmed to exceed the required fixture count by code as intermission time ranges from 15- 20 minutes, depending on the evening’s event. The working group had suggested a fixture count of double the requirement for women and 1.25 times for men. All washrooms should be equipped with baby change tables and in a manner to eliminate the need for entrance doors which will improve circulation in and out of the washrooms. In order to help expedite wait times, the Women’s Washroom should have purse hooks or shelves at the lavatories and water closet stalls. A vanity area separate from the lavatories should be provided with counters and mirrors to facilitate movement within the washroom. The lavatory area should only contain wash basins and the above-mentioned purse amenity. 2 unit washrooms have been requested as they are assisted use facilities which could result in longer wait times. Consideration should be given to accommodating motorized wheel chairs as they are more and more common. One of these washrooms should be fitted out as a Family Change room to serve double duty and help justify the need for a second unit washroom.
Critical Adjacencies: Main Lobby, Balcony Lobby Description:
Public washroom sized at 1.5x BCBC 2012 Code minimum
Equipment:
36 WC of which 2 are accessible stalls, 25 lavatories in millwork vanity, 25 mirrors, toilet partitions and washroom accessories, 25 purse hooks
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 27
FRONT OF HOUSE cont’ Quiet Room A Quiet Room is required by Work Safe BC for a facility of this size. The quiet room should allow a patron or staff member to find refuge from a stressful environment be it a physical or mental nature. The quiet room only needs to have basic finishes and a cot for an individual to lie down if needed. The quiet room should have access control from the outside only.
Height:
9’
Critical Adjacencies: Between FOH and BOH Equipment:
Cot, 4’ millwork counter, First Aid kit
PROGRAM DESCRIPTION SUMMARY - ADMINISTRATION Administration Administration requirements for the Kamloops Performing Arts will be a dedicated space for the day to day operations in the facility. It will consist of an executive office for the Director which should be capable of holding a small meeting of up to 4 people. 6 standard offices and a shared meeting room sufficient for up to 6 people will be for general staff use. Other support functions include a printer/copier room, a smaller server room, staff locker room and staff washrooms have been identified as required program elements. The administration area will have visitors and therefore a small reception area should be planned for. As Box Office revenue is generated from multiple sources, a secure Counting Room complete with a safe is also requested. As the Administration Area and the Box Office are closely related functions, they will need to be in close proximity and, if possible, on the same floor level.
Executive Director’s Office Height:
9’
Critical Adjacencies: Other Administration Offices, Printer/Copy Room Description:
Office capable of holding small meetings for up to 4 people
Equipment:
Desk with return, filing cabinet, 1 office chair, small conference table, 5 additional chairs, blinds for privacy
Acoustic Rating:
Standard Office Requirements
Small Meeting Room Height:
9’
Critical Adjacencies: Administration Offices
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Description:
Meetings for 6 people, room should be able to be darkened but not black out
Equipment:
Conference/Work surface suitable for 6 people, 6 chairs, 60” LED screen, white board, wall surface for pinning, 6’ millwork cabinet, blinds for privacy and projection
Acoustic Rating:
NC-25 min.
PROGRAM DESCRIPTION SUMMARY - BACK OF HOUSE
Standard Offices Height:
Reception Area 9’
Critical Adjacencies: Executive Director’s Office, Printer/Copy Room Description:
Standard Office
Equipment:
Desk with return, filing cabinet, 1 office chair, 1 chair for visitor, blinds for privacy
Acoustic Rating:
Standard Office Requirements
Height:
9’
Critical Adjacencies: Administrative Offices Description:
Waiting area for visitors
Equipment:
Reception desk (millwork), 4 chairs and a coffee table
Acoustic Rating:
Standard Office Requirements
9’
Critical Adjacencies: Administration Offices
Height:
9’
Critical Adjacencies: Reasonably close to Box Office
Description:
Staff area complete with kitchenette
Description:
Secure location to handle money
Equipment:
Millwork kitchenette counter, microwave, dishwasher, large sink, 12 lockers, tables and chairs
Equipment:
Safe, millwork counter, small table, 2 chairs, electrified hardware, security device
Staff Washroom (Unisex) Height:
9’
Critical Adjacencies: Administrative Offices Description:
Unit washroom
Equipment:
1 WC, 1 wall mounted lavatory, 1 mirror, washroom accessories
Printer/Copy Room Height:
As this is an urban site with an ambitious program, it appears that 2 loading bays can be accommodated at best. Should multiple event trucks be involved, loading and unloading may need to be scheduled or coordinated based on the availability of loading facilities. A secondary loading bay directly off of the lane has been requested for smaller deliveries to the facility and/or Studio Theatre when the main loading area is occupied for a Main Stage event. As road shows will be presented in this facility, the loading bays are a minimum of 75’ long in order to accommodate the larger lorries part of many travelling shows.
Counting Room
Staff Room Height:
Loading / Receiving Loading is to be off of St. Paul’s Street as determined at Workshop 1. St. Paul’s Street is considered to be the best choice given the busy nature of Seymour Street and that 4th Avenue is best suited for the public entrance of the building. Consideration should be given to the slope of the site in concert with ease of access to the stages of both venues.
The Receiving area should be directly adjacent to the loading area and in close proximity to the stages of both venues. Clear access from the Receiving Area to both stages is necessary in order to allow road crews to quickly and efficiently assemble and disassemble show sets, often within a 24 hour period. Height:
9’
25’
Critical Adjacencies: Main Stage Theatre Stage, Studio Theatre, Receiving Storage, Cross-Overs, Technical Director’s Office/Security
Critical Adjacencies: Administration Offices Description:
Reprographics room
Description:
Equipment:
Upper and lower millwork cabinets along one wall, possible specialty receptacle for photocopier, storage cabinet for paper
Loading/unloading and staging of performance equipment and sets
Equipment:
Min. 10’ high access doors to both theatre stages, 2 loading bay doors
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 29
BACK OF HOUSE cont’ Performance Related Storage These various storage rooms should be separate rooms as they are accessed by different groups or have specific functional requirements. Theatre Storage should be located close to the stage and have oversized double doors to accommodate large equipment and or components of stage sets. Music Storage should also be in close proximity to the performance stage. It will be primarily used to store music stands and other orchestral related equipment. Piano Storage is a dedicated room solely for the storage of a piano. This room must be climate controlled in order to protect and maintain the tuning of the instrument. Tech Storage should be a secured room. It is used for the storage of performance lighting and sound equipment, theatrical rigging and props. This room need not be directly adjacent to the theatrical venues but should be easily accessible to access equipment as needed.
Theatre, Music, Piano and Tech Storage Height:
10’
Critical Adjacencies: Close to stages
Dressing Rooms 3 different types of Dressing Rooms have been requested for this facility: Chorus Dressing Rooms; Large Dressing Rooms; and Single Dressing rooms. All dressing rooms are to include a unit shower room, program sound and a video monitor of the performance stage. Dressing rooms should be reasonably close to the performance stage, some of the dressing rooms should be on the same level as the stage and others can be located one floor above or below if necessary.
Green Rooms The Green Rooms are essentially performer’s lounges. They located in very close proximity to the dressing rooms and stage. The working group has expressed a desire for separate Green Rooms for each of the venue.
The Chorus Dressing Room will have make-up stations for 16 performers and room for a costume rack.
A possible alternate configuration would be to have a single larger Green Room that can be divided into 2 separate rooms via a collapsible wall system.
The Large Dressing Room will have make-up stations for 8 performers and room for a costume rack. The Single Dressing room will have a make-up station and a small lounge area for the featured performer to relax in. At least 2 of the 3 Single Dressing Rooms have been requested to be at stage level.
Dressing Rooms Height:
Height: 10’
Critical Adjacencies: BOH Washroom, Close to Green Room
Description:
General theatre, music, piano, lighting, sound and rigging equipment storage
Description:
Change/Make-up room complete with unit washroom and shower
Equipment:
6’ x 8’ double doors, swinging out, storage racks, controlled access (climate controlled space for piano)
Equipment:
Millwork make-up stations with lighting on 3-sides, coat racks, video screen, program sound (small seating area for single)
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The Green Rooms should be able to accommodate comfortable seating and contain a small kitchenette complete with a microwave and dishwasher.
9’
Critical Adjacencies: Close to dressing rooms, easy access to stage Description: Technical staff and performer’s lounge, comes with kitchenette Equipment:
Lounge area: couches, tables, chairs Kitchenette: 12’ counter surface, dishwasher, microwave oven, double sink, garbage/recycling bins
Back of House Washrooms Washrooms for performers are to be adjacent to the Chorus and Large dressing rooms for direct access. The performer’s washroom must contain at least 1 universal stall and lavatory as per code requirements.
Women’s Washroom Height:
8’ )min.)
Critical Adjacencies: Dressing Rooms Description: Equipment:
BOH Washroom comes with 6 plumbing fixtures and 4 lavatories, one accessible stall required 6 WC, 1 accessible stall, 4 wall-hung lavatories, IR sensors, 4 overhead shelves, washroom partitions, washroom accessories, 4 mirrors
Workshop The Workshop is intended to primarily to support the maintenance of the facility as opposed to being a fabrication workshop for stage sets. The working group had indicated that the many of the local arts groups already have fabrication arrangements in place and would not likely change their operations. Travelling show are usually self-sufficient and would arrive ready to set up as opposed to fabricating. Therefore the Workshop need only be equipped with tools and machines to support the day-to-day operations of the facility. Some flammable materials such as cleaners and oils are used and will require a separate flammable materials storage room. This room should be accessed directly from the Workshop and not require staff to exit the workshop to retrieve these products.
12’
Critical Adjacencies: Loading and receiving, close to venue stages, tool storage flammable storage Men’s Washroom Height:
8’ (min.)
Critical Adjacencies: Dressing Rooms Description: Equipment:
BOH Washroom comes with 3 plumbing fixtures and lavatories, one accessible stall required 3 WC, 1 accessible stall, 3 wall-hung lavatories, IR sensors, 3 overhead shelves, washroom partitions, washroom accessories, 3 mirrors
Description:
For general maintenance and set assembly
Equipment:
Work benches, dust collection system
Tool/Flammable Storage Height:
Therefore the Laundry Room only needs to accommodate a single heavy duty washer and dryer, a millwork cabinet for the storage of laundry products and a folding table / counter at least 6 ft. in length. Height:
8’ (min.)
Critical Adjacencies: Close to dressing rooms
Workshop Height:
Laundry Room Like the Workshop, the Laundry Room is for the maintenance and cleaning of facility garments, fabrics and other miscellaneous textiles. It is not intended to clean high volumes of costumes. The working group indicated that many of the local arts groups do not have elaborate costume cleaning needs and prefer to deal with laundry within their own organization. Travelling road shows, as stated above are for the most part are self-sufficient.
8’ (min.)
Critical Adjacencies: Workshop Description:
Tool and flammable materials storage
Equipment:
Shelving and ventilation
Description:
Washing drying and sorting of costumes and maintenance clothing
Equipment:
2 washers, 2 dryers, sorting counter, 2 clothing trolleys, storage cabinet
Custodial Closet At least one Custodial Closet needs to be located on every floor. On the main level, there should be one Custodial Closet in the Front of House and one in the Back of House areas. This will eliminate the need to crossover as the Front of House will be “Dark” or not in operation much of the time. Custodial Closets should be sized sufficiently to store a cleaning cart, storage of cleaning products and a small floor mop sink. The working group has requested a floor mop sink at the back of the stage for convenience.
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 31
03 - FUNCTIONAL PROGRAM
BACK OF HOUSE cont’ Multi-purpose Room The Multi-Purpose Room has been requested due to past experience with larger Road Show groups. Many Road Shows require a dedicated space for their staff as part of the negotiated contract. This space is separate from the Green Rooms even though it serves a similar function.
Dimmer Room The Dimmer Room, like a computer server room generates both heat and noise. It is used exclusively to house the performance lighting dimmer racks and dimmer modules. This room will require cooling along with noise and vibration control measure.
The working group has also identified other possible used for this space when Road Shows are not in town. It can serve as an ad-hoc show production planning room, an overflow dressing room for some shows that have large numbers of performers above and beyond the programmed dressing rooms.
The Dimmer Room can be located anywhere as it is not access on a daily basis. However, it is generally good practice to locate the Dimmer Room within a reasonable distance from the Tech. Booth in case it needs to be access during a performance.
Height:
As the dimmer room is essentially a central hub for all performance lighting, there willing a significant number of cables to and from this room. Consideration should be given to minimizing cable runs in order to reduce costs.
Height:
12’
Height:
Critical Adjacencies: Close to dressing rooms, easy access to stage
Description:
Dimmer rack location
Critical Adjacencies: Between BOH and FOH
Description:
Equipment:
Assume dimmer rack(s) for up to 668 dimmers, air conditioning
Description:
Catering kitchen for outside food service
Acoustic Rating:
NC-20 min. (to keep noise in)
Equipment:
Stainless steel prep tables, 2 sinks, walk-in cooler/refrigerator, unlatched double doors
9’
Overflow space that can be used as staff room for road companies, chorus change room, etc.
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Servery Bar Service is expected as part of the theatre going experience and a familiar operations requirement. Food service is a very different matter as it opens up a number of questions regarding regulatory requirements in concert with operational experience. For the Kamloops PAC a Servery was programmed for catered food service as opposed to an in house commercial kitchen which would require higher level of health code review and a full time food and beverage manager in order to meet patron expectations. The Servery should be discretely located and with direct front of house assess as it is anticipated that most food service will be to the Lobby and Donors Lounge. Food service to the back of house is expected to a lesser degree so the Servery should have a means of access to the BOH areas. The Servery is intended to only to support the final preparation of food before it is served to the patrons. There should be stainless preparatory tables, a general cleaning sink and a separate hand washing sink as a minimum. A commercial cooler or refrigerator can be considered and it is recommended that the power requirements for the equipment be provided for future installation if not a part of the project in the inception. Power outlets should be located every 12ft. to accommodate varying catering warming oven set-ups. Wall and floor finishes should bacteria resistant.
10’
03 - FUNCTIONAL PROGRAM
PROGRAM DESCRIPTION SUMMARY - AMENITIES Rental Administration Space As the facility is intended to be available to local arts groups, it was requested that some administration space be made available to these groups when they are renting the venues. This space is to be separate from the facilities administration as outside groups may need access to this administration space after hours. This administration space should be located close to a building access point preferably through the back of house, and the rental Meeting Rooms. This rental administration and meeting area is intended to be an attractive amenity for local and travelling arts groups to consider booking at the Kamloops PAC. It is not intended to compete with local private business in the leasing of speculative office space.
Archive Storage and Loading The Kamloops Art Gallery houses a significant permanent collection of contemporary Canadian art in a variety of media. It also has a small number of historical pieces to help contextualize the contemporary collection. When the KAG was built in 1998, the permanent collection archival storage was not able to house the entire collection. As a part of this project, a 6,000 sq. ft. archival vault is planned to increase the storage capacity of the collection.
Rentable Meeting Rooms Height:
12’
Critical Adjacencies: Lobby, close to User Administration Area Description: Equipment:
Large Meeting Room - up to 20 people Small Meeting Room - up to 12 people With full multimedia capability, room should be able to be darkened Conference table, conference chairs, LED screen (75” for large and 60” for small), multimedia system, conference type telephone, writable glass wall surface (one wall), acoustic wall treatment
The vault need not be located on the same level as the loading/ receiving area, but should be in close proximity to a freight elevator to help facilitate the ease of moving collection pieces.
User Administration Area Height:
This vault must be a climate controlled environment to meet archival standards. It is recommended that the vault be controlled by a dedicated HVAC unit with its own control separate from the rest of the facility.
9’
A separate entrance through the underground parkade is preferable.
Critical Adjacencies: Between FOH and BOH, user printer/copy room Description: Open office for 4 work stations, secure dedicated WiFi Access (no access to base building network) Equipment: 4 desks, 4 office chairs, 4’ millwork counter for coffee station and microwave, coat hooks
Height:
12’
Critical Adjacencies: Close to Freight Elevator Description:
Climate and humidity controlled environment for permanent collection archival storage
Equipment:
Independent HVAC and humidity system from base building, storage racks
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 33
03 - FUNCTIONAL PROGRAM
AMENITIES cont’
PROGRAM DESCRIPTION SUMMARY -BUILDING SYSTEMS
Artist Studios Early discussions with local arts groups suggested that the new PAC could be more of an arts/cultural centre as opposed to a dedicated performance venue. It was suggested that artist studios could be incorporated into the building along the street edge to help animate the space during the day when the building would normally have very little activity going on.
Commercial Retail Lease Space Early discussions with local arts groups suggested that the new PAC could be more of an arts/cultural centre as opposed to a dedicated performance venue. It was suggested that artist studios could be incorporated into the building along the street edge to help animate the space during the day when the building would normally have very little activity going on.
Mechanical Room As mentioned previously in this report, the conceptual approach to the mechanical systems design will be greatly influence by the acoustic requirements of the facility. The mechanical room will have to be sized accordingly to accommodate multiple HVAC units, enlarged duct sizes and provide mitigating features to address noise and vibration emanating within the room.
The studios should have street frontage and are intended to be independently operated by lease.
The studios should have street frontage and are intended to be independently operated by lease.
Base building provisions will include of 15’ high ceiling, plumbing roughins for water and washrooms facilities, and independent electrical panel with 2 circuits at 240V for heavy duty equipment and rough in for a clay trap.
Base building provisions will include of 15’ high ceiling, plumbing roughins for water and washrooms facilities, and independent electrical panel with 2 circuits at 240V for heavy duty equipment and rough in for a clay trap.
For a performing arts facility, it is recommended that a separate pump room be incorporated within the mechanical room to help control noise and vibration generated by the equipment.
Height: Height:
12’-15’
Critical Adjacencies: Street Frontage, Gift Shop Description:
Open flexible space for visiting/resident artists or leasable studio space
Equipment:
Separately metered for electrical power, sufficient water and power for light industrial use, infrastructure to accept dust collection system
Height:
Critical Adjacencies: Main Lobby, Street Frontage Description:
Leasable CRU, vanilla shell provisions only
Equipment:
Separately metered for electrical power, sufficient water and power for possible restaurant/cafe tenant
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12’
15’-20’
Critical Adjacencies: Mechanical HVAC/Water Room Description:
Base building mechanical room for up to 5 HVAC units and related equipment and main water connection and distribution
Equipment:
Equipment TBD, will require noise and vibration mitigation
Acoustic Rating:
NC-25 min. (to keep noise in)
03 - FUNCTIONAL PROGRAM
Electrical Room With the power requirements mentioned earlier in this report, it is possible that the electrical room will be a high voltage environment, if so it will have to be a fire rated room. The room can be of basic industrial construction of either concrete or concrete masonry block. The floor, walls and ceiling should be sealed in order to reduce/ eliminate concrete dust from affecting the equipment. A minimum of 12 ft. clear height is recommended for equipment clearance and room should not be sprinklered due to the nature of the equipment. There is insufficient information at this time to determine whether or not an emergency generator will be required.
Height:
15’
Telephone / Communications Room Telephone/Communication rooms are for distribution of communication and IT cabling throughout the building. The number of rooms will be determined by the ultimate building as cabling lengths are limited by code before another distribution point is required. This room will require plywood backing on walls where the equipment will be mounted. Depending on the ultimate building design, a service entrance room may also be required. This room, if needed, is intended for services from the exterior to enter the building and then distribute the services to the main Telephone/Communications room. There should be no equipment in this room.
Height:
9’
Critical Adjacencies: n/a
Critical Adjacencies: n/a
Description:
Description:
Room to receive incoming services and distribution throughout building
Equipment:
Equipment TBD, air conditioning may be required
Equipment:
Base building electrical systems room including transformers for performance lighting and audio power requirements Equipment TBD
Security Equipment Room Although security cabling will be using the same backbone as the communications and IT cabling, the equipment should be located in a separate room as service venders for security equipment and communications are different and are not familiar with their counterparts equipment and distribution protocols. It is considered good practice to keep these disciplines separated. Height:
12’
Critical Adjacencies: Telecom/IT Room Description:
Separate room for security equipment (as security providers are usually an independent vendor)
Equipment:
Equipment TBD
Garbage and Recycling Garbage and recycling should be located near the loading and receiving area. It should be a self-contained room with recycling along one wall and garbage on the opposite wall. Refer to the City of Kamloops website for recycling programs and design accordingly. Allow for 2 9-yard garbage containers. The room should be constructed of a durable material such as concrete block so that the room can be washed down periodically. Height:
12’
Critical Adjacencies: Loading and Receiving Description:
Refuse material handling and recycled matter sorting
Equipment:
Garbage and recycling bins, hose bib
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 35
03 - FUNCTIONAL PROGRAM
PROGRAM SUMMARY Rm. No.
Room Name
Kamloops Performing Arts Centre Preliminary Programme FOH/ BOH
Questions/Comments
Project No: 14-26
Kamloops Performing Arts Centre Preliminary Programme
Date Revised: Dec. 8, 2014 Priority
Approx. Room No. of Dim Rms. L (ft)
Approx Area ft2
W (ft)
Rm. No.
Room Name
FOH/ BOH
Questions/Comments
Project No: 14-26 Date Revised: Dec. 8, 2014 Priority
Approx. Room No. of Dim Rms. L (ft)
X Main Stage Theatre Stage Orchestra Pit Audience Chamber (Orchestra) Audience Chamber (Balcony) Sound & Light Locks Tech Booth Sound Rack Room Trap Room Follow Spot Booths
H H H H H H H H H H
Fly Tower (50 ft. above stage) & wings (15 ft. wide), Pros Opening (50 ft.) Capacity for up to 50 musicians Acoustic Room Rating NC15, Target 950 seat capacity at this level Acoustic Room Rating NC15, Target 250 seat capacity at this level
Lighting, Sound & Stage Management
A A A A A A A A A
100.0 15.0 90.0 30.0 10.0
X X X X X
40.0 15.0 20.0 12.0
X X X X X
H H H H
Acoustic Room Rating NC15, Flat floor Flexible space, 350 seat capacity
A A A A
75.0 10.0 10.0 30.0
H
Rehearsal Hall - Small Rehearsal Storage
H H
Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal & small performances Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal Storage should be within Rehearsal spaces
BOH BOH BOH BOH
Access Doors Min. 10 ft. high Not a full Scene Shop, but equipped to assemble sets, etc.
Large Dressing Rooms Single Dressing Rooms Chorus Dressing Rooms Men's Washrooms Women's Washroom Laundry Room
BOH BOH BOH BOH BOH BOH
Make-Up stations for (8) complete with unit washroom complete with unit washroom (Soloist) complete with unit washrooms (3) Plumbing Fixtures & (3) Sinks (6) plumbing Fixtures & (4) Sinks (2) washers & Dryers, Sorting table, Dirty Area
Stage Manager &TD Office Stage Door Office Storage Music Storage Theatre
BOH BOH BOH BOH
Deleted
36
X X X X X X
0.0 15.0 20.0 20.0 10.0 20.0
1 1 1 1 1 1
= = = = = =
0.00 300.00 800.00 600.00 250.00 400.00
A A
20.0 20.0
X 20.0 X 15.0
1 1
= =
400.0 300.0
A
20.0
X 15.0
2
=
600.0
A A
25.0 50.0
X 20.0 X 20.0
1 1
= =
500.0 1,000.0
Balcony Level (based on 1.5 X Code for an occupant load of 100) (4 Fixtures) Balcony Level (based on 2 x Code for an occupant load of 100) (8 fixtures) Universal washroom c/w family change facilities First Aid Room c/w day bed Passenger elevator, 3000 lbs capacity. One elevator needs to be Stretcher capable and designated as Fire Fighter elevator.
A A A A
25.0 50.0 12.0 15.0
X X X X
12.0 12.0 10.0 10.0
1 1 1 1
= = = =
300.0 600.0 120.0 150.0
A
12.0
X 10.0
1
=
120.0
Based on 7 sq. ft. / person and a 1,200 seat theatre capacity 10 ft. Wide to accommodate Road Show temporary container storage 10 ft. Wide to accommodate Road Show temporary container storage
A A A A
300.0 80.0 140.0 65.0
X 30.0 X 10.0 X 10.0 X 8.0
1 1 1 1
= = = =
9,000.0 800.0 1,400.0 520.0
A
75.0
X
8.0
1
=
600.0
A
20.0 20.0 20.0
X 20.0 X 20.0 X 20.0 X X
1 1 1
= = = = =
400.0 400.0 400.0 0.0 0.0
Bar / Concession
FOH
Mens Washroom (Public) Womens Washroom (Public)
FOH FOH
5,875.00
Mens Washroom (Public) Womens Washroom (Public) Unit Washroom Quiet / First Aid Room
FOH FOH FOH FOH
Elevator
FOH
Lobby Main Stage Crossover FOH /BOH Connection Studio Theatre Crossover Studio Theatre FOH/BOH Connection
FOH BOH BOH
Gift Shop Donors Lounge FOH Storage
FOH FOH FOH FOH FOH
4,875.00 80.00 320.00 600.00
A
50.0
X 40.0
1
=
2,000.00
A
35.0 30.0
X 20.0 X 10.0 X X
1 2
= = = =
700.00 600.00 0.00 0.00
A A A A
20.0 20.0 40.0 30.0
X 40.0 X 20.0 X 2.0 X 2.0
1 1 1 1
= = = =
800.00 400.00 80.00 60.00
A A A A A A
30.0 15.0 40.0 20.0 40.0 15.0
X X X X X X
15.0 10.0 20.0 10.0 10.0 10.0
5 3 2 1 1 1
= = = = = =
2,250.00 450.00 1,600.00 200.00 400.00 150.00
A A A A
15.0 0.0 20.0 25.0
X 10.0 X 0.0 X 18.0 X 20.0
2 1 1 1
= = = =
300.00 0.00 360.00 500.00
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0.0 20.0 40.0 30.0 25.0 20.0
FOH FOH
0.00 400.00 150.00 400.00 240.00
3,300.00 Support Areas Loading / Receiving Workshop Workshop - Tool Storage Workshop - Flamable Storage
A A A A A
Coat Check Box Office
10.0 10.0 20.0 10.0
= = = = =
Rehearsal Halls Rehearsal Hall - Large
150.00 102.00 100.00 300.00 1,050.00
Moved to Gross-up Office and waiting area Lighting, Sound, Rigging & Prop / Lock-Up
1 1 1 1 2
= = = = =
= = = = =
BOH BOH BOH BOH BOH BOH
4,000.00 750.00 7,380.00 2,460.00 480.00
1 1 4 1
1 1 1 1 1
Janitors Closet Stage Door Office/Security Tech. Storage Green Room Studio Theatre Green Room Multi-Purpose Room
= = = = =
X 65.0 X 8.0 X 8.0 X 20.0 X
0.00
10.0 8.5 10.0 20.0 30.0
Environmentally controlled space
16,260.00 Black Box Studio Theatre Flat Floor Tech Booth Sound & Light Locks Storage
=
X X X X X
BOH BOH BOH BOH
1 1 1 1 6
ft2
15.0 12.0 10.0 15.0 35.0
Piano Storage Freight Elevator Dimmer Room Servery Receiving Storage
40.0 50.0 82.0 82.0 8.0
Approx Area
W (ft)
A A
Food Prep space for catering
Crush Space for Road Companies, can double as Musicians Change Area
(1) Large Bar/Concession at the main level & one smaller Bar/Concession at the Balcony Level Main Level (based on 1.5 X Code for an occupant load of 500) (16 Fixtures) Main Level (2 x Code based on an occupant load load of 500) (28 Fixtures)
-
29,212.00 Administration Executive Director's Office Standard Offices Staff Room Small Meeting Room Reception Area Staff Washroom
FOH FOH FOH FOH FOH
Desk c/w return, filing cabinet, small meeting table for (4) Desk c/w return, filing cabinet & (1) guest Chair Lounge area c/w kitchenette For (6) people Reception Desk and small seating area
A A A A A
10.0 10.0 25.0 15.0 20.0
X X X X X
10.0 8.0 20.0 12.0 10.0
1 6 1 1 1
= = = = =
100.00 480.00 500.00 180.00 200.00
FOH
Single Unit Washroom (HC assessible)
A
8.0
X
7.0
1
=
56.0
03 - FUNCTIONAL PROGRAM
Kamloops Performing Arts Centre Preliminary Programme Rm. No.
Room Name
FOH/ BOH
Questions/Comments
Printer / Copy Room Server Room Counting Room
FOH FOH FOH
Private secure room with vault to count money
Staff Locker Rooms
FOH
Deleted.
Project No: 14-26
Kamloops Performing Arts Centre Preliminary Programme
Date Revised: Dec. 8, 2014 Priority
A A
Approx. Room No. of Dim Rms. L (ft)
W (ft)
10.0 10.0 10.0
X X 5.0 X 5.0 X 10.0
0.0
X X X X X
1 1 1
0.0
Approx Area ft2
= = = =
0.0 50.0 50.0 100.0
= = = = =
0.00 0.00 0.00 0.00 0.00 1,716.00
Desirable Ammenities User Admin Area User Printer / Copy Room Rentable Meeting Room - Large Rentable Meeting Room - Medium KAG Archive Storage
FOH FOH FOH FOH BOH
Open Office area for (4) workstations - rentable office space for event users Separate facility from staff Printer / Copy Room (40) people - c/w full mutimedia. Rentable space (20) people - c/w full muiltmedia. Rentable space Environmentally controlled space
8.0 5.0 30.0 20.0 200.0
X 7.0 X 5.0 X 20.0 X 15.0 X 30.0
4 1 1 1 1
= = = = =
224.0 25.0 600.0 300.0 6,000.0
Commercial Retail Space Artists' Studios
FOH -
Leasable area for private sector opportunities Studios at 600 sq.ft. ea. (12 - 15 ft. ceilings)
40.0 30.0
X 20.0 X 20.0 X X X
1 3
= = = = =
800.00 1,800.00 0.00 0.00 0.00
= = = = =
0.0 0.0 0.0 0.0 0.0
X X X X X
Rm. No.
Room Name
Building Systems Mechanical Room - HVAC Mechanical Room - Water Electrical Room Electrical Closets Tel. / Communictions Room IT Room Security Equipment Room Maintenance Storage Garbage/Recycling Room
FOH/ BOH
-
Questions/Comments
Project No: 14-26 Date Revised: Dec. 8, 2014 Priority
Approx. Room No. of Dim Rms. L (ft)
To house up to (6) individual HVAC units High noise & vibration generating space (isolate) High noise & vibration generating space (isolate) (1) per floor
Near Load-in
Approx Area ft2
W (ft)
A A A A A
100.0 50.0 50.0 20.0 20.0
X X X X X
50.0 20.0 25.0 10.0 10.0
1 1 1 2 1
= = = = =
5,000.0 1,000.0 1,250.0 200.0 200.0
A A A A
10.0 10.0 40.0 20.0
X X X X X
10.0 10.0 20.0 15.0
1 1 1 1
= = = = =
100.00 100.00 800.00 300.00 0.00
= = = = =
0.0 0.0 0.0 0.0 0.0
X X X X X
8,950.00
Total Net Area Gross up Factor (30%)
75,062.0 22,518.6
TOTAL PROJECT AREA
97,580.6
9,749.00
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 37
04 - INDICATIVE DESIGN
The following is a graphic description of a possible design of the proposed Kamloops Performing Arts Centre. It is based on an interpretation of the functional program and feasibility study conducted to date. Its primary purpose is to confirm that the program for the facility can in fact be realized on the Daily News site at a building design level over and above an area study. This indicative design also considers the following criteria: • Access for Parking and Loading • A strong Civic Presence • Urban Design Considerations • Activation of the fronting streets both day and night • Sustainable Design conforming to the City of Kamloops Sustainable Guidelines • Massing Impact on Neighbouring Buildings The indicative design is not to be considered the definitive design for the site, but rather one possible solution. A formal request for design services for the design of the facility is anticipated to follow a referendum scheduled for fall / winter 2015. Should the referendum be successful in the approval of the project to proceed, a call for design services in an official Request for Proposal (RFP) is expected to be issued sometime in early 2016.
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 38
04 - INDICATIVE DESIGN GROUND FLOOR PLAN N
B
B
The indicative design represents a total building gross area of 101,455 sf. The Functional Program indicates a possible Gross area of 97,580 sf. The difference in area is 3,865 sf or roughly 4% overage of the anticipated gross area. This is within acceptable tolerance at the indicative design level demonstrating that the functional program can be accommodated on the Daily News site.
A
A
This study concludes that the Daily News site is a viable location for the new proposed Kamloops Performing Arts Centre.
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 39
04 - INDICATIVE DESIGN 2ND FLOOR PLAN N
B
B
A
A
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 40
04 - INDICATIVE DESIGN 3RD FLOOR PLAN N
B
B
A
A
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 41
04 - INDICATIVE DESIGN P1 FLOOR PLAN N
Total Underground Parking Number = 349 stalls
B
B
A
A
Class A Bicycle Spaces = 18 stalls
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 42
04 - INDICATIVE DESIGN P2 FLOOR PLAN N
B
B
A
A
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 43
04 - INDICATIVE DESIGN P1 FLOOR PLAN N
B
B
A
A
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 44
04 - INDICATIVE DESIGN SECTION A-A
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 46
04 - INDICATIVE DESIGN SECTION B-B
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 47
04 - INDICATIVE DESIGN DAY TIME- NORTHEAST CORNER
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 48
04 - INDICATIVE DESIGN NIGHT TIME- NORTHEAST CORNER
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 49
04 - INDICATIVE DESIGN DAY TIME- SOUTHEAST CORNER
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 50
04 - INDICATIVE DESIGN NIGHT TIME- SOUTHEAST CORNER
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 51
04 - INDICATIVE DESIGN DAY TIME-NORTHWEST CORNER
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 52
04 - INDICATIVE DESIGN NIGHT TIME- NORTHWEST CORNER
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 53
04 - INDICATIVE DESIGN DAY TIME-SOUTHWEST CORNER
Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates 54
04 - INDICATIVE DESIGN NIGHT TIME- SOUTHWEST CORNER
CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM REPORT 55
City of Kamloops – New Performing Arts Centre
B
Business Case
APPENDIX B INDICATIVE DESISGN CLASS “D” COST ESTIMATE
Note to the reader: In the Class “D” Cost Estimate, the “escalation to start of construction” has been folded into the “Total Performing Arts Project Cost” to match the breakdown presented in the business case (section 4.5).
KAMLOOPS PERFORMING ARTS CENTRE
September 9, 2015
1200 Seat Theatre & 350 Seat Studio Theatre design by: PROSCENIUM Architecture report by: MHPM Project Managers
Kamloops Daily News Site
PROJECT COST SUMMARY Indicative Design Sept 2015 BUILDING SHELL ESTIMATE
89,925 SF
SCOPE DESCRIPTION: Building Shell Includes: Concrete framed floor structure, Balcony & stepped seating, steel frame/deck roof structure Theatre high walls concrete or block, remainder structural walls non combustible block/stud SBS Flat roofing, Exterior Rain Screen Cladding, Storefront Glazing, exterior doors Demising Partitions, Stairs, Elevator, Interior doors to exits, 80ft High stage tower Base building infrastructure services - Plumbing, Sprinklers, Mechanical HVAC, Electrical
89,925 SF NEW 0 SF RENOVATION
1. SUBSTRUCTURE 2. STRUCTURE 3. EXTERIOR CLADDING 4. INTERIOR PARTITIONS (Vertical Enclosures) 5. VERTICAL MOVEMENT 8. ELECTRICAL 9. MECHANICAL EXISTING BUILDING - DEMOL-ALTERATIONS DIRECT SITE OVERHEADS & SUPERVISION GENERAL CONTRACTOR or CONSTRUCTION MANAGEMENT FEE DESIGN CONTINGENCY
379,900 8,522,600 6,893,900 423,000 642,000 867,900 2,280,400 n/a 1,600,800 540,500 2,215,100
INTERIOR CONSTRUCTION & FIT-OUT (refer to detailed summary of room fit out costs) Main Stage Theatre Black Box Studio Theatre Rehearsal Halls Support Areas Administration Building Systems Building Gross
89,925 SF
$144.50
20,207 7,230 2,840 29,128 1,716 8,810 19,994
$178.80 $203.60 $241.55 $161.29 $182.98 $66.06 $81.47
SF SF SF SF SF SF SF
THEATRE & GENERAL EQUIPMENT ALLOWANCE Seats - 1200 at $400/ea Orchestra Pit Lift Bar Food Service Equipment Allowance
SITE DEVELOPMENT Decorative Paving, Sidewalks, Steps, Hard landscaping, Parking, Loading Public Realm Space - Landscaping, Public Art
SUB-TOTAL CONSTRUCTION (Excluding GST)
$12,994,000 3,613,000 1,472,000 686,000 4,698,000 314,000 582,000 1,629,000
480,000 240,000 100,000
1,293,100 708,200 60,000 60,000 42,000 30,000 1,220,000 170,000 115,000 180,000 800,000
1,293,100 708,200 60,000 60,000 42,000 30,000 1,220,000 170,000 115,000 180,000 800,000
3%
89,925 SF
200,000 1,220,000 1,500,000 400,000 200,000 50,000 $522.70
$3,515,000 200,000 1,165,000 1,500,000 400,000 200,000 50,000
$47,003,400
$546.23
$6,081,000
14%
24 months to constr at 3
89,925 SF
2,350,000 2,654,000 3,040,000 $679.77
$8,621,700 2,318,930 2,620,700 3,682,070
$61,128,400
$718.45
$7,500,000 6,000,000 1,500,000 $46,140 11,530 SF
$7,500,000 1,500,000
1,720 6,640 940 2,230
SF SF SF SF
16,102,900 2,415,400
$336.34 $319.91 $261.38 $283.90
101,455 SF
PRELIMINARY ESTIMATE
$18,228,700 15,857,000 2,371,700
$3,581,500
$310.62
578,500 2,124,200 245,700 633,100 $894.27
$61,001,300
6,000,000
$18,518,300
3 levels Underground - 349 Stalls Soft Costs - 15%
$46,378,600 $6,001,000
$8,044,000 5% 5% 7.0%
UNDERGROUND PARKING & DEMOLITION
Page: 1
$575,000 400,000 175,000
$3,570,000
Site Purchase Utilities Infrastructure, Mechanical Civil Services (storm, sewer, water & gas), Hydro
TOTAL PROJECT COST (Including Amenities & Parking)
$5,498,300
480,000 240,000 100,000
SITE PURCHASE
Meeting Rooms, Admin Archive Storage & Loading Commercial Retail Space Artists' Studios
$12,611,000 3,276,000 1,273,000 783,000 5,140,000 314,000 628,000 1,197,000
$575,000
DESIGN Fees & Expenses, Consultants, Project Management, Legal
ADDITIONAL AMENITIES (incl. Soft Costs)
84,907 SF NEW 0 SF RENOVATION
371,900 8,526,900 6,750,700 347,000 841,000 766,000 2,253,600 n/a 1,588,600 536,300 2,197,300
400,000 175,000
FF&E & Related Costs Signage (Exterior, interior, Way finding) Permits, DCC's (DCC $95.78/m2, BP $6/$1000 Construction plus 15% inspections) Furniture & Furnishings IT/AV Systems, Security Internal Project Costs (Public meetings, communications, opening ceremony) LEED Certification Costs
TOTAL PERFORMING ARTS PROJECT COST (Fall 2017 Dollars)
$24,179,300
$5,498,300
(Following Estimate provided by Schick Shiner & Associates - Jan 7, 2015) Lighting Production Sound Programme Sound Lobby Sound Headset System Hearing Assist System Counterweight Rigging Soft Goods Loose Staging Equipment Video System Orchestra Shell
CONTINGENCIES (Design, Construction & Escalation Construction Contingency (incl Change Orders) Owner's Reserve Escalation Contingency to Start of Contruction
Previous Estimate March 2015
$24,366,100
$270.96
$3,565,900 487,500 2,242,500 248,300 587,600
$90,728,200
$925.35
$90,295,900
City of Kamloops – New Performing Arts Centre
C
Business Case
APPENDIX C TESTIMONIAL - ALEXANDER “SANDY” WATT
My name is Alexander Watt and I am supporting the Kamloops Performing Arts Centre for the same reason I helped start a movement in 2001 to build the Tournament Capital Centre. I’ve been a huge supporter of Kamloops since I moved here in 1982. It’s my belief that for a community to flourish, citizens must take an active role in supporting projects that will enhance the local economy as well as the health and wellness of the entire population. I saw the great potential of Kamloops as a sporting community and was enthusiastic about recognizing our city as the Tournament Capital of Canada. However, while we had many great sporting facilities and venues, it was clear we lacked a focal point to make the tournament capital concept have real meaning. It was the lack of such a facility that prompted me and many other Kamloops citizens to approach the mayor and council of the day with the concept of the Tournament Capital Centre. The concept was not a small wish list, but a huge dream that would make the facility all-inclusive so people of any athletic ability and with an interest in almost any sport would have a place to go. In turn, the facility would also attract sports teams, individual athletes, and families from across Canada. We succeeded, and in so doing, we not only made ourselves a population focused on health and wellness, but we revitalized our economy as the business community thrived from this influx of people. There were dissenters to this proposal. People were concerned about the cost. But in the end, what was created surpassed our wildest dreams. The TCC is economically viable and the envy of other cities. Best of all, it is a place that residents of all ages and from every neighbourhood use daily. While sports has played a major role in the growth of Kamloops, to become complete the city must also grow culturally. We have a strong cultural framework, but as it was with sports in 2001, we lack a major facility to tie everything together. To attract a wide expanse of performances and performers, a venue of comparable usage to the TCC is required. Like the TCC, the venue I visualize will incorporate a full range of interests from local school bands to internationally known entertainers in all aspects of the arts. This performing arts centre would be used for high-end entertainment, but the seats would also be filled by parents and grandparents watching their children and grandchildren demonstrate all they have learned from the newly acquired instruction that will come from such a quality endeavor. The creation of an all inclusive performing arts centre will help make Kamloops a known entity throughout Canada. The end result will be another economically viable cornerstone of our city. The new performing arts centre will help to enhance our university, our education, and our health care as people from all walks of life will want to live and work in such a vibrant well-rounded community. I see the same potential with the Kamloops Performing Arts Centre as we envisioned for the Tournament Capital Centre. We built it and they came. Now let’s do the same thing with a performing arts centre.
