We aim to create facilities that are properly positioned within their market and which operate successfully and efficiently from their first day.

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1 Schedule A TO: Rob Skelly SUBJECT: Novita Company Info FROM: Cassandra Pollack DATE: October Novita is actually two sister companies; Novita Interpares and Novita Techne. Novita Interpares is involved in the area of cultural planning such as the work we have been doing for the these past few months. Novita Techne is our technical division. This section is devoted to theatre consulting (having to do with the actual construction of theatre buildings) and audio/visual systems design. NOVITA INTERPARES Novita is a unique company that has played a leading role in the development of a wide variety of visual and performing arts facilities in Canada, the US, and abroad since The success of our firm is based upon the special relationship which we are able to create between our clients and the many other stakeholders, participants and planners who figure in the facility development process. Through our long experience, we have gained a solid understanding of the needs of the owners and users of these specialized facilities and an ability to communicate these needs to a wide audience, including the general public, the financial and political decision makers and the building team. We are generalists in a very specialized field of building types. We are able to contribute to all aspects of project planning financial, managerial, programming, design, and market. We play a leading role on the building team. We aim to create facilities that are properly positioned within their market and which operate successfully and efficiently from their first day. 301 jane street, toronto, ontario, canada, m6s 3z3 tel (416) fax (416)

2 NOVITA INTERPARES SERVICES Theatre Planning Feasibility Studies Financing & Development Studies Marketing and Economic Impact Analysis Operations Planning Facility Planning and Design Arts, Culture And Heritage Research and Analysis Municipal Cultural Plans Cultural Landscape Analysis Cultural History Capital Program Planning Facility Audits Feasibility Studies Site Selection Economic Impact and Benefit Analysis Operating Cost and Revenue Analysis Market Analysis Community & Agencies Research and Analysis Policy Development Leadership Development Strategic Planning Organizational Review Operations and Business Plans Market and Service Delivery Assessments Impact Analysis Facility Development Public Surveys Public Consultation and Facilitation Stakeholder Participation Outreach and Inclusion Staff Training and Development

3 NOVITA TECHNE As designers, we believe that technology is a means to an end, not an end in itself. We believe that our first responsibility is to understand the needs of the owner and users. Our second responsibility is to provide technological solutions which address these needs in a creative and economical way. We design systems and equipment to meet a variety of performance criteria including ease of use, durability and reliability, safety of operation and life cycle cost. Through our multi-disciplinary design team, we provide an integrated approach which brings together a number of disparate technologies into a single system package. NOVITA TECHNE SERVICES Theatre Systems Design Stage Lighting Sound Reinforcement and Effects Audio Paging and Monitoring Production Intercommunications Assistive Listening Video Monitoring and Display Voice and Data Communications Counterweight and Motorized Stage Rigging Draperies and Track Elevators and Lifts Combined Show Controls Signage Systems And Equipment Design Audio Reinforcement and Effects Specialized Lighting and Effects Audio Paging and Monitoring Video Monitoring Large Format Video Display Film Projection Voice and Data Communications Teleconferencing and Video Conferencing Combined Room Controls Control Rooms

4 RELEVANT PROJECTS Here is a list of large theatre projects that Novita has completed to date: Theatres Over 800 Seats Rose Theatre, Brampton, Ontario Chrysler Theatre, Windsor, Ontario Niagara Fallsview Casino Theatre, Niagara Falls, Ontario Centennial Auditorium, Saskatoon, Saskatchewan Centrepointe Theatre, Ottawa, Ontario Casino Rama Entertainment Centre, Rama, Ontario Theatre Aquarius, Hamilton, Ontario Isabel Bader Theatre, Toronto, Ontario Chinese Cultural Centre Theatre, Toronto, Ontario

5 Theatre Consultants More Than 100 Live Performance Theatres Since 1972 Rose Theatre, Brampton Keck Theatre, Los Angeles Chrysler Theatre, Windsor Markham Theatre, Markham Greer Garson Theatre, Dallas Theatre Aquarius, Hamilton Victoria Hall, Petrolia Centrepoint Theatre, Nepean Chinese Cultural Centre, Toronto Now in its 36th year under the same ownership and management, Novita Theatre Consultants is Canada s oldest cultural facility consultancy. Novita the only Canadian firm which is a member of the American Society of Theatre Consultants, the North American professional governing body for Theatre Consulting. Since 1972, Novita has completed more than 100 live performance facilities in Canada, the US and abroad. Novita s most recent municipal theatre project is The Rose Theatre in Brampton. Novita is a 10 person office of multi-disciplinary specialists who work together in the same building every day. Novita has the capacity to provide the full range of services required for the design of a successful performing arts centre, including the designs and specification of all the systems and equipment required for theatre production.

6 city of GREATER SUDBURY Sudbury, Ontario Concept and Development Plan of a Potential 1,800 Seat Performing Arts Centre 301 Jane St. Toronto, ON M6S 3Z3 (416)

7 table of contents 1. Executive Summary Background 1 Development Plan 1 A Vision for Sudbury 1 A Legacy Project to Support the Vision 1 Making Connections for Sustainability 2 Overall Conclusions and Recommendations 2 Summary of Functional Program Section 3 Summary of Building Format Section 3 Arts District Connection 4 Preliminary Cost Forecast 5 Summary of Performing Arts in Sudbury Section 5 Implementation Plan 5 Capital Development Strategies 6 Operational Development Strategies 6 4. Implementation Plan Organizational Chart for Development Year 1 14 Organizational Chart for Development Years 2 to 6 15 Appendices Sudbury Market 17 Design Criteria 18 Facility Design Options 19 Preliminary Program of Functions and Spaces 20 Survey of Sample Ticket Prices in 1,800± Seat Theatres in Canadian Markets 21 Comparison of Other Canadian Theatre Facilities review of sudbury performing arts market Radial Distances from Sudbury 24 Events and Attendance for the Sudbury Arena 25 List of Auditoriums and Venues in Sudbury Functional Program for Typical 1,800 seat theatre Typical 1,800 Seat Performing Arts Centre Space and Function List 8 3. Building Format for typical 1,800 seat theatre Plans and Sections of Other Typical 1,800 Seat Theatres 11 Typical 1,800 Seat Performing Arts Centre Roof Plan, Site Footprint, Section, and Elevation 12 List of Auditoriums and Venues Outside of Sudbury 27 Local Festivals 28 Festivals Outside of Sudbury 29

8 1. executive summary

9 1. executive summary Background The is currently in a period of growth and positive change both economically and socially. While the mining sector continues to be strong, the educational, health services and institutional sectors are enjoying new growth as Sudbury becomes the major regional centre for north-eastern Ontario. These changes are reflected in the City s long term Economic Development Strategic Plan. As a regional centre, Sudbury is unique in Canada in its blend of cultures Anglophone and Multi-cultural, Francophone and First Nations. While Sudbury is culturally strong, it lacks the infrastructure to support the new cultural growth which is required to keep pace with growth and development in other sectors. In support of its unique identity and to promote cultural growth, City Council has identified the creation of a Performing Arts Centre as a priority initiative. To this end, the City has recently developed an Arts and Culture Strategy and it has struck a Performing Arts Centre Advisory Panel to maintain oversight of this civic priority. This Panel has identified seven trends to guide development of the Performing Arts Centre. Sub-committees of the Panel have also been struck with responsibilities for Scope and Cost, Funding, Governance, and Public Relations/Publicity. Development Plan The now requires a Development Plan for A Potential 1800 Seat Performing Arts Centre in Greater Sudbury and has engaged Novita to assist in taking the first steps towards realization. In its brief for this work, the City intends that the Performing Arts Centre will address a major cultural deficit which is the discrepancy between the level and quality of cultural activity and the number, size, and quality of existing facilities. The City s goal for the Performing Arts Centre is to support and foster arts and culture. The Performing Arts Centre will be developed using a sustainable funding model which also enhances existing activities. The Performing Arts Centre will also contribute to urban development as the flagship project for an arts, cultural and entertainment district. The Development Plan for a Potential 1800 Seat Performing Arts Centre will build on previous work by the Performing Arts Centre Advisory Panel, the Arts and Culture Strategy, the report by Novita (Strategic Planning Assessment) in June 2007 and other relevant documents. The Development Planning process will take the next step in quantifying the project in regard to size, location, form and cost. The Development Plan will provide pre-design project parameters. The City s specific requirements of the Development Plan are to prepare: A capital and operating plan for a 1800 seat Performing Arts Centre Conceptual drawings including footprint and massing Site selection and site development Functional building program Review of market forces Completion of the work by September Linkages to create an Arts, Culture and Entertainment District A Vision for Sudbury The has emerged as the regional centre of north-eastern Ontario and has demonstrated regional leadership in many areas notably education and health care. Sudbury is now continuing its role as a regional leader by initiating a plan to create a Performing Arts Centre. The Performing Arts Centre will be unique in north-eastern Ontario and will serve both the City and a wide market area. Not only will the reach of the PAC extend over a wide geographical area (see map on page 24) but it will also have the capacity to connect digitally and interactively with a much wider community. The vision for the Performing Arts Centre is that it will be developed to be truly a beacon for the North. The potential benefits of a Performing Arts Centre to Sudbury and surrounding area include: Creation of a major civic amenity and source of public pride Provide opportunities for public enjoyment and participation Provide opportunities for growth and development of local and regional artists and groups Create business opportunities for local and regional presenters Give public access to wide range of artists and entertainment products Increase tourism Provide related economic benefits and spin offs Stimulate urban economic development As planning moves forward (see Implementation section), these benefits will be further defined and quantified. A Legacy Project to Support the Vision The Performing Arts Centre will create a living legacy for the people of Greater Sudbury and area. The Strategic Planning Assessment document which was completed in June 2007 used a simple graphic image as its theme. The image illustrated a pebble dropped in the water with waves radiating outward. Like the pebble, the Performing Arts Centre project will have a radiating effect. In the interviews which were conducted as part of the Strategic Planning Assessment, there was consensus that the Performing Arts Centre should not be developed in isolation, that it should be the pebble which creates a ripple effect throughout the community. Those interviewed believed that the development of the Performing Arts Centre provides an opportunity for broad cultural benefit and for cultural equity and inclusion all across the Greater Sudbury area. Equity and inclusion were also seen as requisites for sustainability. The Performing Arts Centre will have broad appeal within the community as a result of the diversity of spaces which it contains. Not only will there be a large performance hall, the bulding will also contain smaller halls, studios, meeting rooms, a gallery and lobbies which are suitable for receptions and other similar events. The Performing Arts Centre was also seen as a generator of urban vitality. The building will have impact in its immediate area as related uses gravitate around it to create an arts district. The visitor traffic generated by the building and the district will, in turn, attract retail and small business development. Ultimately, the momentum will spread to larger 1

10 1. executive summary Overall Conclusions and Recommendations of this Report developments including offices, residential complexes and hotels. There may also be opportunities for the PAC to be developed as a mixed use project which includes residential, commercial or parking structures which provide additional revenue streams. The effect of the Performing Arts Centre will also grow over time. It will be sustainable through its deep integration into community life and through green building technologies which bring continuing economies of operation through the years a truly Northern Building. Making Connections for Sustainability The Performing Arts Centre will be a catalyst for growth and development in Greater Sudbury through the connections which it makes. These will include: Connecting Greater Sudbury to the northeastern geographical market Connecting Greater Sudbury to the world through digital means Connecting Greater Sudbury audiences to a new world of international artists and attractions Connecting Greater Sudbury audiences with Greater Sudbury artists Connecting people from all walks of life and communities of interest Connecting community users in a high profile location Connecting arts uses in the PAC to arts uses in the arts district Connecting the PAC to new retail uses in the district Connecting the PAC to new commercial uses in the district Connecting the PAC to hospitality and tourism uses The PAC will be fully integrated into the vision for Greater Sudbury and into every aspect of life in Greater Sudbury. This report describes an arts district concept which includes a traditional Performing Arts Centre, inclusion of other uses within the Performing Arts Centre, inclusion of related Arts, Culture and Entertainment uses on the site, and inclusion of related private uses on site into the overall district plan. The Business Plan which will be developed for the Performing Arts Centre will also reflect the synergies of the potential sites, particularly with regard to opportunities for media production, broadcasting and simulcasting as well as the diversity of rental income to be derived through the use of the main hall, secondary hall, related programmatic spaces, lobbies, etc. This report envisions a major civic project which has the potential to transform downtown Greater Sudbury and have ripple effects across north-eastern Ontario. This report defines a large aggregated site which will be developed through public and private initiatives into an Arts, Culture and Entertainment district which will become a destination for both the people of Greater Sudbury and the surrounding region. This report provides a step-by-step development process over the coming year leading to a Ground Breaking ceremony in late The Performing Arts Centre building will be about 110,000 sf (10,200 m2) in gross area and it will require a footprint of about 300 feet (90 metres) by 430 feet (130 metres.) The top of the stage tower will be about 120 feet (36 metres) above grade. This report represents the first of many of many steps which need to be taken in order to determine exactly the type of facility Greater Sudbury needs for the 21st century. In addition to providing quantifiable information related to an 1,800 seat Performing Arts Centre, the report emphasizes the need to understand and follow due process for building a cultural capital project in the public sector. Accordingly, this report provides an Implementation Plan which describes a year-long process including organizational development and further operations and capital planning which will be required prior to Ground Breaking. 2

11 1. executive summary Summary of Functional Program Section This first section of the report defines an 1,800 seat Performing Arts Centre in terms of its functional requirements and key design criteria. The principal outcome of this part of the work is an estimate of gross building area in the order of 110,000 sf (10,200 m2.) Building Areas This report provides a list of the spaces and functions required to support an 1,800 seat performing arts centre together with their respective area requirements and a diagram which illustrates key functional relationships. The list of spaces divides the area of the building into its three component parts: Public Lobbies at about 27,700 sf (2,550 m2) Auditorium, Stage and Secondary Hall at about 38,000 sf (3,535 m2) Backstage Support Areas at about 18,600 sf (1,730 m2) When a grossing factor of 30% is applied, the total building area becomes about 110,000 sf (10,200 m2.) Building Criteria and Key Dimensions Major criteria to be met in the design of an 1,800 seat performing arts facility include: Having a human scale at street level Being animated at street level Having outdoor amenities Having public spaces that are welcoming Being able to see into the public spaces Having public spaces that are rentable areas Providing a full complement of functional spaces Creating visual intimacy in the auditorium through balconies Providing communities of seating Providing flexibility in the area between the curtain line and mid-house Providing lower background noise and good room acoustics Providing acoustic adjustability Equipping the facility to current industry standards Full wiring for broadcast Equipping fully to reduce operating costs Creating a sustainable green building demonstrating excellence in design Key dimensions for an 1,800 seat performing arts centre include: Main lobby not more than 10 feet (3 m) above grade with suitable horizontal travel distance to mitigate level change Stage not more than 5 feet (1.5 m) above service yard grade Service yard level and at grade Lowest part of the building (pit sump) at least 20 feet (6 meters) below stage level Stage deck to underside of grid not less than 80 feet (24 meters) Stage opening at least 50 feet (15 meters) wide by 35 feet (11 meters) high Stage depth 60 feet (18 meters) Wing areas 40 feet wide (12 meters) Summary of Building Format Section This section of the report examines the size of a typical 1,800 seat performing arts centre. It begins with a comparison of four actual theatres of approximately 2,000 seats: Toronto Centre For The Arts (opened late 1980s) Princess of Wales Theatre (opened early 1990s) Four Seasons Centre (opened 2006) Centre In The Square (opened late 1970s) The section contains a composite analysis of these buildings both in plan and section. This analysis leads to an amalgamated plan and section which proposes a building footprint in the order of 290 feet (88 metres) by 190 feet (58 metres) and a minimum site requirement of 430 feet (130 metres) by 190 feet (90 metres) including a drop off area in front and a service yard in the rear. The section analysis shows a building with a 40 foot (12 metres) high base and a height of the stage tower at 120 feet (36 metres) above grade. Other facility design criteria are provided in the Appendix to this report. 3

12 1. executive summary Arts District Connection In a previous report by Novita (Strategic Planning Assessment), the components of an arts district were identified through a series of interviews with stakeholders including the City s PAC Panel. These components were subsequently described in the following graphic illustration in Novita s report. The arts district concept described by the community in the interviews was a collection of smaller spaces, serving many different uses, clustered together in a precinct. The Performing Arts Centre as proposed is a single structure covering an entire city block with a continuous street elevation in the order of four storeys. The building contains many arts district components while other arts district components will be developed in close proximity. A downtown location will allow the concept of the Performing Arts Centre to be expanded to contain some arts district uses within the envelope of an 1,800 seat Performing Arts Centre (with accompanying increases in building area and cost.) A downtown location would also support the development of other related public and private uses of the district as well as some parking. 4

13 1. executive summary Preliminary Cost Forecast Capital Costs A survey of performing arts facilities which have been recently constructed in Canada (see page 22) suggests that the construction cost for a performing arts building of about 110,000 sf would be in the range of $400 to $500 per sf (today s dollars) for a total of $44 million to $55 million. As the facility programming and design process moves forward (see Implementation section), a detailed capital cost analysis will be provided. The eventual capital budget will be expressed in current dollars which will be escalated to the date of construction. The construction strategy will reflect the strength of trade and the availability of materials in the Sudbury construction market and will include indexing to Northern Ontario. The construction strategy will also include LEED certification which at the Silver level will be cost neutral or a small (1.5%) premium. Any capital premium will be quickly recovered through operating cost savings. preliminary revenue potential projection (rentals) Area Rate Theatrical Non-Theatrical Total Days Total $ Estimate Local Touring Public Lobbies $200/hr $40,000 Main Hall $ $472,500 Secondary Hall $ $127,500 Small Hall $ $41,250 Gallery $200/$ (exhibit days) 30/100 $16,000 Studios (2) $ $30,000 Meeting Rooms $ $10,000 TOTAL $737,250 Operating Costs A brief survey of similar facilities across Canada indicates that an 1,800 Performing Arts Centre will have an annual operating budget in the range of $2 million to $3 million. A survey by Novita of municipally owned facilities in Ontario produced an average net cost to the municipality of $350 per seat per year. For an 1,800 seat facility, this average would produce a net cost to the municipality in the order of $630,000. While a detailed Business Plan including market forecasts will be developed early in the implementation phase, the cost/revenue forecast for a typical 1,800 seat PAC in its early years would have a profile such as the one shown in the following illustrations. REVENUES Rentals $ 750,000 Net From Shows $ 375,000 Box Office Surcharge $ 150,000 Goods and Services $ 90,000 Municipal Support $ 435,000 Endowment $ 200,000 Total $2,000,000 EXPENDITURES Building Occupancy $1,000,000 Administration and Staff $ 700,000 Artist Fees $ 250,000 Supplies and Services $ 50,000 Total $2,000,000 Summary of Performing Arts in Sudbury Section In support of a facility development plan, this section of the report alludes to broad industry trends which will affect the operating environment for an 1,800 seat performing arts venue in Sudbury and it speaks to the concept of a centre for Northeastern Ontario. This section is a review of market forces and does not presume to be a market study, nor does it address the question of what the present market in Sudbury is capable of supporting. As planning moves forward, the market will be analysed in depth. Implementation Plan Like any public sector project, the capital development of a performing arts centre is a complex undertaking involving many specialists and requiring approvals from many jurisdictions. The Implementation Plan which is contained in this report describes a capital development strategy with several key points including: A project of this magnitude requires a development organization which is created for the sole purpose of delivering the project This development organization requires professional direction This development organization requires funding sufficient to the task The first year should be devoted exclusively to planning and appropriately funded Planning should be thorough and comprehensive and sufficient for responsible decision making The total cost of the project will be about 1.25 times the construction budget and include the development budget, the construction budget and the roll out budget The roll out plan will begin at least two years prior to opening day The Implementation Plan in this report forecasts a period of one year to Ground Breaking Ceremonies and a further five years of design and construction through to Opening Day. 5

14 1. executive summary Capital Development Strategies There are two key capital development strategies which are required to build a performing arts project of this magnitude. The first of these is creating development capacity through an organizational structure which is dedicated to the planning, design and construction of the facility. The project will require a number key types of expertise and skill sets beyond the usual design team members including: A qualified Project Manager with significant public sector experience to act as the City s prime agent who will manage all aspects of the capital project A qualified Fundraising Consultant with significant experience in cultural capital projects in the public sector A qualified Arts Management consultant with experience in business plans for live performance facilities and media facilities A qualified Theatre Consultant with significant experience in live performance facility planning, design and equipping A Chartered Quantity Surveyor (Cost Consultant) A Specialist Consultant in innovative and sustainable building technologies A Communications Specialist for information management These experts would be retained directly by the City. The second of these is creating fundraising capacity. The project will require an outstanding volunteer leader and a team of high level volunteers supported by administrative staff to design and deliver a capital funding campaign. The work of the development organization will wind down when the building is finally signed off and turned over to the owner. Operational Development Strategies While operations development will not begin in earnest until about two years prior to opening, important decisions related to operations must be made very early in the planning process. Getting the information on which these early decisions can be made is the first key strategy for successful operations. This information which is shown in the Implementation Plan is related to the fit between the market and the facility and the initial business plan. The second key strategy for operational development is recognizing the significance of the pre-opening period. This period which must begin no later than two years prior to opening day must be properly planned, staffed and funded. The annual cost of running a large performing arts centre is between $2 million and $3 million. These costs are recovered through a variety of sources including rental fees, service fees, net return on presentations and subsidies. While no public facilities in Canada operate at a profit, net costs are kept to a minimum through business strategies which include: Acknowledging that the core business is facility management Optimizing the core business through high utilization Making active promotion of the facility the highest management objective Achieving high utilization through deep market penetration including non-theatrical uses Treating the supporting functions (e.g., bars) as separate business units Making customer service a high priority Practising integrated planning both within the community and the industry Most performing arts centres in Canada operate as public entities serving the public good. As such, they are owned and governed in the public interest by a not-for-profit institution or a municipality. The appropriate governance structure will be put in place as soon as the decision is made to proceed with the project, not before. The governing body will have two goals: to create the roll-out program for the facility and to plan and oversee its first three years of operation. While the public service goals remain common, the forms of governance can vary and include: A departmental model in which the management of the facility reports to a senior staff who in turn reports to the owner A delegated authority model in which the owner divests prescribed responsibilities to a managing group who report back to the owner An arm s length model in which an independent not-for-profit corporation operates the facility on behalf of the owner An independent public sector model in which an independent not-for-profit corporation owns and operates the facility in the public interest Each model has its strengths and weaknesses. 6

15 2. functional program for typical 1,800 seat theatre

16 2. functional program for typical 1,800 seat theatre TYPICAL 1800-SEAT PERFORMING ARTS centre SPACE AND FUNCTION LIST Front of House Areas Sq. Ft. Building sign/marquee Exterior Car/bus access Exterior Patron drop off point Exterior Weather shelter/canopy Exterior Posters/displays Exterior Entrance vestibule 540 Subtotal 540 Lobby Ticket sales windows In Vestibule Ticket taking stations In Lobby Rest room (women) 1185 Rest room (men) 805 Public telephones In Lobby Display area In Lobby Coat check 540 Latecomers waiting area In Lobby Bar/concession (fixed) Upper 325 Bar/concession (fixed) Lower 540 Bar/concession (portable) In Lobby Sales outlet/boutique In Lobby Storage and service area for bar/concession 325 Meeting/reception rooms Not Included Service area for reception rooms Not Included Housekeeping/janitorial room and storage 160 Public lobby crush space 12,915 Subtotal 16,795 Front of House Program Areas Gallery 1,000 Studios (2) 2,000 Multi-media Theatre 2,000 Offices and Meeting Rooms 2,000 Subtotal 7,000 Front of House Areas cont d Front of House Support Areas Sq. Ft. Box office 325 Management office 2,150 House manager s station/office 110 Physical plant manager s office 110 Security office 110 First aid room 110 Concession manager s office 110 Usher s change rooms (men and women) 220 Program storage 110 Subtotal 3,355 AUDITORIUM Sq. Ft. Audience Chamber Audience seating including: Fixed seating 18,300 Movable seating Handicapped seating Standing room Sound/light vestibules 1,075 Sound reinforcement/mixing area In Seating Area Subtotal 19,375 Audience Chamber Technical Support Level Front of house lighting positions/catwalks Technical Level Access catwalks Technical Level Central speaker cluster location Technical Level Central speaker cluster rack room 110 Control suite with sound/light vestibules 805 Sound control Lighting control Stage management Audio rack room Announce booth Staff toilet 55 Followspot rooms with sound/light 220 vestibules Subtotal 1,190 Stage Platform Stage deck 8,070 Forestage with lift(s) 1,615 Surrounding corridor 2,150 Subtotal 11,835 Studio Theatre Studio Theatre 4,305 Sound/light vestibules 220 Studio Theatre storage 540 Studio Theatre control booth 325 Rest rooms 220 Subtotal 5,610 continued on next page 8

17 2. functional program for typical 1,800 seat theatre TYPICAL 1800-SEAT PERFORMING ARTS centre SPACE AND FUNCTION LIST SUPPORT AREAS Sq. Ft. On Stage Support Areas Sound/light vestibules for 220 personnel/loading Counterweight arbor pit 160 Loading and flying galleries Technical Level Crossover (gallery level) Technical Level Gridiron Technical Level Platform space for touring dimmer racks On Stage Stage manager s desk space On Stage Personnel elevator to galleries, gridiron and attic On Stage Mobile tower/orchestra shell storage 220 Subtotal 600 Support Areas Adjacent to Stage On-stage sound storage 160 On-stage electrics storage 220 On-stage prop storage (incl. prop kitchen) 220 On-stage keyboard instrument storage 220 Performer assembly areas Not Included Quick change room 110 Offstage rest rooms 110 Orchestra and chorus riser storage 375 Orchestra chair storage 270 Colour media storage and cutting table Technical Level Dimmer rack room 160 Broadcast/communications room 110 Telephone room 110 Subtotal 2,065 Orchestra Pit Areas Orchestra pit 1,290 Orchestra pit sound/light vestibules 110 Pit keyboard instrument storage 110 Pit musical instrument storage 110 Seat wagon storage 1,075 Subtotal 2,695 SUPPORT AREAS cont d Sq. Ft. Backstage Entry and Circulation Stage door vestibule 55 Stage door reception/waiting 55 Stage door security 110 Stage door information post Included Truck dock Exterior Loading dock 430 Receiving room 430 Holding/receiving lockup 430 Freight lift 220 Subtotal 1,730 Performers Areas Star dressing room/studio 160 Conductor s dressing room/studio 160 One/two person dressing rooms with en suite (2) 430 Two/four person dressing rooms with en suite (4) 1,290 Eight person dressing rooms with en suite (4) 1,725 Fifteen person chorus dressing rooms with en suite (2) 2,150 Orchestra/chorus changing rooms with en suite, lockers, 1,075 and space for visiting orchestra trunks (1) Subtotal 6,990 Production and Operating Stage manager s office 110 Visiting company s office 110 Production manager s office 160 Offices for crew department heads (carpenters, flies, 430 lights, sound, props, wardrobe) (2-3) Stage crew room with en suite 220 Personnel lounge/green room 1,075 First aid room (backstage) 55 Subtotal 2,160 SUPPORT AREAS cont d Workshops and Storage (no fabrication facilities) Net Assignable Area: Grossing Factor (30%): Gross Assignable Area: summary 84,290 square feet 25,287 square feet 109,577 square feet Sq. Ft. Scenery repair 110 Tool and hardware storage 55 Electrics Repair 110 Electrics equipment storage 110 Wardrobe repair and maintenance 325 Prop kitchen 55 Food/beverage/retail bulk storage 220 Subtotal 985 Electrical & Mechanical Services, Maintenance & Cleaning Maintenance engineer s office 110 Maintenance staff room 160 Maintenance workshop/storage 110 Janitorial/cleaner crew room 220 Janitorial cleaner storage 110 Electrical transformer vault (separate structure) Included in Gross Standby generator/fuel tanks Included in Gross Electrical switchgear rooms 325 Mechanical equipment room (separate structure) Included in Gross Fire control room Included in Gross Garbage holding room 220 Garbage compactor Not Included Re-cycling room 110 Subtotal 1,365 9

18 3. building format for typical 1,800 seat theatre

19 3. building format for typical 1,800 seat theatre plans and sections of other typical 1,800 seat theatres section section section section plan plan plan plan Toronto Centre for the Arts (Toronto) 1727 Seats Princess of Wales Theatre (Toronto) 2000 Seats Four Seasons Centre (Toronto) 2144 Seats Centre in the Square (Kitchener) 2047 Seats 11

20 3. building format for typical 1,800 seat theatre Typical 1,800 Seat Theatre roof plan and site footprint Typical 1,800 Seat Theatre building section/elevation 40' 290' 100' 290' Drop Off Zone Roof of Auditorium Roof of Stage Service Yard 190' 120' 40' Drop Off Zone Service Yard 12

21 4. implementation plan

22 4. implementation plan organizational chart for development year 1 DESIGN & CONSTRUCTION Final Design Brief and Program Confirmation of Site Blocking, Massing, & Site Plan Schematics PROJECT DELIVERY Project Development Plan Preliminary Project Budget & Timetable Timetable, Budget & Class D Estimates Confirmation of Concept Report to Council Final Approval to Proceed Project Development & Organization Formed & Funded Assemble Team for Development Phase 1 Year Work Plan Final Development Plan REPORT TO COUNCIL CAPITAL FINANCING Executive Leadership Team Formed Leadership Gifts & Position Capital Campaign Plan OPERATIONS Business Plan Audience & Product Development Plan TIMELINE 4 MONTHS 3 MONTHS 3 MONTHS 3 MONTHS 1 MONTH 14

23 4. implementation plan organizational chart for development years 2 to 6 DESIGN & CONSTRUCTION Project Manager Begins Timetable Budget & Class C Estimate Timetable Budget & Class B Estimate Timetable Budget & Class A Estimate Substantial Completion Sign Off PROJECT DELIVERY Design Team Hired Design Begins Contract Documents Tender Issued Construction Fit Up Testing GROUND BREAKING GALA OPENING CAPITAL FINANCING Quiet Campaign Lead Gifts 50% Commitments Public Campaign 75% Commitments 100% Commitments OPERATIONS Governance Model Adopted Roll Out Plan Key Staff Recruitment Market Development Program Opening Program Preparation TIMELINE 6 MONTHS 15 MONTHS 30 MONTHS 15

24 appendices

25 appendices SUDBURY MARKET The Local Market This report contains an overview of the performing arts and festivals activity in the Sudbury market area. The salient features of this overview are: An active club and bar scene both downtown and on the campuses A wide spectrum of outdoor and indoor festival type events A cluster of First Nation events Regular drama and classical music offerings National Trends Product The national performing arts market is currently characterized by an abundance of product in popular music genres. Most of these attractions are playing in small to medium size venues (under 1,000 seats) and many individual artists have niche markets through the internet. There is comparably much less classical music product touring except to larger venues in major centres. Even so, most of these are soloists and small ensembles. There is almost no classical ballet touring; modern dance has more touring product but only for smaller venues; other forms of dance (e.g. Celtic, Latin) are very popular and several companies are touring to mid-size houses. Touring musicals except for bus-and-truck shows have almost disappeared due to competition with mega-musicals which run in major centres for months and draw audiences from huge market areas. In order to achieve economies of scale and to achieve maximum market profile, performing arts products that are not offered on a one-off basis are typically packaged in themes (aka, festivals) although series and single events are still offered in abundance. National Trends Cultural Planning From the Canada Council for the Art s Annual Report 05/06: From its former emphasis on artistic goods produced by creators and then presented to audiences, policy thinking is moving toward an emphasis on linkages between culture and citizens, and a vision of culture as a continuous means of building and revitalizing societies and of helping people live together. This thinking has particular pertinence for Canada, given the enormity of its geography and the multiple diversities linguistic, regional, cultural, ethnic and racial of a relatively small population. In emerging policy thinking, culture includes the traditional components of the professional arts, heritage and cultural industries, but is not limited to them. It also encompasses all the artistic activities in which people engage (amateur, recreational, informal and community-based), popular and commercial culture, education, design, the humanities, the sciences, the culture of the street, as well as society s underlying social, moral and political norms and ideals. At its broadest, the new vision identifies arts and culture as basic building blocks for society s innovation and creativity. It sees responsibility for artistic and cultural vitality as belonging to everyone in society. The new vision is a shift in focus from an artist orientation to a citizen orientation; from building the professional infrastructure for culture, to seeing culture as a building block for society; from the supply side of culture to the demand side; from the personal benefits each individual gets from cultural participation to the contribution culture makes to livable communities. 1 Future planning for cultural facilities in Greater Sudbury should take particular note of the last paragraph of the Canada Council s declaration, as it strongly supports the idea of a cultural district. National Trends Consumer Spending According to Hill Strategies Research, the average annual per capita spending on live performing arts in Ontario was $33 in Within the with a population of about 160,000, this average would produce about $5.28 million annual consumer spending on live performing arts. If the market area is, say, double, this average would produce about $10.56 million in annual consumer spending. A certain portion of this nominal amount is already being spent on existing events and attractions. (This expenditure needs to be quantified in the near future in order to establish a benchmark for Sudbury.) If we were to assume that about 75,000 tickets were being sold annually to indoor events and a further 25,000 were sold to outdoor events and festivals; and that the average ticket price was $25, the current level of consumer spending on live performing arts in Sudbury is about $2.5 million or nearly 50% of the national average. Using an average ticket price of $50 (see Appendix for comparisons of ticket prices in other 1,800 seat venues), the total available consumer spending of $5.28 million would require 105,000 ticket sales and would equal: 352 sellout performances in a 300 seat theatre 150 sellout performances in a 700 seat theatre or concert hall 59* sellout performances in an 1,800 seat performing arts centre 21 sellout performances in a 5,000 seat arena Using an average ticket price of $50 (see Appendix for comparisons), the total available consumer spending of $10.56 million would require 210,000 ticket sales and would equal: 704 sellout performances in a 300 seat theatre 300 sellout performances in a 700 seat theatre or concert hall 128* sellout performances in an 1,800 seat performing arts centre 42 sellout performances in a 5,000 seat arena (*Performing arts facilities typically require 250 or more events per year to achieve their income goals.) In order for these numbers to be met within a $33 per capita total expenditure, no other consumer spending would be occurring on attractions and events in Sudbury. 1 Canada Council for the Art s Annual Report 05/06, page 9 2 Hill Strategies Research Inc., Consumer Spending On Culture In Canada, The Provinces And 15 Metropolitan Areas In 2003, pg 25 17

26 appendices Gaps in the Market While it has not been possible to estimate exactly the level of consumer spending on live performing arts in Sudbury within the mandate of this report, the current local spending is below average. This may be a result of lack of opportunity, or it may be a result of the ability of this market to pay or different preferences for spending. In any event, there is a very significant gap to be bridged between the existing market and the market that is required to support a further 1,800 seats even if the Sudbury market is seen at its maximum catchment area. Facility in Relation to the Market A typical 1,800 seat performing arts facility will require about 250 uses per year to bring it in line with industry standards for net operating costs. At 100% capacity, such a facility would sell 450,000 tickets annually. At 65% capacity (the industry standard), such a facility would sell 292,500 tickets annually. Since few, if any, local presenters have the capacity to fill an 1,800 seat hall, these would all be new ticket sales over and above all the tickets which are being sold currently. At an average of $50 per ticket, this would represent $14.62 million of new spending or about 50% more than a market of 320,000 would produce at the rate of $33 per capita. The facility which properly matches this market therefore may have fewer than 1,800 seats. DESIGN CRITERIA These criteria for the development of a new facility have been drawn from Novita s files and adapted to meet the conditions in Greater Sudbury: 1. Policy Criteria The facility will serve to advance Greater Sudbury s cultural needs first The facility will be welcoming to the broader community The facility will be positioned as a draw which will help bring people to Greater Sudbury The facility will be inclusive and respectful of the broad diversity of the city The facility will be managed and operated for the benefit of all The facility will support the mission and vision of the Arts and Culture Strategy The facility will have a recognizable identity which is achieved through (i) a distinctive name and (ii) a strong visual and graphic presence 2. Service Delivery Criteria The facility will serve as a centre of excellence and be a resource to all program providers in Greater Sudbury The facility itself will not be a program provider except as required to provide a full range of programmatic options The facility will encourage a program mix which balances needs within the Greater Sudbury artistic community and the broadest range of market interests The facility will be positioned as an event centre The facility will serve the performing arts and other assembly functions The facility will be a destination in and of itself 3. Financial Criteria The facility will operate in a fiscally responsible manner The facility will be fully capitalized and will not carry any capital debt load The facility will be a separate business unit and will levy fees for its use The facility will have a tiered rate structure The facility will be financially accessible to local and community arts groups The facility will be booked through its own booking office 4. Operating Criteria The facility will be managed in keeping with current industry standards for theatre management in Canada The facility will be managed and promoted to ensure a high level of utilization The facility will be a venue first, a cultural animator second and a program provider third The facility will accommodate touring attractions The facility will have operations and technical staff to support users The facility will be built on a sustainable model. 18

27 appendices Facility Design Options 5. Facility Design Criteria The facility will be designed to uphold the best traditions of this building type and to reflect the best current thinking in theatre design The facility will be designed to reflect the wide range of tastes and interests within the Greater Sudbury market in regard to its image and presence Materials and finishes will be functional and simple with equal consideration for durability and high quality The facility will be constructed to have a 100 year service life The facility will be green (e.g. LEED compliant) The facility will have an excellent listening environment for both speech and music The facility will have some flexibility in its seating/staging formats with superior sightlines throughout The facility will have a full complement of spaces in its public areas and backstage to maximize local usages and community access The facility will be designed and equipped to support all performing arts uses drama, dance, music, musical theatre, opera The facility will be designed and equipped to support film, video and digital media The facility will be wired for broadcast, webcast and recording The facility will be fully equipped to achieve maximal operating efficiencies and to appeal to the widest variety of users The facility will support professional artists and community participants equally The facility will have a spatial and functional relationship to other assembly facilities on site or nearby (practice rooms, classrooms, exhibit spaces, banquet facilities) The facility will be seniors friendly and totally accessible The facility will feel welcoming and accessible to all 1. Basic Requirements All options for design of the facility should: Fit a footprint of at least 300 feet (90 metres) by 430 feet (130 metres) Have a stage deck which is capable of supporting a range of uses from large orchestra ensembles to lyric theatre (opera, ballet, musicals) to headliners, lectures and media-based presentations 2. Auditorium Options The auditorium should be designed to serve varying sizes of audience with equal comfort. This accommodation of different sizes of audience should be achieved through dividing the audience areas into communities of seating. The design of the auditorium should include both a balcony and side galleries. The orchestra level of seating should be divided into terraces. The auditorium should also be designed to achieve some flexibility in the staging formats. This flexibility should be achieved through the re-arrangement of stage and seating components in the zone between the proscenium and the middle of the orchestra level seating. This re-arrangement should provide features such as a stage extension for large music ensembles and staging for events in-the-round. 3. Stage Options The stage will be equipped with a fly tower with a counterweighted rigging system which allows full-stage drops and curtains to be flown out of sight and a lower stage tower that is furnished with technical catwalks and a motor driven rigging system. The stage should be provided with components to allow the facility to function as a concert venue for acoustic music including an orchestra shell, pit lifts and chair wagons. With such features, both the operators and the users of the facility should benefit from the ability to deliver professional quality presentation with efficient labour costs. 19

28 appendices Preliminary Program of Functions and Spaces 1. Public Spaces The main entrance to the facility should be easily identified from the exterior approach. The entry into the facility should be easily identified within the interior circulation scheme of the complex. The facility s public spaces should be secure from other spaces in the complex. The facility s public spaces should be self-contained with dedicated crush space, washrooms, coat check and refreshment areas. The lobbies should be on two floors and should be internally connected. The facility s public spaces should include a ticket outlet/information area and administration area. 4. Related Program Delivery Spaces Other related multiple use spaces may be provided including a studio theatre, dance, drama and music studios and a multi-media lecture theatre. These should be contiguous with, but separate from, the backstage of the Theatre. 5. Related Building Service Spaces The facility should have a dedicated main electrical room which should feed both the building and theatrical systems. The facility should have dedicated HVAC fan rooms, which should provide low velocity heating and cooling in multiple zones. The facility should have custodial rooms to service both the public and backstage areas. 2. Stage and Auditorium The auditorium should have an orchestra level and a balcony level. The design of the auditorium should reflect a communities of seating approach, which allows larger and smaller audiences to be accommodated in the same space with equal comfort. The design of the auditorium should allow for flexibility in the seating formats. The stage should be designed to be large enough for a symphony orchestra and should be capable of being reduced for drama and dance and further reduced for lectures and media-based presentations. The stage should include a forestage zone with orchestra pit below. The facility should have ample side stage areas to support dance presentations and presentations with movable scenery. 3. Backstage and Support Spaces The facility s backstage spaces should be a secure zone. The backstage spaces should be designed to support touring attractions with easy loading, generous storage and efficient flow of goods and materials. Backstage spaces should be provided for technical support personnel and for minor repair and maintenance of theatre equipment, scenery and costumes. Backstage spaces should be provided for artists and production management staff. Dedicated dressing room accommodation should be provided for about 40 artists with the capability of a temporary expansion to a chorus/warmup room. 20

29 appendices survey of sample ticket prices in 1,800± seat facilities in canadian markets Epcor Centre, Calgary Conexus, Regina Centre in the Square, Kitchener Event Price Ladysmith Black Mambazo $45.00 Matthew Good $25.50 to $34.50 Aegis Live in Calgary (Filipino) $32.88 to $92.88 Holly Cole with special guest Michael Kaeshammer $35.50 to $59.50 Olivia Newton John $66.00 Dave and Ian Thomas: An Evening of Comedy and $42.50 Music Henry Rollins $24.50 to $29.50 Colm Wilkinson: Broadway & Beyond $47.38 to $ Frank Sinatra Jr. $49.50 to $79.50 Compadres - Oscar Lopez & James Keelaghan (Latin $27.50 guitar) Christmas with Rita MacNeil $49.50 Ndidi Onukwulu / Jim Byrnes House of Refuge $40.00 (Blues/World Rhythms) Angelique Kidjo (World Music) $45.00 Bill Bourne with Eivor / Doug Cox and Salil Bhatt with $35.00 Ramkumar Mishra (World Music) Event Price Ultimate Martial Arts Championship VII $ $66.50 Shaolin Warriors $44 - $51 Chris Cornell $51.00 Paul Anka $ $ Tegan And Sara $22.50 Olivia Newton-John $51 - $61 Frank Sinatra Jr. $ $77.00 Colm Wilkinson: Broadway & Beyond $ $ Vienna Boys Choir $25 - $44 Moscow Ballet $ $74.25 Christmas With The Von Trapp Children $53 Event Price Shaolin Warriors: The Kung Fu Monks of China $42.25 to $67.25 Loreena McKennitt $65.50 to $85.50 Roch Voisine $39.00 to $65.00 Dennis DeYoung - The Music of Styx $39.00 to $79.00 Andre Philippe Gagnon (comedy) $35.00 to $70.00 Colm Wilkinson - Broadway and Beyond $59.50 to $ Tapeire (Tap Dance) $19 to $39 The Ten Tenors $39 to $59 Ballroom For Life $46.25 To $82.25 Christmas With Rita Macneil And The Men Of The $54.25 Deeps Ryan Joyce: The Impossibility Tour (Magic) $39 to $59 Christmas With The Von Trapp Children, $57.50 Natalie Macmaster $34 to $44 Ballet Jorgen s Nutcracker $21.00 to $53.00 Stomp $39 to $59 Black Umfolosi (World Music) $19 to $39 Rent $39 to $59 Bill Cosby $48 to $68 21

30 appendices comparison of other canadian theatre facilities BUILDING LIVING ARTS CENTRE HAMILTON PLACE CENTRE IN THE SQUARE ROSE THEATRE Location Mississauga, Ontario Hamilton, Ontario Kitchener, Ontario Brampton, Ontario (Pop: 668,549) (Pop: 692,911) (Pop: 451,235) (Pop: 433,806) Opening Date October 1997 September 1973 September 1980 September 2006 Cost to Build $68 million $9.6 million (1973 dollars) $11 million (1980 dollars) $51.6 million Size 225,000 square feet N/A N/A 64,000 square feet Main Stage Hammerson Hall Great Hall Raffi Armenian Theatre Main Stage Seat Count 1,315 2,181 2, Type Lyric Theatre with proscenium. The shell is created by moving the required number of concert towers into position. The orchestra pit can accommodate 80 musicians. Concert Hall with proscenium. The orchestra pit seats 90 musicians. Lyric theatre. Movable stage towers form the orchestra shell. The orchestra pit may accommodate 110 musicians. Large playhouse. Proscenium theatre with an orchestra pit and a 10-storey fly tower. Rental Fees Commercial: $4,750 for event; $4,250 for rehearsal Non-profit: $1,750 for event or 12%; $2,500 for rehearsal day. $2,800 for nonticketed events. Community-affiliated non-profit: $1,400 / event or 12% of ticket sales on non-prime dates; $1,600 or 12% on prime dates. $1,000 (non-prime) or $2,000 (prime) / rehearsal date. $2,800 for non-ticketed events. Min. of $2,300 or 11% of gross ticket revenues, whichever is greater; set up or rehearsal days are half price Commercial: Min. $2,500/performance plus 11% of gross receipts Non-profit: $1,550/day (Mon-Thu); $2,650/day (Fri-Sun). Non-profit groups who book more than 50 dates/year have reduced rates. Commercial: $300/hr, 5 hour minimum (i.e. $1,500 min.) Non-profit: $200/hr, 5 hour minimum (i.e. $1,000 min.) Community-affiliated: $145/hr, 5 hour minimum (i.e. $750 min.) 22

31 5. review of sudbury performing arts market

32 5. review of sudbury s performing arts market radial distances from SUDBURY 300 km 200 km 50 km 100 km 24