REPORT TO THE CHIEF ADMINISTRATIVE OFFICER FROM THE PARKS, RECREATION, AND CULTURAL SERVICES DEPARTMENT PERFORMING ARTS CENTRE BUSINESS CASE

Transcription

1 September 9, 2015 REPORT TO THE CHIEF ADMINISTRATIVE OFFICER FROM THE PARKS, RECREATION, AND CULTURAL SERVICES DEPARTMENT ON PERFORMING ARTS CENTRE BUSINESS CASE PURPOSE To provide Council with the business case for a performing arts centre. SUMMARY In October 2014, the City retained MHPM Project Leaders (MHPM) to complete a master facility functional program and preliminary business case for the proposed performing arts centre. City staff provided all of the documentation from the public input session in February 2013 in preparation for a process that included consultation interviews with various community arts groups, businesses, and regional promoters, which assisted in the analysis of audience potential; current and projected demand; gaps/limitations in existing venues; a site options analysis; capital cost estimates; potential governance models; and a financial pro forma for the first five years of operation. Concurrently, an external community steering committee was engaged to provide a community lens on the information being brought forward. On March 19, 2015, the City received the completed preliminary business case from MHPM. The external community steering committee was invited to review the report and provide recommendations to Mayor and Council with respect to advancing the process. The preliminary business case was presented to Council on March 25, 2015, at which time Council: Approved the Kamloops Daily News site (393 Seymour Street and 368 4th Avenue) as the preferred site for a performing arts centre; Approved a potential funding strategy to initiate a capital fund to offset the amount needed from borrowing, as presented by the Finance Director; and Identified two dates to unveil the preliminary business case to the public and to receive input/feedback on the plan. Staff returned to Council on May 5, 2015, to provide an overview of the public feedback obtained from the April 18, 2015, open house. Based on some of the predominant feedback, there is a need for: A better understanding of the economic impact/business case; Better identification of the potential draw from the region; Development of a more precise cost estimate; Identification of some of the specific types of performances and projected attendance; Consideration of the impact to other existing cultural facilities; Functional programming to support vibrant urban planning and consistent use; Better identification of the parking use by time of day and when other events are held downtown; and Interaction of the building with the streetscape. 120

2 To explore these issues and provide adequate information to both Council and the public, staff and a community working group continued to work with MHPM to produce a business case in advance of the November 7, 2015, referendum (assent voting) date. On August 31, 2015, the City received the completed business case from MHPM. The external community steering committee was invited to review the report and provide input with respect to supporting the vision of a new performing arts centre for Kamloops as a result of the projected economic impact, cultural impact, tourism impact, and the skills and employment opportunities. In addition to the business case, a new Class D estimate and a more detailed functional facility program report and indicative design is included to share with the citizens of Kamloops (Attachment "A"). RECOMMENDATION: For Council information only. COUNCIL POLICY Council Strategic Plan - develop and implement the Cultural Strategic Plan Phase II Council Strategic Plan - complete a cultural centre business case that identifies concepts, costs, benefits, funding sources, and budget impact for the development of a cultural facility in the downtown core. FINANCIAL IMPLICATIONS The 2014 Financial Plan allocated $240,000 to complete a feasibility study on the proposed performing arts centre. MHPM was retained to complete Phase l, a preliminary business case and Phase II, a business case specific to the former Kamloops Daily News site located at 393 Seymour Street and 368 4th Avenue. COMMUNICATIONS PLAN Staff will work with the Business and Client Services Division to ensure both the Phase l preliminary business case and the Phase II business case are available on the City's website and to develop a fact sheet for broad distribution. Staff will prioritize communication with respect to public inquiries and engagement leading up to the November 7, 2015, referendum (assent voting) date. 121

3 B. J. McCorkell Parks, Recreation, and Cultural Services Director Approved for Council Consideration: Concurrence: T. Robertson, Business and Client Services Manager K. Humphrey, CPA, CA, Finance Director Author: B. Berger, Recreation, Social Development, and Culture Manager BB/dla/kjm Attachment 122

4 CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE BUSINESS CASE September 10,

5 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. 555 West 12 th Avenue, Suite 550 Vancouver, BC, V5Z 3X7 September 10, 2015 Document No (6.0) 2015 by MHPM Project Managers Inc. 124

6 Table of Contents 1 Executive Summary Introduction Introduction Terminology Background Timeline Preliminary Business Case Smart Growth Public Engagement Project Description Vision and Guiding Principles for the new Performing Arts Centre Working Group Functional Program Indicative Design Capital Cost Estimate Business Plan Framework Operating Model Ownership Governance and Administration Programming Preferable Operator Characteristics Operating Budget Financial Pro-Forma Budget Assumptions Impact of the PAC and Its Programs Methodology and Data Economic Impact Construction Annual Economic Impact Total Economic Impact Interpretation Cultural Impact Tourism Impact Skills and Employment Impact Community Impact Return on Investment Conclusion Case Study - Tournament Capital Centre References Appendix A - Functional Program Report Appendix B - Indicative Design Class D Cost Estimate Appendix C Testimonial: Alexander Sandy Watt Testimonial 125

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8 1 EXECUTIVE 1 Executive Summary 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 127

9 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. 128

10 2 INTRODUCTION 2 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 Terminology To assist the reader, the following are defined terms used in the Business Case Report: Term Cultural Tourism Economic Indicator Facility Functional Program Indicative Design Pent-Up Demand Social Capital Total Economic Impact Total Return on Investment 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. An economic indicator is a statistic about an economic activity that allows for the analysis of economic performance or prediction of future performance. A planning document that details the required space allocations in the facility, based on functional requirements. An Indicative Design is meant to indicate, to suggest the potential of what a building could be. Any design 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. 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. Networks together with shared norms, values and understandings that facilitate co-operation within or among groups. 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. 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. 129

11 3 Background 3 BACKGROUND 3.1 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 Design Priorities Sustainability Parking is important Proximity to restaurants, hotels and other cultural amenities Accessibility (transit, drop-off site, load in) Minimum 1500 seats Proximity to amenities Acoustical integrity Supports a healthy downtown and cultural seat black box precinct Orchestra pit and significant lobby Sustainable design elements space Partnerships (many examples brought forward) Strong backstage design considerations 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 130

12 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 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. 131

13 4 PROJECT 4 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); 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. 4.2 Working Group DESCRIPTION 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. 132

14 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 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 services and the spaces needed to accommodate them; provide the City with a reference manual from which to discuss and evaluate design schemes; to discuss administrative and organizational policies for the new facility; and, provide the City with a record of decisions and information collected to date during the pre-design 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 133

15 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: 134

16 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 $61,128,400 Site Procurement and Preparation $7,500,000 Parkade $18,518,300 PAC and Parkade Sub-Total $ 87,146,700 Meeting Rooms $578,500 Archival Storage $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. 135

17 5 BUSINESS 5 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 Ownership PLAN FRAMEWORK 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 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. 136

18 5.1.3 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 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; fundraising and developing a robust donor base; experience in facility operations and management; and, value-added services such as providing back office support functions including accounting, ticketing and 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 137

19 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 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 Start Up Year 1 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 Total Revenue $ 900,000 $ 1,746,900 $ 1,891,409 $ 2,117,337 Expenses 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 Maintenance Expense $ 7,500 $ 325,000 $ 352,250 $ 369,900 Total Expenses $ 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, 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

20 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. 139

21 6 IMPACT 6 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; 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 OF THE PAC AND ITS PROGRAMS 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 ECONOMIC 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 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 DIRECT On-site INDIRECT Off-site INDUCED Downstream three separate effects that together form the Total Economic Impact. Easier to Harder 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. 140

22 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. 141

23 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 ). 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 Data Source Construction Capital Cost Estimate PAC Operations Productions Tourism Financial Pro-Forma Interviews with local production companies Interviews with local promoters Input from specialist consultants 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 $85M will be used to purchase the products and materials, labour, and professional services required to design and build the PAC. This significant investment results in a large economic impact through the course of construction, primarily in the three years prior to operations commencing. CONSTRUCTION Direct Impact Indirect & Induced Impact Total Impact GDP Impact ($) $33,710,952 $20,112,393 $53,823,345 Labour Impact ($) $27,719,495 $14,029,599 $41,749,094 Employment (FTE) 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: 142

24 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 $900,000 civic allocation, with the remainder coming from rental income and other revenues including ticket fees, fundraising, and a conservative estimate of profit from co-productions. OPERATIONS Direct Impact Indirect & Induced Impact Total Impact GDP Impact ($) $1,606,687 $303,453 $1,910,140 Labour Impact ($) $1,467,511 $181,347 $1,648,858 Employment (FTE) New Productions The projected use for the PAC shows a significant increase in the number of performance dates in Kamloops. This translates to new travelling shows booking dates in Kamloops, but also new locally produced shows. These new local productions generate economic activity due to salaries and spending on supplies, equipment, and business services that are funded through ticket sales, grants, and fundraising activities. These new productions will also lessen the leakage of entertainment spending from the region (i.e. money that leaves the local economy), as patrons won t have to travel to other urban centres to seek the types and quality of shows that the PAC will present. Shows and events such as the National Ballet of Canada, Diana Krall, Russell Peters, the Tenors, a University speaker series, and, tween and children s shows, to suggest only a few. PRODUCTIONS Direct Impact Indirect & Induced Impact Total Impact GDP Impact ($) $1,832,599 $308,443 $2,141,042 Labour Impact ($) $1,759,500 $175,273 $1,934,773 Employment (FTE) Tourism As the premiere performance venue between Vancouver and Calgary, the PAC will draw a significant number of tourists to Kamloops. Analysis of Western Canada Theatre Company and local promoter s recent ticket sales reveals that approximately 10% of tickets purchased originate from outside of the TNRD. This tourism, while show specific, will create significant spin-off for Kamloops from overnight stays and associated spending. Based on discussions with local tourism associations, hospitality professionals, and retail businesses, an estimate of the economic impact can be developed. TOURISM Direct Impact Indirect & Induced Impact Total Impact GDP Impact ($) $1,328,117 $552,451 $1,880,568 Labour Impact ($) $926,840 $369,023 $1,295,864 Employment (FTE)

25 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 Total Impact 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 Employment (FTE) 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, demographics, proximity to other city centres, etc.) were considered. The City of Kelowna (2014 population of 122,000) recently completed a study of the impact of their creative sector. They found that the arts and culture community is responsible for 1,763 jobs, $73.2M in GDP, and a total economic impact of $143.8M. Similarly, the City of Nanaimo (with a 2011 population of 108,075 for the Regional District) found the arts and culture community is responsible for 1,330 jobs, $83M in GDP, and a total economic impact of $154M. Although it is difficult to calculate the exact impact on the economy through spending on the arts, we know anecdotally that there is a strong, positive economic correlation between arts and cultural events and money spent in hotels, restaurants, travel services and retail businesses. - Kamloops Chamber of Commerce 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. 144

26 6.2.4 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 Community Society Entertainment, fun Energy and vitality Volunteering Stimulation (intellect, emotion, spirit) Quality of life Civic engagement Experience something new Creative communities Better education outcomes Exposure to different cultures Understanding between cultures Social cohesion Social opportunities Pride and belonging Multiculturalism Health and well-being Community safety 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; 145

27 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 amongst citizens and increase attention and foot traffic in the downtown core; 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 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, including presenting higher end events, who are currently bypassing Kamloops; Showcase a wider variety of performing (drama, music, film and dance) and visual arts (gallery art, museum 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! 146

28 Professional Not-For-Profit Arts Organizations Community Not For-Profit Arts Organizations Choral Community A Capella Chamber Group Arts and Culture Week Kamloops Art Gallery Access Gallery Art in the Park Kamloops Arts Council (47 th year anniversary!) Akimbo Dance Studios Ltd. Battle of the Bands Festivals 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 Film Festival 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 Performing Arts (38th year anniversary!) Desert Sounds Entertainment Management The German Choir Hampton Gallery Happy Choristers Higher Ground Jelly Events Kamloops Choristers Kamloops Film Society Kamloops Interior Summer School of Music Kamloops Players Kamloops Film Series Kamloops Juried Art Show Kamloops Independent Short Shorts Festival Kamloops Rockworks Mother s Day Dig Kamloops Rockworks Annual Father s Day Dig Kamloops Wine Festival Micro Beer Fest Music in the High Country Festival Music in the Park North Shore Business Improvement Association s Overlander Days Santa Claus Parade For-Profit Arts Organizations Kamloops Ukulele Orchestra Theatre BC s Mainstage Festival Jelly Events North Light Studio Wildlights Display Live Nation Nuance Dance Studio 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 Vivace Chorale *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. 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. 147

29 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 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 while on vacation/far more likely to shop literary festivals, 26% 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 great potential for the PAC to be a magnet for tourists and their vacation dollars, just as the Tournament Capital Centre is for sports, which in 2014 hosted 109 sporting events resulting in a $12.7M boost to the local economy. In fact, the Kamloops Museum and Archives, reported that during the 2014 Brier s Cup, they had 263 visitors, a 32% increase over the199 visitors in the same period in Kamloops has a thriving arts and culture scene, encompassing live theatre, music and the visual arts year round. Through exciting events, [..] visitors to Kamloops can enjoy the sights and sounds of a city rich in heritage, culture and arts. - Tourism Kamloops 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.; 148

30 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. The liveability of a city depends on a combination of social, environmental, economic and cultural attributes that combine to create an enhanced quality of life and sense of local identity. Liveability attracts new residents as well as business investment. In today's ever competitive and increasingly global economy, the ability to attract and retain creative human talent is fundamental to economic growth and survival. Communities are competing to get the most talented and brightest workers by selling them on the cultural vibrancy 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 [T]he vitality of a robust arts community helps draw talented professionals, brings entrepreneurs to our region, supports existing business and encourages newcomers to choose our cities as a place to live and work. - Kamloops Chamber of Commerce An arts degree has become tech's hottest ticket - Thompson Rivers University 149

31 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 culture, developed higher social capital and fostered stronger community bonds as a result of citizens cooperating, sharing, seeking and finding shared goals, and developing ties on a cultural level. These connections serve communities well in their other endeavors from economic development to civic participation to healthy living. [Kamloops Arts Council Crossing Bridges Program] We are proud to fund such a life-changing program & feature it in our campaign video this year! Thank you! - United Way TNC Retrieved from Twitter Feed 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 150

32 the performing arts reach across socio-economic differences. 1 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 designed in accordance with green building sustainable design best practice standards and maximizing the use of existing municipal infrastructure (water, sewer, roadway, transit, etc.). 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. - Brad Alberts, Integrated Urban Equities Corp and Kamloops Central Business Improvement Association 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

33 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. 152

34 7 RETURN 7 Return on Investment 7.1 Conclusion ON INVESTMENT 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. 153

35 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. Today Kamloops is recognized as Canada s Tournament Capital TM, 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 154

36 8 REFERENCES 8 References Arts Council England, The Value of Arts and Culture to People and Society An Evidence Review, March 2014, Available from: (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: 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: (Accessed 22/08/2015). BC Stats Tourism Visitor Entries in 2011: A Year in Review, Available from: (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: (accessed 26/06/2015). Borrup, Tom, 5 Ways Arts Projects Can Improve Struggling Communities, Available from: (accessed 25/08/2015). Canadian Heritage Information Network, The Economic Impact Model for the Arts and Heritage (EIMAH), Available from (accessed 21/08/2015). Cohen, Randy, Top 10 Reasons to Support the Arts in 2014 (March 20, 2014), Available from: (accessed 20/08/2015). The Conference Board, Ready to Innovate, Research Report R RR, Available from: (accessed 23/08/2015). Destination British Columbia, The Value of Tourism in British Columbia Trends from , February 2015, Available from: (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: ( (accessed August 27, 2015). Durkin, Christopher, How can Community Anchors contribute to the overall social improvement and well-being of a locality?, Available from: (accessed 20/08/2015). 155

37 Economic Impact Concepts, Available from: (accessed 24/08/2015). Faculty of Arts: Thompson Rivers University, (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: (accessed 22/08/2015). Fromm, Jeff, What Your City Should Do to Attract Millennials on the Move, Available from: (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: (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: (accessed 21/08/2015). Hills Strategies Research Inc., BC Cultural Climate Understanding the Arts in BC Economy and Society, (2012), Available from: (accessed 17/08/2015). Kamloops Chamber of Commerce, A Strategy for Arts and Business. Available from: (accessed 23/08/2015). Kamloops Cultural Strategic Plan, Janzen & Associates, December Kunin and Associates Inc., Rosalyn, Nanaimo Arts and Culture Economic Impact Study (November 5, 2013), Available from: (accessed 23/08/2015). Lutz, Ashley, Why the Creative Class is Taking Over the World, Available from: (accessed 24/08/2015). Mair, Amy, The Rise of Aboriginal Tourism in BC, Available from: (accessed 22/08/2015). Momer, Bernard, The Creative Sector in Kelowna, British Columbia: an economic impact assessment (March 2010), Available from: (accessed 23/08/2015). MoneySense Measuring Quality of Life in 209 Cities, Available from: (accessed 23/08/2015). NGA Center for Best Practices, Arts & the Economy Using Arts and Culture to Stimulate State Economic Development, Available from: (accessed 02/08/2015). Patrick, Rob, My Medicine Cabinet, Available from: (accessed 20/08/2015). Petri, Inga, Strategic Moves, The Value of Presenting A Study of Performing Arts Presentation in Canada (

38 2013), Commissioned by Canadian Arts Presenting Association / Association Canadienne Des Organismes Artistiques, 2013, Available from: (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: 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: (accessed 21/08/2015). Tourism Kamloops, 2014 Annual Report. Tourism Kamloops, Arts, Culture, & Heritage Kamloops, (accessed 09/09/2015). United Stated Environmental Protection Agency, Building Vibrant Communities: Community Benefits of Land Revitalization, Available from: (accessed 25/08/2015). 157

39 A APPENDIX A FUNCTIONAL PROGRAM REPORT 158

40 CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT 09 SEPTEMBER 2015 Proscenium Architecture + Interiors Inc. MHPM Project Manager Inc. Schick Shiner & Associates 159

41 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. 160

42 REPORT PREPARED BY: 1 West 7th Avenue Vancouver BC V5Y 1L4 CANADA T West 12th Avenue Vancouver BC V5Z 3X7 CANADA Leon Avenue Kelowna BC V1Y 6J CANADA T PO Box 15, 1608 Jersey Road Shawnigan Lake BC V0R 2W0 CANADA T

43 proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates 4 162

44 TABLE OF CONTENTS 00 - PREFACE/INTRODUCTION Purpose of Report... Executive Summary SITE ANALYSIS Site location... 8 Transportation... 9 Parking Cultural + Social Amenities Site Assessment Environmental Assessment BUILDING PLANNING Use / Occupancy Public / Private Domains Building Systems Acoustics Signage Theatre Equipment Precedence Sustainability Materials & Finishes FUNCTIONAL PROGRAM Objectives... Adjacencies... Program Descriptions Summary Performance Program Front of House Program Administration Back of House Program Amenities Program Building Systems Program Summary INDICATIVE DESIGN Planning Sections Renderings CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT 163 5

45 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. 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 proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates 6 164

46 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 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 165 7

47 01 - SITE ANALYSIS SITE LOCATION 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. THOMPSON 5 RIVER DOWNTOWN AREA 1 N DAILY NEWS SITE KAMLOOPS, BC proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates 8 166

48 01 - SITE ANALYSIS TRANSPORTATION B B Lansdowne Exchange LANSDOWNE ST. Major Street to HWY 1 and HWY 5 VICTORIA ST. Major Street 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. 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) 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) B B DAILY NEWS SITE B B B B SEYMOUR ST. Major Street ST PAUL ST. Seymour and Lansdowne Street are designated truck routes through the downtown core, which connect back onto the highway network. B B BATTLE ST. B N B Bus Stops Designated Truck Routes 6 AVE 5 AVE 4 AVE 3 AVE CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT 167 9

49 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 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. ST PAUL ST. DAILY NEWS SITE City of Kamloops Public Lot Street Parking Imperial Parking Lot BATTLE ST. N 6 AVE 5 AVE 4 AVE 3 AVE proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

50 01 - SITE ANALYSIS SOCIAL + CULTURAL AMENITIES KAMLOOPS MUSEUM & ARCHIVES DAILY NEWS SITE HAMPTON GALLERY KAMLOOPS ART GALLERY & LIBRARY KARLA PEARCE ART GALLERY LANSDOWNE ST. VICTORIA ST. SEYMOUR ST. ST PAUL ST. DOWNTOWN SHOPPING AREA (AS OUTLINED BY KCBIA) 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. N BATTLE ST. Museum/Gallery/Library Entertainment Hotels Restaurant/Cafe/Bar Farmer s Market Retail 6 AVE 5 AVE 4 AVE 3 AVE CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

51 01 - SITE ANALYSIS SITE ASSESSMENT 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. PARKING ACCESS SEYMOUR STREET FRONTAGE Low Point ACCESS TO DOWNTOWN MAIN PEDESTRIAN ACCESS FROM DOWNTOWN 363m 3rd AVENUE 364m LANE ACCESS 365m ST PAUL STREET 366m +/-78.08m SITE AREA: 5,939 m 2 /63,928 ft 2 +/-76.06m High Point LOADING ACCESS 4th AVENUE N proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

52 01 - SITE ANALYSIS MOUNTAIN VIEWS ENVIRONMENTAL ASSESSMENT 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. SUMMER WESTERLY WINDS (in the summer) WINTER SEYMOUR STREET FRONTAGE SITE AREA: 5,939 m 2 /63,928 ft 2 am EASTERLY WINDS (in the winter) 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. In addition, it is recommended that a complete geotechnical report be conducted to assess sub-surface site conditions. 3rd AVENUE ST PAUL STREET 4th AVENUE am N CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

53 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: PUBLIC / PRIVATE DOMAINS Office Group D Retail Group E 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 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. proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

54 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. 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. 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. 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. 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. 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

55 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. SOUND AND COMMUNICATIONS 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. 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. 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 addition it allows paging from various locations to those areas. 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. 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. 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. VIDEO SYSTEM 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. STAGE DRAPERIES 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. 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. proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

56 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

57 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: SustainableKamloopsPlan-Foundations 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. proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

58 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

59 03 - FUNCTIONAL PROGRAM OBJECTIVES 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. ARCHIVE STORAGE + LOADING GREEN ROOMS LANE LOADING/ RECEIVING BUILDING SYSTEMS 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. CROSS OVER FOH/BOH CONN. STUDIO THEATRE DRESSING ROOMS MAINSTAGE THEATRE STORAGE CROSS OVER REHEARSAL HALLS 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. RENTABLE ADMIN SERVERY FOH/BOH CONNECTION ADMIN. AREA ARTIST STUDIOS LOBBY / FRONT OF HOUSE COMM. RETAIL PARKADE STREET proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

60 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

61 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: Critical Adjacencies: Description: Equipment: Acoustic Rating: 50 (underside of structural trusses) 42 (underside of catwalk) Stage, Orchestra Pit/Stage Extension, Sound and Light Locks, Tech Booth, Lobby Audience seating area for 1200 seats, wall and ceiling surfaces for room acoustics House lights, program sound, catwalks, performance lighting and audio, acoustic wall and ceiling treatment, theatre seating 1000 fixed, 200 removable NC-15 min. Tech Booth Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: Stage Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: 10 Catwalks, Follow Spot Booths Lighting, sound and stage management control room Lighting and audio control boards, equipment racks, sliding glass doors or windows, raised floor. NC-20 min. 80 (fly tower) 40 (underside of rigging) Audience Chamber, Orchestra Pit, Trap Room, Crossover, FOH/BOH Connection, Receiving Storage Playing Surface and Stage Wings Proscenium Opening: 48 wide x 35 high Fully equipped performance audio, lighting and rigging, drapery, movement floor, small LED screen in wing space NC-15 min. proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

62 03 - FUNCTIONAL PROGRAM STAGE STAGE STAGE FULL STAGE EXTENSION TECH BOOTH TECH BOOTH TECH BOOTH MUSIC - Full Orchestra on Stage MUSIC - Full Orchestra Gala-Lift Scenario THEATRE/DANCE - Stage/Full Extension CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

63 PERFORMANCE cont 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 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. 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. 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. 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 STAGE 32-0 RETRACTABLE SEATING STORED 38-0 STAGE 32-0 RETRACTABLE SEATING STORED 25-0 STAGE 50-0 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. SLL STORAGE In-the-Round seats SLL SLL STORAGE Thrust Layout seats SLL SLL STORAGE Proscenium Layout seats SLL proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

64 Theatre (Room) Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: Tech Booth Height: 12 (Additional height for movie projection equipment) Critical Adjacencies: Catwalks Description: Equipment: Acoustic Rating: 42 Lobby, Sound and Light Locks, Tech Booth, Storage, Cross-over, FOH/BOH Connection, Receiving Storage Flexible flat floor venue for theatre, music, dance and other rental opportunities Fully equipped performance audio, lighting and rigging, drapery, movement floor, retractable seating for 350 capacity, catwalks, acoustic drapery NC-15 min. Lighting, sound and stage management Lighting and audio control boards, equipment racks, sliding glass doors or windows NC-15 min. Small Rehearsal Hall Height: 25 (underside of structure) 20 (to grid) Critical Adjacencies: Storage Description: Equipment: Acoustic Rating: Large Rehearsal Hall Height: 25 (underside of structure) 20 (to grid) Critical Adjacencies: Storage Description: Equipment: Acoustic Rating: Rehearsal space for Studio theatre Perimeter light pipe, embed plates for full grid, infrasturcture for performance lighting and audio, 8 high mirrors along one wall NC-20 min. Rehearsal space for Main Stage theatre, room proportions to emulate stage. Performance space for small local productions (full black out condition) Perimeter light pipe, embed plates for full grid, infrasturcture for performance lighting and audio, 8 high mirrors along one wall NC-20 min. 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. 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. 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. CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

65 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: Critical Adjacencies: Description: Equipment: Varies Main Stage Theatre, Studio Theatre, Servery, Public Washroom, Bar/Concession, Gift Shop, Donor/VIP Lounge 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: Description: Equipment: 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: Critical Adjacencies: Description: Equipment: 9 Lobby - Near main entrance Ticket sales Cash trays and drawers, speak-through windows, millwork counter, safety glass, office chairs, security camera 9 Lobby, Main Stage Theatre, Studio Theatre Coat valet for patrons Coat racks, millwork counter and drawers 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. 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: Critical Adjacencies: Description: 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: Critical Adjacencies: Description: Equipment: 9 Lobby - Near main entrance Merchandise sales 12 Lobby Private Salon/Flex Space Small bar, furniture, multimedia system proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

66 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: Critical Adjacencies: Description: Equipment: Women s Washrooms Height: Critical Adjacencies: Description: Equipment: Men s Washrooms Height: Critical Adjacencies: Description: Equipment: 9 Main Lobby, Balcony Lobby, FOH Bar Storage Beverage sales Under counter coolers, waste sink, glass washer, soft drink dispenser, beer, wine, display, drip trays, hand sink, coffee maker, automatic espresso machine 9 (min.) Main Lobby, Balcony Lobby Public washroom sized at 2x BCBC 2012 Code minimum 36 WC of which 2 are accessible stalls, 25 lavatories in millwork vanity, 25 mirrors, toilet partitions and washroom accessories, 25 purse hooks 9 (min.) Main Lobby, Balcony Lobby Public washroom sized at 1.5x BCBC 2012 Code minimum 36 WC of which 2 are accessible stalls, 25 lavatories in millwork vanity, 25 mirrors, toilet partitions and washroom accessories, 25 purse hooks 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 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. CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

67 FRONT OF HOUSE cont PROGRAM DESCRIPTION SUMMARY - ADMINISTRATION 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: Critical Adjacencies: Equipment: 9 Between FOH and BOH Cot, 4 millwork counter, First Aid kit 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: Critical Adjacencies: Description: Equipment: Acoustic Rating: Small Meeting Room Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: 9 Other Administration Offices, Printer/Copy Room Office capable of holding small meetings for up to 4 people Desk with return, filing cabinet, 1 office chair, small conference table, 5 additional chairs, blinds for privacy Standard Office Requirements 9 Administration Offices Meetings for 6 people, room should be able to be darkened but not black out 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 NC-25 min. proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

68 PROGRAM DESCRIPTION SUMMARY - BACK OF HOUSE Standard Offices Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: Staff Room Height: Critical Adjacencies: Description: Equipment: 9 Staff Washroom (Unisex) Height: Critical Adjacencies: Description: Equipment: Executive Director s Office, Printer/Copy Room Standard Office Desk with return, filing cabinet, 1 office chair, 1 chair for visitor, blinds for privacy Standard Office Requirements 9 Administration Offices Staff area complete with kitchenette Millwork kitchenette counter, microwave, dishwasher, large sink, 12 lockers, tables and chairs 9 Administrative Offices Unit washroom 1 WC, 1 wall mounted lavatory, 1 mirror, washroom accessories Reception Area Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: Counting Room Height: Critical Adjacencies: Description: Equipment: Printer/Copy Room Height: Critical Adjacencies: Description: Equipment: 9 Administrative Offices Waiting area for visitors Reception desk (millwork), 4 chairs and a coffee table Standard Office Requirements 9 Reasonably close to Box Office Secure location to handle money Safe, millwork counter, small table, 2 chairs, electrified hardware, security device 9 Administration Offices Reprographics room Upper and lower millwork cabinets along one wall, possible specialty receptacle for photocopier, storage cabinet for paper 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. 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. 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: Critical Adjacencies: Description: Equipment: 25 Main Stage Theatre Stage, Studio Theatre, Receiving Storage, Cross-Overs, Technical Director s Office/Security Loading/unloading and staging of performance equipment and sets Min. 10 high access doors to both theatre stages, 2 loading bay doors CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

69 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. 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. The Chorus Dressing Room will have make-up stations for 16 performers and room for a costume rack. 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. 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 Green Rooms should be able to accommodate comfortable seating and contain a small kitchenette complete with a microwave and dishwasher. 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. Theatre, Music, Piano and Tech Storage Height: Critical Adjacencies: Description: Equipment: 10 Close to stages General theatre, music, piano, lighting, sound and rigging equipment storage 6 x 8 double doors, swinging out, storage racks, controlled access (climate controlled space for piano) Dressing Rooms Height: Critical Adjacencies: Description: Equipment: 10 BOH Washroom, Close to Green Room Change/Make-up room complete with unit washroom and shower Millwork make-up stations with lighting on 3-sides, coat racks, video screen, program sound (small seating area for single) Height: Critical Adjacencies: Description: Equipment: 9 Close to dressing rooms, easy access to stage Technical staff and performer s lounge, comes with kitchenette Lounge area: couches, tables, chairs Kitchenette: 12 counter surface, dishwasher, microwave oven, double sink, garbage/recycling bins proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

70 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: Critical Adjacencies: Description: Equipment: Men s Washroom Height: Critical Adjacencies: Description: Equipment: 8 )min.) Dressing Rooms 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 8 (min.) Dressing Rooms 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 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. Workshop Height: Critical Adjacencies: Description: Equipment: Tool/Flammable Storage Height: Critical Adjacencies: Description: Equipment: 12 Loading and receiving, close to venue stages, tool storage flammable storage For general maintenance and set assembly Work benches, dust collection system 8 (min.) Workshop Tool and flammable materials storage Shelving and ventilation 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. 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: Critical Adjacencies: Description: Equipment: 8 (min.) Close to dressing rooms Washing drying and sorting of costumes and maintenance clothing 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

71 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. 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. 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 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. 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. 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. Height: Critical Adjacencies: Description: 9 Close to dressing rooms, easy access to stage Overflow space that can be used as staff room for road companies, chorus change room, etc. Height: Description: Equipment: Acoustic Rating: 12 Dimmer rack location Assume dimmer rack(s) for up to 668 dimmers, air conditioning NC-20 min. (to keep noise in) Height: Critical Adjacencies: Description: Equipment: 10 Between BOH and FOH Catering kitchen for outside food service Stainless steel prep tables, 2 sinks, walk-in cooler/refrigerator, unlatched double doors proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

72 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. Rentable Meeting Rooms Height: Critical Adjacencies: Description: Equipment: User Administration Area Height: Critical Adjacencies: Description: Equipment: 12 Lobby, close to User Administration Area 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 9 Between FOH and BOH, user printer/copy room Open office for 4 work stations, secure dedicated WiFi Access (no access to base building network) 4 desks, 4 office chairs, 4 millwork counter for coffee station and microwave, coat hooks 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. 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. 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. A separate entrance through the underground parkade is preferable. Height: Critical Adjacencies: Description: Equipment: 12 Close to Freight Elevator Climate and humidity controlled environment for permanent collection archival storage Independent HVAC and humidity system from base building, storage racks CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

73 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. 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. 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. 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. 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. 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: Critical Adjacencies: Description: Equipment: Street Frontage, Gift Shop Open flexible space for visiting/resident artists or leasable studio space Separately metered for electrical power, sufficient water and power for light industrial use, infrastructure to accept dust collection system Height: Critical Adjacencies: Description: Equipment: 12 Main Lobby, Street Frontage Leasable CRU, vanilla shell provisions only Separately metered for electrical power, sufficient water and power for possible restaurant/cafe tenant Height: Critical Adjacencies: Description: Equipment: Acoustic Rating: Mechanical HVAC/Water Room Base building mechanical room for up to 5 HVAC units and related equipment and main water connection and distribution Equipment TBD, will require noise and vibration mitigation NC-25 min. (to keep noise in) proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

74 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. 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. 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: Critical Adjacencies: Description: Equipment: 12 Telecom/IT Room Separate room for security equipment (as security providers are usually an independent vendor) Equipment TBD Height: Critical Adjacencies: 15 n/a Height: Critical Adjacencies: 9 n/a 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. Description: Equipment: Base building electrical systems room including transformers for performance lighting and audio power requirements Equipment TBD Description: Equipment: Room to receive incoming services and distribution throughout building Equipment TBD, air conditioning may be required Height: Critical Adjacencies: Description: 12 Loading and Receiving Refuse material handling and recycled matter sorting Equipment: Garbage and recycling bins, hose bib CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

75 03 - FUNCTIONAL PROGRAM PROGRAM SUMMARY Preliminary Programme Date Revised: Dec. 8, 2014 Preliminary Programme Date Revised: Dec. 8, 2014 Rm. No. Room Name FOH/ BOH Questions/Comments Priority Approx. Room No. of Dim Approx Area Rms. L (ft) W (ft) ft2 Rm. No. Room Name FOH/ BOH Questions/Comments Priority Approx. Room No. of Dim Approx Area Rms. L (ft) W (ft) ft2 X = 0.00 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 Fly Tower (50 ft. above stage) & wings (15 ft. wide), Pros Opening (50 ft.) A X = 4, H Capacity for up to 50 musicians A 15.0 X = H Acoustic Room Rating NC15, Target 950 seat capacity at this level A 90.0 X = 7, H Acoustic Room Rating NC15, Target 250 seat capacity at this level A 30.0 X = 2, H A 10.0 X = H X 1 = 0.00 H Lighting, Sound & Stage Management A 40.0 X = H A 15.0 X = H A 20.0 X = H A 12.0 X = Piano Storage Freight Elevator Dimmer Room Servery Receiving Storage Janitors Closet Stage Door Office/Security Tech. Storage Green Room Studio Theatre Green Room Multi-Purpose Room BOH Environmentally controlled space A 15.0 X = BOH 12.0 X = BOH A 10.0 X = Food Prep space for catering 15.0 X = BOH 35.0 X = 1, BOH Moved to Gross-up A 0.0 X = 0.00 BOH Office and waiting area A 20.0 X = BOH Lighting, Sound, Rigging & Prop / Lock-Up A 40.0 X = BOH A 30.0 X = BOH A 25.0 X = BOH Crush Space for Road Companies, can double as Musicians Change Area 20.0 X = Black Box Studio Theatre Flat Floor Tech Booth Sound & Light Locks Storage Rehearsal Halls Rehearsal Hall - Large Rehearsal Hall - Small Rehearsal Storage Support Areas Loading / Receiving Workshop Workshop - Tool Storage Workshop - Flamable Storage Large Dressing Rooms Single Dressing Rooms Chorus Dressing Rooms Men's Washrooms Women's Washroom Laundry Room Stage Manager &TD Office Stage Door Office Storage Music Storage Theatre 16, H Acoustic Room Rating NC15, Flat floor Flexible space, 350 seat capacity A 75.0 X = 4, H A 10.0 X = H A 10.0 X = H A 30.0 X = X = 5, H Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal & small performances A 50.0 X = 2, H Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal 35.0 X = H Storage should be within Rehearsal spaces A 30.0 X = X = 0.00 X = , BOH Access Doors Min. 10 ft. high A 20.0 X = BOH Not a full Scene Shop, but equipped to assemble sets, etc. A 20.0 X = BOH A 40.0 X = BOH A 30.0 X = BOH Make-Up stations for (8) complete with unit washroom A 30.0 X = 2, BOH complete with unit washroom (Soloist) A 15.0 X = BOH complete with unit washrooms A 40.0 X = 1, BOH (3) Plumbing Fixtures & (3) Sinks A 20.0 X = BOH (6) plumbing Fixtures & (4) Sinks A 40.0 X = BOH (2) washers & Dryers, Sorting table, Dirty Area A 15.0 X = BOH A 15.0 X = BOH Deleted A 0.0 X = 0.00 BOH A 20.0 X = BOH A 25.0 X = Coat Check Box Office Bar / Concession Mens Washroom (Public) Womens Washroom (Public) Mens Washroom (Public) Womens Washroom (Public) Unit Washroom Quiet / First Aid Room Elevator Lobby Main Stage Crossover FOH /BOH Connection Studio Theatre Crossover Studio Theatre FOH/BOH Connection Gift Shop Donors Lounge FOH Storage Administration Executive Director's Office Standard Offices Staff Room Small Meeting Room Reception Area Staff Washroom FOH A 20.0 X = FOH A 20.0 X = FOH (1) Large Bar/Concession at the main level & one smaller Bar/Concession at the Balcony Level A 20.0 X = FOH Main Level (based on 1.5 X Code for an occupant load of 500) (16 Fixtures) A 25.0 X = FOH Main Level (2 x Code based on an occupant load load of 500) (28 Fixtures) A 50.0 X = 1,000.0 FOH Balcony Level (based on 1.5 X Code for an occupant load of 100) (4 Fixtures) A 25.0 X = FOH Balcony Level (based on 2 x Code for an occupant load of 100) (8 fixtures) A 50.0 X = FOH Universal washroom c/w family change facilities A 12.0 X = FOH First Aid Room c/w day bed A 15.0 X = FOH Passenger elevator, 3000 lbs capacity. One elevator needs to be Stretcher capable and designated as Fire Fighter elevator. A 12.0 X = FOH Based on 7 sq. ft. / person and a 1,200 seat theatre capacity A X = 9,000.0 BOH 10 ft. Wide to accommodate Road Show temporary container storage A 80.0 X = ft. Wide to accommodate Road Show temporary container storage A X = 1,400.0 BOH A 65.0 X = A 75.0 X = FOH 20.0 X = FOH 20.0 X = FOH A 20.0 X = FOH X = 0.0 FOH X = , FOH Desk c/w return, filing cabinet, small meeting table for (4) A 10.0 X = FOH Desk c/w return, filing cabinet & (1) guest Chair A 10.0 X = FOH Lounge area c/w kitchenette A 25.0 X = FOH For (6) people A 15.0 X = FOH Reception Desk and small seating area A 20.0 X = FOH Single Unit Washroom (HC assessible) A 8.0 X = 56.0 proscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates

76 03 - FUNCTIONAL PROGRAM Preliminary Programme Date Revised: Dec. 8, 2014 Preliminary Programme Date Revised: Dec. 8, 2014 Rm. No. Room Name FOH/ BOH Questions/Comments Priority Approx. Room No. of Dim Approx Area Rms. L (ft) W (ft) ft2 Rm. No. Room Name FOH/ BOH Questions/Comments Priority Approx. Room No. of Dim Approx Area Rms. L (ft) W (ft) ft2 Printer / Copy Room Server Room Counting Room Staff Locker Rooms Desirable Ammenities User Admin Area User Printer / Copy Room Rentable Meeting Room - Large Rentable Meeting Room - Medium KAG Archive Storage Commercial Retail Space Artists' Studios X = 0.0 FOH A 10.0 X = 50.0 FOH A 10.0 X = 50.0 FOH Private secure room with vault to count money 10.0 X = FOH Deleted. 0.0 X 0.0 = 0.00 X = 0.00 X = 0.00 X = 0.00 X = , FOH Open Office area for (4) workstations - rentable office space for event users 8.0 X = FOH Separate facility from staff Printer / Copy Room 5.0 X = 25.0 FOH (40) people - c/w full mutimedia. Rentable space 30.0 X = FOH (20) people - c/w full muiltmedia. Rentable space 20.0 X = BOH Environmentally controlled space X = 6,000.0 FOH Leasable area for private sector opportunities 40.0 X = Studios at 600 sq.ft. ea. (12-15 ft. ceilings) 30.0 X = 1, X = 0.00 X = 0.00 X = 0.00 X = 0.0 X = 0.0 X = 0.0 X = 0.0 X = 0.0 9, 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 - To house up to (6) individual HVAC units A X = 5, High noise & vibration generating space (isolate) A 50.0 X = 1, High noise & vibration generating space (isolate) A 50.0 X = 1, (1) per floor A 20.0 X = A 20.0 X = A 10.0 X = A 10.0 X = A 40.0 X = Near Load-in A 20.0 X = X = 0.00 X = 0.0 X = 0.0 X = 0.0 X = 0.0 X = 0.0 8, Total Net Area 75,062.0 Gross up Factor (30%) 22,518.6 TOTAL PROJECT AREA 97,580.6 CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

77 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 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 Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

78 04 - INDICATIVE DESIGN GROUND FLOOR PLAN N B A B A 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. 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

79 04 - INDICATIVE DESIGN 2ND FLOOR PLAN N B B A A Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

80 04 - INDICATIVE DESIGN 3RD FLOOR PLAN N B B A A CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

81 04 - INDICATIVE DESIGN P1 FLOOR PLAN N Total Underground Parking Number = 349 stalls Class A Bicycle Spaces = 18 stalls B B A A Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

82 04 - INDICATIVE DESIGN P2 FLOOR PLAN N B B A A CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

83 04 - INDICATIVE DESIGN P1 FLOOR PLAN N B B A A Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

84 04 - INDICATIVE DESIGN SECTION A-A Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

85 04 - INDICATIVE DESIGN SECTION B-B CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

86 04 - INDICATIVE DESIGN DAY TIME- NORTHEAST CORNER Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

87 04 - INDICATIVE DESIGN NIGHT TIME- NORTHEAST CORNER CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

88 04 - INDICATIVE DESIGN DAY TIME- SOUTHEAST CORNER Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

89 04 - INDICATIVE DESIGN NIGHT TIME- SOUTHEAST CORNER CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

90 04 - INDICATIVE DESIGN DAY TIME-NORTHWEST CORNER Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

91 04 - INDICATIVE DESIGN NIGHT TIME- NORTHWEST CORNER CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT

92 04 - INDICATIVE DESIGN DAY TIME-SOUTHWEST CORNER Proscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates

93 04 - INDICATIVE DESIGN NIGHT TIME- SOUTHWEST CORNER CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE FUNCTIONAL PROGRAM REPORT