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					Southwest Washington Center for the Arts
           Feasibility Study


               FINAL REPORT
                AUGUST 2004




              AMS Planning & Research
                     915 D Street
                Petaluma, CA 94952
                    707.778.8445
               http://AMS-online.com
Southwest Washington Center for the Arts Feasibility Study




                     Table of Contents
                     Summary of Findings ................................................................................1
                           Stakeholder Interviews ............................................................................2
                           Market Assessment..................................................................................4
                           Public Survey..........................................................................................9
                           User Demand Assessment...................................................................... 20
                           Comparable Facilities ............................................................................ 25
                     Recommendations ....................................................................................30
                     Management & Operations .....................................................................34
                           Building Program.................................................................................. 35
                           Utilization............................................................................................. 35
                           Earned Revenue .................................................................................... 38
                           Contributed Revenue ............................................................................. 38
                           Management ......................................................................................... 39
                           Expenses............................................................................................... 39
                           Budget Summary................................................................................... 41
                           Operating Costs for Alternative Program ................................................ 41
                     Funding Analysis......................................................................................42
                           Foundation Funding............................................................................... 42
                           Title Sponsorship .................................................................................. 45
                           State & Federal Programs ...................................................................... 45
                           Conclusions .......................................................................................... 46
                     Next Steps..................................................................................................48
                           If the College Decides not to Participate ................................................. 49




                     AMS Planning & Research
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Southwest Washington Center for the Arts Feasibility Study




                     Table of Figures
                     Figure 1: Vancouver Area (11 zip codes)....................................................5
                     Figure 2: Summary of Key Demographic Data ...........................................6
                     Figure 4: Interest in the Arts.................................................................... 10
                     Figure 5: Role of the Arts........................................................................ 11
                     Figure 6: Frequency of Attendance .......................................................... 12
                     Figure 7: Attendance by Event Type ........................................................ 12
                     Figure 8: Location of Attendance............................................................. 13
                     Figure 9: Reasons for not Attending......................................................... 14
                     Figure 10: Support for Arts Center........................................................... 15
                     Figure 11: Support for Arts Center - Clark County Sample ........................ 16
                     Figure 12: Programming Agreement Indicators......................................... 17
                     Figure 13: Likelihood of Attendance........................................................ 18
                     Figure 14: Agreement Indicators.............................................................. 19
                     Figure 15: Arts Organizations .................................................................. 21
                     Figure 16: Small Theater Demand............................................................ 22
                     Figure 17: Large Theater Demand Analysis.............................................. 23
                     Figure 18: Lesher Center for the Arts, Walnut Creek, CA.......................... 25
                     Figure 19: Mountain View Performing Arts Center, Mountain View, CA... 26
                     Figure 20: Civic Arts Plaza, Thousand Oaks, CA...................................... 26
                     Figure 21: Mondavi Center, University California at Davis ....................... 27
                     Figure 22: College of the Canyons Arts Center, Santa Clarita, CA ............. 27
                     Figure 23:McIntyre Hall, Skagit Valley College, Mount Vernon, WA........ 28
                     Figure 24: Cohan Center for Performing Arts, California Polytechnic State
                          University, San Louis Obispo, CA.................................................... 28
                     Figure 25: Performing Arts Facilities in Development at WA State Community
                          Colleges.......................................................................................... 29
                     Figure 26: Facility Program..................................................................... 32
                     Figure 27: Alternative Facility Program ................................................... 33
                     Figure 28: Utilization Summary............................................................... 36
                     Figure 29: Utilization Breakdown............................................................ 37
                     Figure 30: Revenue Summary.................................................................. 38
                     Figure 31: Base Year Expense Summary.................................................. 40
                     Figure 32: Operating Financial Summary ................................................. 41

                     Appendices
                     Appendix I: List of Key Informants
                     Appendix II: Demographic Data (separate cover)
                     Appendix III: Survey Instrument (separate cover)
                     Appendix IV: Survey Results (separate cover)
                     Appendix V: Phase I Presentation - May 26th (separate cover)
                     Appendix VI: Phase I Presentation - June 23rd (separate cover)
                     Appendix VII: Operating Pro Forma (separate cover)
                     Appendix VIII: RFP & Scope of Work (separate cover)



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                     Summary of Findings
                     AMS Planning & Research was retained by Southwest Washington Center for
                     the Arts (SWCA), a recently formed non-profit corporation, to determine
                     community interest and market demand for a regional performing and visual arts
                     facility.
                     Prior to the commissioning of this study, Leadership Clark County and Clark
                     College completed a preliminary visioning exercise lead by LMN Architects
                     from Seattle. In addition, Leadership Clark County and Citizens for the Cultural
                     Arts circulated a survey to members of the Vancouver Chamber of Commerce,
                     Vancouver Symphony patrons and other selected members of the community.
                     These two planning exercises determined two things:
                          1. Community members responding to the survey believe that Vancouver
                             needs a performing and visual arts facility.
                          2. The facility visioning exercise determined that a multi-theater facility
                             would be the ideal building type to meet local needs and demands. The
                             workshop identified the following arts center components:

                                  •    1500 seat multi-form performing arts center

                                  •    500 - 700 seat music hall

                                  •    250 seat flexible studio theater (or black- box theater)

                                  •    Space for exhibiting visual art

                                  •    Support, rehearsal and classroom spaces
                     This preliminary concept also envisioned an operating partnership between local
                     arts organizations, the community and Clark College. Many participants in the
                     planning process believe that Clark College could play a significant role in the
                     project as a performing arts facility was included in the recently adopted campus
                     master plan. As of this writing, the Board of Trustees and College President are
                     considering if a new performing and visual arts facility would meet College



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                            needs and serve the institution’s mission. The reader should note that at this time
                            no decision has been made by the College.
                            This report represents the work of AMS Planning & Research, an arts
                            management consulting firm with offices in Connecticut, St. Louis and Petaluma,
                            CA. AMS’ charge was to provide objective analysis of the preliminary concepts
                            defined above, document the needs of community arts organizations, test levels
                            of support and interest and determine viable operating scenarios. In tandem with
                            AMS’ planning process, Clark College has developed a long range “Instructional
                            Plan” for its Theater and Music departments. This plan includes a vision for
                            expanding these departments and the facilities they would need to support more
                            students, faculty, staff and activity (classes, performances, recitals, workshops,
                            etc.).
                            The recommendations of this report include delineation of facilities needed to
                            support continued growth of area arts organizations and College performing arts
                            departments. It also provides order of magnitude capital cost estimates and a
                            management and operating projection, including forecasts of operating costs and
                            funding needs.
                            The consultant’s scope of work consisted of the following research components
                            (the complete scope of work can be found in the appendix section of this report):
                            ♦ review of all previous community planning efforts for a performing and
                              visual arts facility
                            ♦ review of Clark College campus planning documents
                            ♦ an analysis of the market potential for arts activities including research into
                              current patronage in the region
                            ♦ a public telephone survey of Vancouver and Clark County residents
                            ♦ stakeholder interviews and input
                            ♦ surveys of artists and arts organizations to determine programming needs and
                              opportunities
                            ♦ research into potential partnerships and collaborations with local business,
                              educational institutions and government agencies
                            ♦ case studies of comparable facilities.

                            From this research the consultants, with input from the board of SWCA,
                            developed priorities and recommendations.

                            What follows are key research findings and the consultants’ recommendations for
                            the Southwest Washington Center for the Arts.

Stakeholder Interviews
                            The consultants interviewed over 50 individuals representing a cross-section of
                            the community, including representatives from municipal government and
                            elected officials, Clark College faculty, staff and administrators, business leaders,

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                     arts community leaders, educators and other project stakeholders. The complete
                     list of persons interviewed can be found in the appendix section.
                     Stakeholders were nearly unanimous in their support and enthusiasm for a
                     region-serving arts facility. Most interviewees stated that the Vancouver/Clark
                     County area is in need of a facility of this type to provide cultural opportunities
                     for children and families, draw “creative class1 ” jobs to the area and, in general,
                     enhance the quality of life. Many informants spoke of an increasing desire to
                     attend art events locally to avoid traffic and parking challenges associated with
                     attending events in the Portland area. A facility developed in conjunction with
                     Clark College was also widely favored by informants.
                     The following points summarize themes and issues that emerged from these
                     intervie ws.
                     ♦ Key issues in region

                              •   Growth management; particularly in eastern Vancouver
                              •   Amenities and activities for children
                              •   Economic development
                           • Downtown Vancouver redevelopment
                     ♦ Most informants feel that the area’s many arts organizations are in need of
                       better facilities

                              •   Facility limitations are stifling growth of organizations
                              •   Base of financial support has not been fully cultivated for arts
                              •   Residents tend to travel to Portland to attend arts and cultural
                                  activities
                     ♦ Funding and support

                              •   Informants believe that individual wealth exists within region that
                                  could be tapped for a major arts facility project
                              •   Many informants, especially those familiar with local fundraising,
                                  believe that public funds leveraged by a lead agency (such as Clark
                                  College) will be necessary to fund a significant portion of a major
                                  capital project in the arts sector.



                     1
                       This term refers to author and sociologist Richard Florida’s definition of most high
                     tech, graphic design, consulting, and other creative industry and technology sector jobs.
                     Mr. Florida’s theory contends that communities rich in cultural and artistic opportunities
                     (aka “creative communities”) attract technology entrepreneurs and innovators (among
                     other positive influences). Mr. Florida’s book, “The Rise of the Creative Class” provides
                     a full explanation of his research and hypothesis, which are becoming widely accepted by
                     economic development professionals throughout North America.


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                         ♦ Market factors

                                  •   “Region” defined as Vancouver and Clark County
                                   o Also possible to draw from Portland area for specific events
                         ♦ Other arts community projects

                                  •   Quarter Master’s building at Fort Vancouver site is being planned as
                                      a community arts facility and will include visual art studios,
                                      galleries, rehearsal spaces and administrative spaces for local arts
                                      organizations.
                                  •   Downtown arts district is in preliminary planning phase being lead
                                      by the Friends of the Arts organization. Plans include developing a
                                      shared administrative space, galleries and small performance spaces
                                      throughout the downtown area.

Market Assessment

Demographic Analysis
                         The following provides a demographic and lifestyle analysis of the population
                         living in Clark County and Vancouver, Washington.
                         The current and projected populations were documented and evaluated in the
                         context of demand for arts programs and the market environment in which the
                         proposed center would operate. Updated 2000 census data for Vancouver and
                         Clark County were utilized for this analysis.
                         Considering potential attendance of Portland residents there are differing
                         opinions. Some believe that Portland represents a significant potential market for
                         arts and cultural activities in Vancouver. The majority of people interviewed by
                         the consultants, on the other hand, believe that Portland does not represent a
                         primary market and cannot be relied upon to provide financial support and
                         regular patronage for a Vancouver facility. The consultants’ experience working
                         in so-called “second cities” indicates that Portland residents would likely attend
                         specific, “niche” events in Vancouver, but, in general, have very little motivation
                         to cross the river for arts and cultural events – even if a new facility is developed.

                         Highlights of the market data follow. Additional market data has been attached as
                         an appendix to this report.




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                              Figure 1: Vancouver Area (11 zip codes)




                                                   I-5




                                                             I-205




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                     Before reviewing the table below, the reader should note that Vancouver has
                     been defined as the 11 zip codes that, more or less, comprise the City’s urban
                     growth boundary. This area includes parts of unincorporated Clark County. The
                     11 zip codes are:

                                     98660     98661     98662    98663     98664    98665

                                     98682     98683     98684    98685     98686


                                    Figure 2: Summary of Key Demographic Data
                                                       Vancouver,
         Variable                                                         Clark County       Washington
                                                          WA
           2003 Estimated Population                         271,753           370,523           6,126,602
           2000 Population                                   253,673           345,238           5,894,121
           Median Age                                          34.6                  35.0            36.2
            % Generation Y (5-17 yrs)                         19.9%                 20.5%           18.4%
            % Generation X (18-34 yrs)                        22.9%                 21.7%           23.0%
             % Baby Boomers (35-59 yrs)                       35.7%                 36.5%           36.3%
             % Mature (60+ Yrs)                               13.7%                 13.6%           15.5%
           Median Household Income                           $52,732            $55,639            $51,248
             % over $75,000                                   36.5%                 39.1%           38.7%
           % with College Degree                              22.1%                 22.2%           27.7%
           Households with Children                           38.4%                 39.5%           34.4%
           % Black                                               2.2%                1.8%            3.3%
           % Asian                                               4.6%                3.8%            6.2%
           % Hispanic (all races)                                5.8%                5.0%            7.9%

                     The table above shows several key demographic factors to be considered in
                     analyzing the market for arts and cultural events:

                          •   The median age is slightly lower in Vancouver and Clark County than
                              the State

                          •   The percentage of residents with college degrees is more than 5% below
                              the State’s percentage

                          •   Nearly 40% of households in the Vancouver/Clark County area have
                              children.




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Lifestyle Segmentation
              Analysis
                         In addition to the demographic analysis, a lifestyle segmentation analysis has
                         been completed using a system developed by Claritas, one of the Nation’s
                         leading suppliers of market data and analysis. The Prizm NE market
                         segmentation system is a geographically based market analysis tool that
                         augments demographic data with consumer information to classify every
                         household in the United States into one of 66 unique market segments. Each
                         market segment consists of households that are at similar stages in the life cycle
                         and share common interests, purchasing patterns, financial behavior, and
                         demands for products and services, including cultural activities. Segments are
                         ranked from one to 66 based primarily on household income levels.

                         Results from this analysis show that over 8.5% of households in Vancouver (11
                         zip code area) and over 6.5% of households in Clark County are members of the
                         top segments for arts audiences. This represents nearly 10,000 households.

                         Predominant segments in the market area described as follows:

                         Vancouver Area Predominant Segments
                         Segment #44 “New Beginnings”

                              •   Filled with young, single adults. Many of its residents are twenty-
                                  something singles and couples just starting out on their career paths. New
                                  Beginnings tend to be transient apartment dwellers.
                                      o    12% of Vancouver Households
                                      o    9% of Clark County Households.

                         Segment #36 “Blue Chip Blues”

                              •   Young, sprawling families with well-paying blue-collar jobs. Live in
                                  older neighborhoods that feature modestly priced homes surrounded by
                                  commercial centers that cater to child-filled households.
                                      o    11.4% of Vancouver Households
                                      o    8.6% of Clark County Households

                         Segment #18 “Kids & Cul-de-Sacs” 10% of Vancouver Households

                              •   Upscale, suburban, married couples with children. College-educated,
                                  white-collar professionals with administrative jobs and upper-middle-
                                  class incomes. Their nexus of education, affluence and children
                                  translates into large outlays for child-centered products and services.

                                      o    10% of Vancouver Households
                                      o    7.2% of Clark County Households


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Projected Population
             Growth
                          The population of Vancouver and Clark County has been growing at a
                          comparatively high rate and will continue to do so for the foreseeable future. As
                          the chart below shows, population growth in the area far out-paces the growth of
                          the State.

                                                                 Figure 3: Population Growth

                                                    COMPARATIVE POPULATION GROWTH, 1990 - 2008
                                           50%                                                                        Vancouver,    Clark
                                                         45.0%
                                                     43.6%
                                           45%                                                                           WA        County
                                                                           Vancouver, WA      POPULATION
                                           40%
                                                                           Clark County            2008 Projection       302,246       413,167
                        (PERIODS DIFFER)




                                           35%
                                                                           Washington              2003 Estimate         271,753       370,523
                           % GROWTH




                                           30%
                                                                                                   2000 Census           253,673       345,238
                                           25%
                                                             21.1%                                 1990 Census           176,710       238,053
                                           20%

                                           15%
                                                                                                  11.2% 11.5%
                                           10%                             7.1% 7.3%                       6.3%
                                                                                       3.9%
                                           5%

                                           0%

                                                 1990 - 2000 (Census)   2000 - 2003 (Est.)      2000 - 2008 (Proj.)



                          In real numbers, the population of Clark County is projected to exceed 400,000
                          by 2008 with much of this growth occurring in the Vancouver area (whose
                          population will grow to be over 300,000 in the 11 zip code area).

                          Clark County population projections beyond 2008 indicate that the County’s
                          population could exceed 600,000 by 2025; the majority of this growth will occur
                          around Vancouver and along the I-5 corridor.

                          More difficult to forecast is the demographics of this expanding population. Most
                          forecasters tend to examine the trends of the past 10 years and attempt to predict
                          if they will continue, or fall off. If current trends persist, the Vancouver area will
                          continue to expand to the East with young families seeking “more house for their
                          money” and retirees seeking the lower taxes of Washington State (though
                          population over age 65 is not forecast to exceed 100,000 before 2025). If the past
                          is prologue for the future, many of these residents will be employed in Portland
                          and look across the river for cultural activities as they do now. However, an
                          alternative scenario is that as Vancouver grows there will be an increasing
                          number who opt to work and play closer to home , especially workers with
                          children. The City’s on-going efforts to establish a vibrant downtown area, attract
                          new businesses and expand the area’s quality-of-life amenities are intended to
                          build a broader-based, “whole community.” Clearly, the growth of arts and
                          cultural activities play an essential part of this development.


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   Market Conclusions
                          The market area of Vancouver and Clark County is predominantly populated by
                          families with children. As the population increases this will continue to be the
                          case; though there will be an increase in the number of retirees as well. Because
                          of the high number of families and a new facility’s need to “connect” with the
                          market, the consultants suggest that programming at the new center pay
                          particular attention to young people and families, as well as offering a healthy
                          number of events for adult audiences.

       Public Survey
                          AMS and Hebert Research (a professional market research firm based in
                          Bellevue, Washington) conducted a telephone survey of Vancouver and Clark
                          County households. A total of 301 randomly selected interviews were completed
                          with 148 from the 11 zip code Vancouver area and 153 from the remainder of
                          Clark County. The survey results mirror the population of the market area and the
                          findings are within a 95% confidence level with a 5 percent variation in
                          responses (i.e., if the survey were to be repeated, the results would be within +/-
                          5%, 95% of the time).2 The survey focused on attitudes about art and culture,
                          consumer behavior, program interests, support levels of a new arts facility in
                          Vancouver and the likelihood of attending events.
                          A copy of the survey instrument and the summary data are included in the
                          appendix of this document. Key findings and highlights follow.

Attitudes about Art and
                Culture
                          The survey found that 79% of Vancouver/Clark County residents are
                          “extremely,” “very,” or “somewhat” interested in the arts. Nearly 40% are
                          “extremely” or “very” interested (see chart on following page).




                          2
                           A word about bias: People with an interest in the survey subject matter tend to complete surveys
                          of this nature. Our experience is that people with higher education levels tend to complete arts-
                          related surveys. To reduce bias from self-selection, the final data set was weighted to actual
                          education levels for the two sample geographies; Vancouver and Clark County. Ultimately, some
                          bias from non-response remains in the data.




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                          LEVEL OF INTEREST IN ARTS AND CULTURAL ACTIVITIES

                  Extremely Interested    Very Interested     Somewhat Interested       Not too Interested    Not Interested


   Vancouver/Clark County



            National Study

      Washington - County

            Central Oregon

              Oregon - City

         SF Bay Area - City

 Central Valley Suburb (CA)

        Inland Empire (CA)

                              0%    10%       20%       30%       40%       50%         60%       70%        80%      90%      100%

                                                                          % of Sample




Figure 4: Interest in the Arts




                                    The chart above shows that Vancouver/Clark County residents have the highest
                                    level of interest in arts and cultural activities when compared to other markets
                                    where the same question has been asked; far exceeding the result of a National
                                    Study completed by AMS for the National Endowment for the Arts in the mid
                                    1990’s.




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                                     Respondents were also asked to gauge the role art and culture play in their lives.
                                     The Vancouver/Clark County market area ranks highest in the percentage of
                                     those who said that the arts play a “major role” in their lives.

                                  ROLE OF ARTS AND CULTURAL ACTIVITIES IN LIFE
                                           Major role                Minor role                   No role at all

  Vancouver/Clark County



           National Study

     Washington - County

           Central Oregon

             Oregon - City

        SF Bay Area - City

Central Valley Suburb (CA)

       Inland Empire (CA)

                             0%      10%         20%    30%    40%         50%        60%   70%          80%       90%   100%
                                                                        % of Sample




Figure 5: Role of the Arts

                                     The data indicate that the Vancouver/Clark County market area has a
                                     comparatively healthy attitude about arts and cultural activities – much healthier
                                     than the Nation as a whole and even healthier than several other Pacific
                                     Northwest market areas.

    Understanding Current
                Behavior
                                     A series of questions were asked related to how often a respondent participated in
                                     arts and cultural events, where they participated and what they did, and why they
                                     do not attend more often.




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                                           As the chart below shows, there are a high percentage of frequent attenders in the
                                           market area with 36% attending five or more non-school related events annually.
                                           As the comparative data shows, attendance is relatively high in the
                                           Vancouver/Clark County area.

                                    Number of Events Attended (12 Months)

  100%
                                                       7%
                                                                           15%                12%
                 17%                                                                                            20%
   90%
                                                      16%
   80%                                 10+ Times                                              18%
                 19%                                                       20%
                                       5 - 9 Times                                                              21%
   70%
                                       1 - 4 Times
   60%
                                       Zero           46%                                     36%
   50%                                                                     38%
                 38%
                                                                                                                34%
   40%

   30%

   20%
                                                                                              34%
                 26%                                  30%                  28%                                  26%
   10%

    0%
            Total Sample                       Inland Empire     Central Valley         Central OR         Washington -
                                                    (CA)          Suburb (CA)                                County



Figure 6: Frequency of Attendance

                           ATTENDANCE AT PERFORMING ARTS EVENT OR CULTURAL ATTRACTION                                       The kinds of events attended
                                                                                                                            ranged from performances
         Popular entertainer                                                                                        46%
                                                                                                                            by popular entertainers to
         Traditional exhibit                                                                                  44%
                                                                                                                            children’s theater, ballet and
      Contemporary exhibit                                                                    35%                           folk music.
          Children's theater                                                                  34%
   Folk or traditional music                                                              33%
           Historic program                                                             31%
    Classical music concert                                                      28%
                    Musical                                                  26%
                 Stage play                                           22%
                       Jazz                                          21%
   Folk or traditional dance                                    20%
              Modern dance                             14%
              Gospel music                             14%
                      Ballet                         13%
             Country music                           12%

                               0%             10%              20%                30%                40%              50%


Figure 7: Attendance by Event Type



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                                        The chart below confirms what most people in Vancouver believe about where
                                        people from Vancouver go to attend arts events. The data collected from this
                                        survey indicates that nearly 75% of Vancouver/Clark County residents attend arts
                                        events in Portland, while less that 50% attend in Vancouver.
                                                 ATTENDANCE BY LOCATION

             Portland                                             74%

      Vancouver, WA                                   47%

              Seattle                   23%

           Ridgefield             15%
   Camas/Washougal           8%

        Battleground         6%
             Ashland     4%

           Longview 3%
           La Center 2%

                        0%          10%         20%         30%     40%     50%       60%      70%       80%



Figure 8: Location of Attendance




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                                          To identify possible barriers to attendance, respondents were also asked why they
                                          do not attend more often. Price and available time were the two major barriers.
                                          Family obligations were also a major barrier, which is to be expected in a family
                                          market such as Vancouver/Clark County. One of the other major reasons
                                          respondents do not attend more often is that they are unaware of programs being
                                          offered. This is perhaps one of the easier barriers to remove.

                                      REASONS FOR NOT ATTENDING ARTS PROGRAMS MORE OFTEN

                    Very important                     Somewhat important                              Not important


                                     Cost of tickets is too high                       44%                                 37%                     19%

                                               Don't have time                         44%                               30%                   26%

                         Family obligations keep me at home                          35%                       23%                      42%

                                             Parking problems                    34%                         23%                        43%

                       Not aware of programs that are offered                    30%                               43%                        27%

                           Not interested in what is available                 23%                           42%                             34%

There are not enough events that I can enjoy with my children              21%                   22%                             57%

                              Quality of performances is poor                  21%                24%                             55%

                               Quality of the venues near me               20%                         34%                             46%

                                     Difficulty getting to events          18%                   25%                             57%

                     Venues are too far away from my home                 15%                29%                                  56%

                                              Safety concerns            14%               23%                                 64%

       Lack of accommodations for the physically challenged              12%         14%                                   75%

                                     Difficulty obtaining tickets        10%                34%                                  56%

                                                                    0%     10%        20%    30%         40%       50%   60%     70%    80%        90%   100%
                                                                                                  % of Total Sample (N=301)



Figure 9: Reasons for not Attending




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 Specific Interests, Desires
and Support for the Project
                                 The third section of the survey tested the respondent’s program interests and their
                                 level of support for the proposed Southwest Washington Center for the Arts.

                                 As the chart below shows, there is strong support for an arts center being
                                 developed in Vancouver. The respondents answered the following question:

                                         “A new non-profit organization called the “Southwest
                                         Washington Center for the Arts” is currently conducting a
                                         feasibility study to determine if an Arts Center should be built
                                         and, if built, what kinds of programs should be offered. Do you
                                         think that an arts center should be built in the Vancouver area?”

                                 The response indicates that wide support exists in the area with 75% saying “yes”
                                 they agree that an arts center should be built in the Vancouver area.


                        VANCOUVER ARTS CENTER SUPPORT


       Don't
    know/refused                                                          Yes
        9%                                                                75%




                No
               16%


Figure 10: Support for Arts Center




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                                  There is even strong support elsewhere in Clark County with over 73%
                                  expressing approval.


                  VANCOUVER ARTS CENTER SUPPORT
                         (CLARK COUNTY)
       Don't
     know/refus                                              Yes
        ed                                                   73%
        7%



          No
         20%


Figure 11: Support for Arts Center -
Clark County Sample




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                                                   In testing program preferences the survey asked what programs should be offered
                                                   and what programs the respondent would be interested intending themselves.
                                                   Figure 12 on this pages shows that nearly all respondents believe that a new
                                                   center should offer programs for children and families. Topping the list of
                                                   programs that respondents want to see themselves (see Figure 13) is
                                                   performances by popular entertainers, touring Broadway productions,
                                                   professional stage plays and children’s theater.
                                                                                  AGREEMENT INDICATORS

                                                                           Strongly agree    Somewhat agree     Somewhat disagree         Strongly disagree          Don't know/refused

           Performances for children                                                   72%                                                                    21%                        3% 2% 2%



               Popular performances                                              60%                                                             29%                                5%        3% 2%



                 Community theater                                         56%                                                              35%                                     4%        3% 2%



              Arts education classes                                       55%                                                             34%                                       7%       2% 2%



                         Art exhibits                                      55%                                                              36%                                          6% 1% 2%



            Professional stage plays                                   53%                                                            33%                                      9%             2% 3%



                  Classical concerts                                 49%                                                            39%                                        5%         5%       2%



                        World music                            41%                                                        43%                                             9%             4%        4%



 Meetings, banquets and trade shows                      34%                                                      45%                                               12%                  7%         2%



  Experimental theater performances                25%                                             41%                                            17%                     8%                  8%



                       Folk dancing           23%                                                   46%                                                 18%                         8%             3%


                                        0%   10%               20%               30%         40%          50%           60%           70%                80%               90%                      100%




Figure 12: Programming Agreement
Indicators




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                                                      LIKELIHOOD OF ATTENDANCE AT SELECTED EVENTS
                                                             Most Likely               More Likely           Neutral         Less Likely           Least Likely


        Popular entertainers                                  55%                                                        16%                   13%                 6%           10%

          Touring Broadway                             44%                                                 15%                   17%                     10%                  14%

         Touring stage plays                    34%                                          20%                         19%                       12%                    16%

    Children's performances                     32%                                    16%                         21%                       13%                         19%

                Arts classes                30%                                  13%                       17%                     16%                              23%

            Classical music               27%                              13%                         20%                      11%                               28%

 Concerts by local musicians              27%                                    20%                                   26%                           13%                      14%

         Community theater                26%                                 21%                                 22%                        14%                         18%

  World music/multi-cultural          25%                               16%                                21%                         16%                              21%

                      Dance         20%                       16%                                    25%                               19%                              20%


                               0%   10%               20%         30%                  40%            50%              60%            70%            80%                90%           100%



Figure 13: Likelihood of Attendance




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                                        To test opinions and attitudes on subjects ranging from program preferences to
                                        financing options, respondents were read a series of statements and asked to rank
                                        their level of agreement. These “agreement statements” further show the
                                        market’s strong support for family and children’s programs, interest in seeing
                                        both local and touring performances and strong support for a project of this
                                        nature as evidenced in the 63% approval for using tax dollars to support an arts
                                        center.


                                                            AGREEMENT INDICATORS
                             Strongly agree      Somewhat agree           Somewhat disagree         Srongly disagree         Don't know/refused

Should be more opportunities for children to be exposed to the arts in
                                                                                                  64%                               25%              3%
                                                                                                                                                  5%2%
                           this community

                    Area needs a place for our local artists to perform                     53%                               35%                5% 4%4%

   Arts center in Vancouver/Clark County should present professional
                                                                                           50%                               34%                8% 4%3%
                          touring performances
 Area needs a large performing arts center where I can see world class
                                                                                      41%                            35%                  15%      7% 2%
                            performances

       Would attend more arts/cultural events if more available locally               40%                              39%                10%     7% 4%


 Need more cultural events closer to my home for my family to attend                  40%                            38%                   14%     5% 3%


                  Don't want to travel to downtown Portland for events               36%                       27%             16%          16%       4%


                        Arts center should be supported by donations                 35%                             48%                    9% 3%5%


                  Important theater to be close to restaurants & shops               35%                         41%                      15%     5% 4%


                       Arts center should be supported by tax dollars          21%                       42%                  13%          18%        5%


                                                                          0%   10%    20%     30%       40%    50%     60%    70%    80%        90%   100%


   Figure 14: Agreement Indicators




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Survey Conclusions
                      Based on the high interest level in the arts (attitude) and high frequency of
                      attendance (action), the consultants find that Vancouver/Clark County represents
                      a very strong market for arts and cultural activities and a particularly strong
                      market for family oriented events. The “attitude” and “action” indicators from the
                      survey point to a market that will participate and support the arts. However,
                      locally this market has yet to be fully tested as many attendances occur out-side
                      of Vancouver and Clark County (75% of attendances occurred in Portland).
                      Developing a major arts facility in the Vancouver area will provide an
                      opportunity to capture more attendance locally, which is not possible at the
                      present time.

                      It should be noted that typically, audiences for arts and cultural events have very
                      high levels of educational attainment and income. In Vancouver and Clark
                      County, the demographic profile is one of moderate education and income leve ls,
                      but very high interest and participation in the arts. For this reason the consultants
                      consider this a “non-traditional” arts market and believe that properly selected
                      and targeted programming will achieve high success. Specifically, we believe
                      that programs aimed at children and families should be given primary
                      consideration and that adult oriented performances (particularly music and
                      theater) be offered as well.

                      The survey instrument, complete results and additional demographic analysis can
                      be found in the appendix of this report.

    User Demand
     Assessment
                      AMS consultants conducted a survey of performing and visual arts organizations
                      in the Vancouver/Clark County area to assess facility needs and demand for
                      performance, rehearsal and exhibit space. Over 30 surveys were mailed and
                      numerous follow-up phone calls made and emails sent. 27 organizations
                      responded to the survey and 21 indicated need for new or better facilities.
                      Responding organizations were:




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Performing Arts Organizations                                  Visual Arts Organizations
     1 Anonymous Response                                         17 Clan Chattan Foundry
     2 Chamber Music Society of Oregon                            18 Gallery 21
                                                                  19 Southwest Washington Watercolor Society (1)
     3 Clark College: Women's recitals/Choral Ensemble            20 Southwest Washington Watercolor Society (2)
     4 Clark County Music Teachers Assn.                          21 Mosaic Arts Alliance
     5 Columbia Dance Ensemble                                 Responded but not interested
     6 Filipino-American Association                              22 Vancouver Children's Opera
     7 Heartland Theatre                                          23 Jim Fischer, pianist
     8 Magenta Theatre                                            24 East Clark County Great Artists Series
     9 Tears of Joy Puppet Theatre                                25 Sue Hennum
    10 Vancouver Community Theatre                                26 BRAVO! Vancouver Wine & Jazz Festival
    11 Vancouver Onstage Prod.                                    27 Old Slocum House Theatre
    12 Vancouver POPs Orchestra
    13 Vancouver Symphony Orchestra
    14 Landover Athletic Club
    15 Vancouver USA Singers
    16 Junior Symphony of Vancouver

Figure 15: Arts Organizations

                                In addition, interviews were conducted with several major Portland-based arts
                                organizations to test their interest in using the proposed facility.

                                From this research, AMS finds that there is high demand for performing and
                                visual art space from organizations based in the market area. Demand for
                                performing space appears to be split between a small, 200-300 seat space and a
                                larger 600-800 seat venue. In addition, there are four organizations that would
                                use a theater consisting of 1,000 seats or more. The reader should note that the
                                purpose of this study is to document the community’s need and demand for a
                                facility and does not address the needs of a possible major user and partner -
                                Clark College. The College may well have preference for a large, 1,000+ seat
                                facility to accommodate assemblies, lectures, music festivals, etc. A large theater
                                would also be better suited to accommodate performance by professional touring
                                groups that may be presented by the College, a community arts organization or
                                other entities.

                                For performances, documented demand is for nearly 150 performances per year
                                from local arts organizations. This would be in addition to the College’s use,
                                professional touring performances and other non-performance uses of the facility.

                                Preferences for seating capacity range from less than 200 to over 1500 seats.
                                Figure 16 shows preferences for optimum, minimum and maximum seating
                                capacities for those groups who need less than 500 seats. As the chart indicates,
                                the greatest number of uses would be accommodated by a theater of
                                approximately 250 - 300 seats.

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                                  Seating Capacity Preferences (Small Theater)
 500
                      Minimum     Optimum    Maximum
 450
 400                                                              Indicated
         3
 350                                                              demand
                                                       3                           4               2              18
 300
 250
                          8             50
 200
                                                                       8
 150
 100
  50
   0
       Anonymous    Clark County     Heartland       Junior       Magenta      Tears of Joy   Vancouver       Women's
        Response   Music Teachers     Theatre     Symphony of     Theatre     Puppet Theatre Comm. Theatre recitals/Choral
                       Assn.                       Vancouver                                                 Ensemble

Figure 16: Small Theater Demand




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                                                  As the chart below shows, groups seeking 500 seats or more projected over 65
                                                  annual performances. Most demand if for a venue consisting of between 600 and
                                                  800 seats.
                                                                                  Seating Capacity Preferences (Large Theater)
                           2000
                                                                                                  Minimum             Optimum             Maximum

                           1800
                                                                                   2                                                                             16
                           1600

                           1400

                           1200

                           1000
                                           4                          2                                                                                2                            8
                             800
                                                                                                                                 2           4
                             600                        16                                                         4                                                                            18
                                                                                                  3
                             400

                             200

                                 0

                                 on              ble          on             lub             r            re             re            d.           ra                        ger
                                                                                                                                                                                 s         le
                             reg            sem           iati             cC            uve           eat           eat           Pro           est          stra                       mb
                           fO             En           soc             leti          nco           t Th            Th           ge            rch         che             Sin         nse
                     ety
                         o             ce            As             Ath           Va           ppe            nity           sta          sO            Or            SA           alE
                  oci            Da
                                     n           an              er          yo
                                                                                f           Pu            mu              On           OP            ny           er U          hor
                cS           bia             eric          dov           hon             oy            om             ver          er P           pho        ouv            ls/C
             usi           um            -Am            Lan           mp             of J         er C            cou          ouv             ym        anc            cita
            M         Co
                          l
                                      ino                          Sy            ars            uv           Va
                                                                                                                 n          nc            er S          V             re
        ber                      Filip                         ior            Te            nco                           Va           ouv                       en's
     ham                                                  Jun                             Va                                       anc                      om
    C                                                                                                                            V                         W




Figure 17: Large Theater Demand
Analysis

                                                  There was also discussion regarding the possible use of a new facility by
                                                  Portland-based arts organizations. Based on the consultant’s experience and two
                                                  interviews with Portland organizations, it is most likely that Portland
                                                  organizations would only come to Vancouver on a presenting basis (meaning that
                                                  they would not assume any financial risk themselves by requiring payment of
                                                  talent fees or a guarantee on ticket sales). Generally speaking, a larger theater
                                                  (±1,000 seats) would be desirable for symphony, ballet and opera and a smaller
                                                  facility (±500 seats) more suitable for theater performances.




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Southwest Washington Center for the Arts Feasibility Study




                     Visual arts organizations were also surveyed and expressed need for exhibit and
                     classroom space. Survey results are summarized below.
                     ♦ Prospective users
                                  o    Clan Chattan Foundry
                                  o    Gallery 21
                                  o    SW WA Watercolor Society
                                  o    Mosaic Arts Alliance
                     ♦ Needs
                                  o    Exhibit space
                                           §    300 to 5,000 square feet
                                           §    2 to 12 weeks per group per year
                                           §    Some willing to rent
                                  o    Classrooms
                                           §    One or two rooms
                                           §    300 to 1,000 square feet
                                           §    Year round use

       Conclusion
                     Data collected from area arts organizations suggests strong demand for
                     performing and visual arts facilities in Vancouver. Currently, there is a limited
                     supply of available performing and exhibiting venues for local non-profit groups.
                     Performances now take place in school district facilities (which are available for
                     non-school uses on a limited basis), churches and other “found” spaces. There is
                     no dedicated, accessible arts venue in the area that meets documented, forecast
                     demand.
                     Furthermore, the Columbia Arts Center (a converted church), which was under
                     City ownership and widely available for community use, formerly served as a
                     focus of arts activity in the community. Now under private ownership, the 300-
                     seat facility remains available, but under a somewhat limited scope.
                     There are also plans to create more spaces for arts activity on the Historic
                     Reserve (adaptive reuse of the Head Quarters Building) and in Vancouver’s
                     downtown area. Specifically, space created in these two areas would be visual art
                     galleries and studios, administrative offices for arts groups, rehearsal studios and
                     set, prop, costume construction shops.

                     What remains missing from the current and planned facility “mix” in Vancouver
                     is a first-class venue for concerts, theatrical performances, touring shows and
                     miscellaneous public assembly functions. Perhaps the greatest need is for a
                     facility that serves as the focal point in the community for special performances


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                           and events. Having this resource will meet needs of local organizations that need
                           better, more accessible facilities in order to grow and will enable area residents to
                           attend events at a high quality venue without having to cross the river.

Comparable Facilities
                           A scan of selected 600 to 1800 seat performing arts facilities located in west
                           coast states was completed and an analysis of key operating and development
                           structures and scenarios made. These data have been used to inform the operating
                           pro forma and other recommendations made in this report.

                           Comparables research has been organized into two categories: comparable
                           facility types and comparable operating and development scenarios.

Summary of Comparable
             Facilities
                                    Figure 18: Lesher Center for the Arts, Walnut Creek, CA




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                       Figure 19: Mountain View Performing Arts Center, Mountain View,




                                                             CA
                                   Figure 20: Civic Arts Plaza, Thousand Oaks, CA




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                                   Figure 21: Mondavi Center, University California at Davis




Summary of Comparable
     Development and
   Operating Scenarios
                              Figure 22: College of the Canyons Arts Center, Santa Clarita, CA




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                        Figure 23:McIntyre Hall, Skagit Valley College, Mount Vernon, WA




                      Figure 24: Cohan Center for Performing Arts, California Polytechnic
                                    State University, San Louis Obispo, CA




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                        Figure 25: Performing Ar ts Facilities in Development at WA State
                                             Community Colleges




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                     Recommendations
                     Based on the research findings (summarized in the previous section), the
                     consultants find that there is support and demand in the Vancouver/Clark County
                     area to merit the development of a visual and performing arts facility developed
                     in partnership with Clark College. While the College may own the facility,
                     occupancy costs for the portion of the building which it would share use with
                     non-College users should be shared with the community. Occupancy costs for
                     that portion of the building used for the College’s Theater and Music departments
                     would be borne by the College. The Southwest Washington Center for the Arts, a
                     non-profit organization would assist with funding, insure adequate access by
                     community organizations to dates in the facility and, possibly, present
                     professional touring performances.
                     Southwest Washington Center for the Arts’ commitment to the project and the
                     community’s interest and articulated need for a performin g arts facility creates a
                     successful environment for a fine and performing arts facility with a regional
                     scope.

                     Based on data from the User Needs Assessment and considering the size and
                     character of the market area, AMS recommends a multi-theater complex that
                     would ideally include a visual art gallery and three performance spaces as
                     follows:
                     ♦ 1,500 – 1,800 seat main hall (proscenium theater)
                     ♦ 500 – 800 seat proscenium theater
                     ♦ 200 – 300 seat flexible studio theater (a.k.a. Black Box theater)
                     Alternatively, a facility consisting of only two theaters could be considered that
                     includes a 1,500 seat main hall and a 250-seat flexible studio theater. If designed
                     properly using balconies and box seating areas, the 1,500 seat main hall could be
                     effectively reduced to a 700-seat hall for use by many of the organizations
                     desiring a lower seat-count. As many of the prospective users are music groups,


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                     the larger volume space of a 1,500 seat hall will provide better acoustics than a
                     smaller house.
                     The two building program scenarios are described in detail on the following
                     pages. The first program represents the “ideal” number and sizes of spaces, the
                     second program is offered as an alternative.
                     Order of magnitude costs estimates for the two programs are as follows:

                     Ideal Facility Cost Estimate: 114,400 gross square feet
                      Construction Cost Estimate
                                            Low              $350    per sq. ft.        $40,040,000
                                        Medium               $400    per sq. ft.        $45,760,000
                                            High             $450    per sq. ft.        $51,480,000


                     Alternative Facility Cost Estimate: 91,200 gross square feet
                        Construction Cost Estimate
                                              Low             $350    per sq. ft.        $31,920,000
                                          Medium              $400    per sq. ft.        $36,480,000
                                              High            $450    per sq. ft.        $41,040,000




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                          Figure 26: Facility Program
    Desired Facility Program

    Auditorium seating area                                 @     9              sq. ft./seat =       22,500 Sq. Ft.
            Black box theater and recital hall            250     seats                                2,250
                   Proscenium/apron/thrust                500     seats                                4,500
     Proscenium with orch. shell & balconies            1,750     seats                               15,750

    Large Hall Stage and Performer Support Spaces                                                     12,890 Sq. Ft.
            Stage & Stage Apron (large hall)     45      x       98                                    4,410
                 Orchestra Pit (40 musicians)     @     17       sq. ft./musician                        680
               Star & chorus dressing rooms         2 star, 2 group, 2                                 3,500
                                  Green room                                                             700
                                 Loading area                                                            400
                                Set assembly                                                             800
                                    Wardrobe                                                             400
          Control booth/follow spot positions                                                            800
                 Backstage offices & Storage                                                           1,200

    500-Seat Hall Stage and Performer Support Spaces                                                   8,340
                        Stage & Stage Apron      40       x       85                                   3,400
                                Orchestra Pit    @       17       sq. ft./musician                       340
               Star & chorus dressing rooms          2 star, 2 group                                   2,000
                                 Green room                                                              300
                                Loading area                                                             300
                               Set assembly                                                              500
                                   Wardrobe                                                              200
          Control booth/follow spot positions                                                            800
                Backstage offices & Storage                                                              500

    Black Box Theater                                                                                  2,900
                Performance area allowance                   30        x         30                      900
               Star & chorus dressing rooms                       2 group                                500
                                Green room                                       (Shared)
                               Loading area                                                              200
                               Set assembly                                                              400
                                  Wardrobe                                                               200
                               Control booth                                                             400
                Backstage offices & Storage                                                              300

    Public Spaces                                                                                     23,675
                                 Main Lobby                6.5    sq.ft. per seat =                   11,375
                      500-Seat Theater Lobby               6.5    sq.ft. per seat =                    3,250
                            Black Box Lobby                6.5    sq.ft. per seat =                    1,625
                                  Restrooms               2.27    sq.ft. per seat =                    5,675
                           Concession areas                                                              500
                          Concession storage                                                             150
                                  Box Office                                                             400
                 Box Office admin. & storage                                                             200
             Front of House admin. & storage                                                             500

    Administration                                                                                     2,000
                            General Offices                                                            1,000
                          Conference room                                                                200
       Supply room/storage/office equipment                                                              500
                                  Restrooms                                                              300

    Academic Spaces                                                                                    8,250
                         Set/Paint/Prop shop                                                           1,000
                               Costume shop                                                              750
                   Rehearsal studios - Drama                                                           1,000
                   Rehearsal studios - Music                                                           1,000
                 Instrumental rehearsal room                                                           2,000
                        Vocal rehearsal room                                                           1,000
                       Theater classroom(s)                                                              750
                         Music classroom(s)                                                              750

                                SUB-TOTAL                                                             69,315
                        Adjusted net to gross     (circulation, mechanical, walls, etc.)      1.65
                  TOTAL GROSS Sq. Ft. (rounded)                                                      114,400


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                        Figure 27: Alternative Facility Program
    Performance spaces                                   @                   9 sq. ft./seat=   15,750
             Black box theater and recital hall            250 seats                            2,250
       Proscenium with orch. shell & balconies           1,500 seats                           13,500


    Large Hall Stage and Performer Support Spaces                                 12,305
              Stage & Stage Apron (large hall)    45      x       98               4,410
                  Orchestra Pit (35 musicians)    @      17       sq. ft./musician 595
                 Star & chorus dressing rooms        2 star, 2 group, 2            3,000
                                   Green room                                        700
                                  Loading area                                       400
                                 Set assembly                                        800
                                     Wardrobe                                        400
            Control booth/follow spot positions                                      800
                  Backstage offices & Storage                                      1,200

    Black Box Theater                                                                          3,200
                 Performance area allowance                   30       x       30                900
                Star & chorus dressing rooms                                                     500
                                 Green room                                                      300
                                Loading area                                                     200
                                Set assembly                                                     400
                                   Wardrobe                                                      200
                                Control booth                                                    400
                 Backstage offices & Storage                                                     300

    Public Spaces                                                                              16,998
                                  Main Lobby                 6.5 sq.ft. per seat =              9,750
                             Black Box Lobby                 6.5 sq.ft. per seat =              1,625
                                  Restrooms                 2.27 sq.ft. per seat =              3,973
                            Concession areas                                                      500
                          Concession storage                                                      150
                                   Box Office                                                     400
                  Box Office admin. & storage                                                     200
              Front of House admin. & storage                                                     400


    Administration                                                                             2,000
                               General Offices                                                 1,000
                        Small Conference room                                                    200
                          Supply room/storage                                                    500
                                    Restrooms                                                    300

    Academic Spaces                                                                            8,250
                            Set/Paint/Prop shop                                                1,000
                                  Costume shop                                                   750
                      Rehearsal studios - Drama                                                1,000
                       Rehearsal studios - Music                                               1,000
                    Instrumental rehearsal room                                                2,000
                           Vocal rehearsal room                                                1,000
                          Theater classroom(s)                                                   750
                            Music classroom(s)                                                   750

                                  SUB-TOTAL                                                    55,303
                          Adjusted net to gross (circulation, mechanical, walls, etc.)     1.65
                        TOTAL GROSS Sq. Ft.                                                   91,200



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                     Management &
                     Operations
                     In this section, the management and operating plan for the proposed facilities is
                     set forth. This includes projections of staffing requirements, utility costs,
                     utilization, revenue projections and other aspects. A detailed forecast of
                     utilization, expenses and revenues has been attached as an appendix. The
                     following is a list of general assumptions that accompany the projections:

                     1. The facility will be owned and operated by Clark College (“the College”).
                        NOTE: at the time of this writing the CLARK COLLEGE BOARD OF
                        TRUSTEES HAS NOT DECIDED if the College will participate in the
                        proposed project. The consultants believe that College ownership and
                        oversight is advisable and have included this assumption in illustrating a
                        management and operating scenario.

                     2. The role of the Southwest Washington Center for the Arts non-profit
                        organization is assumed to be that of project advocate , fundraiser,
                        community liaison and presenter. The role of presenter may ultimately be
                        played by another organization, but for this forecast the consultants have
                        assumed that SWCA’s mission would be expanded to include presenting
                        programs in the new facility.

                     3. The facility will be debt free upon opening and tax exempt

                     4. All estimates are made assuming a “base-stable” year of operations, assumed
                        to be the third year after opening

                     5. In this estimate, no allowance has been made for pre-opening costs that will
                        be required during the planning and development. Such costs may include
                        personnel, legal council and fundraising expenses.

                     6. All estimates are in 2004 dollars



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                      It should be noted that the projections represent a forecast of the most likely
                      results of operation and are based on current conditions and forecasts of use. It
                      must be recognized that the program of events presented below is not an exact
                      schedule of activity, given that the building will not be operational for several
                      years.

Building Program
                      As was detailed in the previous section of this report, the facility will encompass
                      approximately 114,400 square feet and include the following major spaces:
                      ♦ 1,750-seat Main Hall (proscenium configuration)
                      ♦ 500-seat Theater (proscenium configuration)
                      ♦ 250-seat Black Box/Studio Theater and recital hall
                      ♦ Large lobby and public circulation space with room to exhibit visual art
                      ♦ Backstage support spaces such as dressing rooms, scenery shop, etc.
                      ♦ Faculty offices, practice rooms and other academic spaces

       Utilization
                      The Center will be utilized by the College and community to accommodate
                      community and professional performing arts events with a particular focus on
                      youth and family programs. The facility will also be used by the Music and
                      Theater departments for their concerts and productions. In addition, the facility
                      will accommodate a wide variety of art exhibits, meetings, assemblies,
                      presentations and special events presented by other College departments, student
                      associations, and private non-profit and commercial entities from the area. On the
                      following page, AMS forecasts over 750 performances, rehearsals, classes and
                      special events will take place in the new arts center (including over 300 uses by
                      the College for classes, rehearsals, performances, lectures, festivals and special
                      events) bringing over $320,000 in rental revenue and generating over 400,000
                      attendances at performances and events.

                      This utilization forecast is made for the income generating spaces of the facility
                      including the Main Hall, Theater, Black Box/Studio and Lobby. Utilization of the
                      classrooms, labs, practice rooms, etc. and have not been included in the estimates
                      as they will be used primarily as academic spaces and will not typically host
                      ticketed events or be rented to community groups on a regular basis. However,
                      the occupancy costs associated with these spaces have been included.




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                              Figure 28: Utilization Summary
        SCHEDULE 7: UTILIZATION                                  Base Year

        SUMMARY                                              USES     Rental Income


        Main Hall (1750 seats)
         TOTAL COLLEGE USES                                     50             $0
         TOTAL LOCAL USES                                       87        $92,461
         TOTAL OTHER USES                                       67       $135,100
        TOTAL - MAIN HALL                                      204       $227,561

        Theater (500 seats)
         TOTAL COLLEGE USES                                    130              $0
         TOTAL LOCAL USES                                       52         $22,000
         TOTAL OTHER USES                                       49         $30,750
        TOTAL - THEATER                                        231          52,750

        Studio Theater (250 Seats)
         TOTAL COLLEGE USES                                     135             $0
         TOTAL LOCAL USES                                       103        $20,375
         TOTAL OTHER USES                                       15          $5,375
        TOTAL - STUDIO THEATER                                 253         $25,750

        Non-Performance Spaces
         TOTAL LOBBY RENTALS                                    16          $8,800
         TOTAL GALLERY RENTALS                                  16          $5,500
         TOTAL GREEN ROOM RENTALS                               35          $2,250
        TOTAL - NON-PERFORMANCE SPACES                          67         $16,550

        TOTAL USES & RENT                                      755       $322,611
    Note: includes rehearsals, technical rehearsals, performances, non-performance events, etc.

                      Presenting Series
                     The utilization estimate for the Main Hall includes a projected 24 professional
                     touring performances presented by the Southwest Washington Center for the Arts
                     (or other community non-profit arts organization). These performances may
                     include concerts, children’s theater, popular entertainers, etc. In the operating
                     projection, AMS has assumed that the SWCA would use the facility on a rental
                     basis paying a special “resident company” rate as acknowledgement of the
                     group’s anticipated capital fundraising assistance (the same rate applies to the
                     Vancouver Symphony Orchestra and other frequent users who may also assist
                     with raising capital funds). The financial proje ction does not include the costs
                     and revenues related to the series, as they would not be on the books of the
                     facility. If SWCA decides to become a presenting organization, it should expect
                     fundraise to support the presenting series.



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                                   Clark College Utilization
                                   AMS has made estimates of use by College departments based on input received
                                   from Music and Theater department faculty, comparable facilities and the
                                   consultants’ experience working with college and community arts facilities. AMS
                                   estimates that 46% of the use of performance spaces (Main Hall, Theater and
                                   Black Box/Studio) will be generated by Clark College. Obviously, 100% of the
                                   building’s academic spaces would be used by the College.

            Performance Space Utilization Summary

          TOTAL OTHER
              USE
              19%



                                                                TOTAL
                                                             COLLEGE USE
                                                                 46%




      TOTAL LOCAL
          USE
          35%



Figure 29: Utilization Breakdown




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    Earned Revenue
                          The Center will generate over $520,000 from facility rentals, ticket sales fees and
                          reimbursements for event staff and use of equipment. The estimate also includes
                          revenue earned by collecting a $1.00 “facility fee” on every ticket sold for events
                          at the facility, a typical practice at performing arts facilities nationwide.

                                                     Figure 30: Revenue Summary
                                                                                            Base Year
                           Facility Rental
                           Main Hall                                                           $227,600
                           Theater                                                              $52,800
                           Studio Theater                                                       $25,800
                           Non-Performance Spaces                                               $16,600
                           Costs Recovered from Renters                                        $199,200
                            Sub-Total, Facility Rental                                         $522,000


                           Other Operating Revenue
                           Food/Beverage, Net                                                   $73,400
                           Box Office Fees                                                      $65,600
                           Facility Surcharge                                                  $332,300
                            Sub-Total, Other Operating Revenue                                 $471,300

                           TOTAL OPERATING REVENUES                                             $993,300

Contributed Revenue
                          The proposed Center for the Arts will not cover its operating expenses with
                          earned revenue alone, as is the case with all facilities of this nature. AMS
                          forecasts that over $800,000 in contributed funds, endowment income and/or
                          subsidy will be required annually (see Figure 32). These funds will come in the
                          form of donations from in dividuals, corporate sponsorships, grants, endowment
                          earnings and from the College to cover building occupancy costs such as utilities,
                          maintenance, insurance and technical staff necessary to support the Music and
                          Theater departments and other College programs.
                          Since the College cannot subsidize the community use of this facility in terms of
                          operating costs, the community will have to bear a portion of operating costs.
                          This share might be prorated on the basis of utilization. The estimates indicate
                          that 46% of the use of the theater will be College-related and that the portion of
                          the building that will be dedicated to academic space is about 10% of the total.
                          Following this formula, 46% of the occupancy costs for the theater portion of the
                          building would be borne by the College, a total of $343,372 ($829,000
                          occupancy cost X 46% of use X 90% of building) plus 10% of the total
                          occupancy costs, $82,900, for a total of $426,272. Other, more complex formulas
                          could be developed based on more detailed analysis of utilization and State


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                     appropriations. Community colleges in Washington are appropriated $5 per
                     square foot for the operation of academic facilities from the State.

   Management
                     Under this operating projection it is assumed that the College will manage the
                     operations of the center, working closely with the campus facilities department,
                     the Music and Theater departments, Southwest Washington Center for the Arts,
                     Clark Colle ge Foundation and other partners from the community (again, the
                     reader should note that as of this writing the College has made no decision
                     regarding its participation in this project). AMS has estimated that five full-time
                     employees will be required to manage the performing arts center’s activities.
                     Additional personnel will be required for maintenance, custodial services and
                     security as well as part-time box office staff, house management and stagehands
                     for events. The full-time positions are as follows:
                     ♦    General Manager
                     ♦    Business Manager
                     ♦    Technical Director
                     ♦    Assistant Technical Director
                     ♦    Box Office Manager
                     This staff list assumes that the Theater and Music departments will assign faculty
                     and staff to oversee department activities and events.
                     Based on discussions with College officials, benefits have been estimated at 32%
                     of salaries for full-time employees and 24% for part-time employees. Total cost
                     of wages and benefits for the new center is approximately $436,000.
                     It is assumed that marketing and development activities for the Center will be
                     carried out by Clark College staff, College Foundation staff and Southwest
                     Center for the Arts staff and board members. It is likely that these duties can be
                     fulfilled by existing staff and/or new staff members that would not be hired
                     exclusively for the new facility.
                     Following the pattern discussed above for occupancy costs, a formula to share
                     management salaries between the College and community could be established.

       Expenses
                     Operating expenses have been estimated for the third year after the facility opens
                     (see Figure 31). This is assumed to be the first “base-stable” year of operations.
                     The total budget is estimated to be approximately $1.8 million including cost
                     projections of administration, personnel, marketing, production and a 10%
                     contingency. Occupancy costs (such as utilities, insurance, security and
                     maintenance) have been estimated at $7.25 per square foot based on comparable
                     facility data.
                     The estimate utilizes year 2004 dollars and the forecast does not include Clark
                     College Music and Theater department costs.



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                              Figure 31: Base Year Expense Summary
                    Administration & Finance
                    Compensation - Finance/Admin                         $158,400
                    Part-Time, Overtime, & Temps                           $5,000
                    Professional Fees (CPA, Legal, etc.)                  $10,000
                    Insurances & Bonding                                  $35,000
                    Telephone                                             $14,400
                    Other Overhead                                        $94,500
                    Sub Total, Admin. & Fin.                             $317,300

                    Facility Marketing & Special Events
                    Compensation (Public Relations)                       In admin.
                    Brochures & Publications                               $10,000
                    Market Research/Misc. Expenses                          $7,000
                    Institutional Promotion                                 $8,000
                    Public Relations/Special Events                         $5,000
                    Sub Total, Mktg.                                       $30,000

                    Box Office
                    Compensation                                         $102,800
                    Box Office Overhead/Computer System                   $12,000
                    Sub-Total, Box Office                                $114,800

                    Production & House Services
                    Personnel                                            $162,300
                    Overhire                                               $4,000
                    Event Staff Cost                                     $159,400
                    Repair & Maintenance - Tech. Equipment                $14,000
                    Production Supplies                                    $7,000
                    Usher & Misc. FOH Expenses                             $7,500
                    Sub-Total, Production Operation                      $354,200
                     (cont'd)
                    Plant Operations
                    Occupancy Costs (include list below)                 $829,400
                       Part-Time, Overtime, & Temps
                       Security Services
                       Janitorial Services
                       Utilities (Gas, Electric, Water, Sewer, Trash)
                       Maintenance Contracts
                       Grounds Upkeep & Exterior
                    Sub-Total, Plant Operations                          $829,400

                    Expense Contingency                                  $164,600
                    TOTAL OPERATING EXPENSES                            $1,810,300

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  Budget Summary
                         AMS estimates that the proposed Southwest Washington Center for the Arts will
                         earn approximately 55% of its operating budget from facility rentals,
                         concessions, service charges and other fees. The remaining 45% of the annual
                         budget will be covered through contributions, grants and the College.

                                           Figure 32: Operating Financial Summary
                                   EARNED REVENUES
                                    Rental Income                                         $322,800
                                    Chargebacks & Cost Recovery                           $199,200
                                    Concessions (Net Revenue)                              $73,400
                                    Box Office Fees & Commission                           $65,600
                                    Facility Ticket Surcharge                             $332,300
                                   TOTAL EARNED REVENUES                                  $993,300

                                   OPERATING EXPENSES
                                    Administration & Finance                             $317,300
                                    Facility Marketing & Special Events                    $30,000
                                    Box Office                                           $114,800
                                    Production & House Services                          $354,200
                                    Building Operation                                   $829,400
                                    10% Expense Contingency                              $164,600
                                   TOTAL OPERATING EXPENSES                             $1,810,300

                                   OPERATING RESULT                                       (817,000)
                                   Operating Revenue as % of Expenses                          55%


Operating Costs for
Alternative Program
                         The alternative program comprises a 1,500 seat theater and a 250 seat studio
                         theater; the 500 seat theater is excluded. The total building size is reduced by
                         20% to 91,200 square feet. Utilization would also be reduced. AMS’s estimated
                         use of the 500 seat theater totals about 10% of operating revenues.

                         Based on the reduced building size and reduced utilization of the 500 seat theater,
                         there would be significant impact on the operating projections. First, occupancy
                         costs would be reduced by about 20% or $165,880. Operating revenue would not
                         be reduced by the full amount estimated since it may be anticipated that several
                         users would transfer their proposed programs to the 1,500 seat theater. If one
                         quarter of the projected events were transferred, a conservative estimate, the
                         impact on operating revenue would be a reduction of about $74,475 ($993,000 X
                         10% X 75%). The total net impact would reduce the projected base year
                         operating deficit by about $91,405 to approximately $725,600.




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                         Funding Analysis
                         The following summarizes research conducted into potential funding sources for
                         constructing and operating the proposed Center for the Arts. It is not intended to
                         be a comprehensive report of funding options, nor does it represent a
                         recommended fundraising strategy. Rather, it defines a selection of options and
                         suggests some viable opportunities.

Foundation Funding
                         Research into foundations that have funded cultural facilities projects,
                         particularly in the State of Washington and Clark County was conducted via
                         library, internet searches, and interviews with local development people.
                         Particularly useful sources included the Foundation Center database
                         (http://fdncenter.org), Operating Grants for Nonprofit Organizations (Oryx
                         Press, 2000), and the Directory of Building and Equipment Grants (Research
                         Grant Guides, Inc.).

                         Criteria used to identify prospective foundations were:
                         •    Funds within the State of Washington and Pacific Northwest
                         •    Arts and Culture
                         •    Theater
                         •    Performing Arts
                         •    Youth
                         •    Community Development
                         •    Arts and Education
                         •    College/Higher Education

                         From this research, AMS has identified the following foundations as
                         prospects for the Southwest Washington Center for the Arts:




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                                      Foundations that Fund the Arts and Culture
                     Alaska Airlines, Inc. Corporate Giving Bobo Foundation
                     Program                                Building for the Arts (BFA) program
                     Attachmate Corporation Contributions   (WA State)
                     Program


                                       Foundations that Fund Performing Arts:
                     Allen Foundation for the Arts         Norman Archibald Charitable
                                                           Foundation
                                                           The Baker Foundation


                                      Foundations that Fund Arts and Education
                     The Foster Foundation                 Humanities Washington
                     Hidden Charitable Trust               Charles See Foundation
                     Hilen Foundation                      Southwest Washington Independent
                     Kelly Foundation of Washington        Forward Thrust
                                                           Samuel and Althea Stroum Foundation

                                  Foundations that support Children/Youth Services
                     Aven Foundation                       PACCAR Foundation
                     Charlotte Y. Martin Foundation Trust  Starbucks Corporation Contributions
                     Morningside Foundation                Program

                            Foundations that Fund the Arts and College/Higher Education
                     Meadowdale Foundation                 Patrons of Northwest Civic, Cultural &
                     Foundations that Fund Arts and        Charitable Organizations
                     Community Development                 Plum Creek Foundation
                     Nordstrom, Inc. Corporate Giving
                     Program

   Best Prospects
                     The Allen Foundation for the Arts
                     This independent foundation was established in 1987 by Paul Allen of Microsoft.
                     The foundation supports capital campaigns for the development and expansion of
                     new cultural facilities and for endowment campaigns. The foundation supports
                     the literature, museums, performing arts, theater and visual arts. The total giving
                     by this foundation in the year 2002 was $6,517,118. Contributions included
                     $714,000 to the Seattle Children’s Theater for an endowment; $500,000 to the
                     Pratt Fine Arts Center in Seattle for construction of a new arts education and
                     creation center; $440,000 to the Intiman Theater in Seattle for an organizational
                     capacity building and annual programs; and $200,000 to the Historical Society of
                     Seattle and King County for acquisition of a new museum facility site. The
                     Allen Foundation also contributed to programs in Alaska, Minnesota, New York
                     and California.

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                     Charlotte Y. Martin Foundation Trust
                     This independent foundation was established in 1988 and gives primarily to
                     organizations in the Pacific Northwest. The Charlotte Y. Martin Foundation
                     Trust gives to organizations providing youth-related programs designed to
                     educate and develop young people’s cultural awareness beyond the basics of a
                     formal classroom education. Their field of interest includes children/youth,
                     higher education, performing arts, visual arts, youth development and
                     centers/clubs. The total giving for this organization in 2001 was $961,388 with
                     $141,255 allocated specifically for arts programming.

                     Foster Foundation
                     This independent foundation was established in 1984 and gives primarily to
                     organizations in the Pacific Northwest. They focus on education, performing arts
                     and social services. Their total giving in 2001 was $2,272,050.

                     Meyer Memorial Trust
                     The Meyer Memorial Trust was created by the late Fred G. Meyer who built the
                     chain of retail stores bearing his name throughout the Pacific Northwest. The
                     trust provides general purpose grants for education, the arts and humanities,
                     health, and social welfare. As of March 31,2004, the Trust's assets were
                     approximately $500 million, making it one of the largest foundations in the
                     Pacific Northwest. Since inception, the Meyer Trust has issued nearly 4,500
                     grants totaling $335,000,000. About $1,134,000 was specifically allocated to
                     Arts and Humanities projects in Oregon and Clark County, Washington.

                     Norman Archibald Charitable Foundation
                     This independent foundation was established in 1976 and gives primarily in
                     Washington State. This foundation supports youth and child development
                     programs, higher education, museums and the performing arts and social
                     services. This foundation’s total giving in 2003 was $564,447.


                     Southwest Washington Independent Forward Thrust (SWIFT)
                     This public charity was established in 1975 and gives primarily in Clark,
                     Skamania, Klicitat and Cowlitz counties. Their field of interest includes the arts
                     and education. Their total giving in 2002 was $156,000.

                     Weyerhaeuser Company Foundation, Inc.
                     The Weyerhaeuser Company Foundation awards programs in communities where
                     the company has major facilities and where employees have a presence. Grants
                     are usually awarded to programs that make a significant difference in the quality
                     of life in these communities. Also, through its matching gifts program, the
                     Foundation will match qualifying donations made by employees to K–12 public
                     schools or to a college or university. This foundation granted approximately $9.9
                     million in grants in 2003. To date, these donors have not been engaged in
                     cultural institution campaigns.



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      National Foundation
                 Funding
                               The Kresge Foundation
                               The Kresge Foundation, an independent, private foundation, was created in 1924
                               by Sebastian S. Kresge (founder of Kmart) “to promote the well-being of
                               mankind.” The foundation’s geographic scope is national. The Kresge
                               Foundation has a long history of funding arts and educational facilities through
                               their “Bricks and Mortar” program. Kresge typically funds projects through
                               challenge grants (or matching grants) and tends to participate once local financial
                               support has been demonstrated.

                               The Kresge Foundation also has an excellent program designed to build the
                               capacity of local community foundations and in 1999 awarded $18 million in
                               challenge grants to community foundations across the country. The Partnership
                               to Raise Community Capital program helps emerging community foundations
                               establish unrestricted endowment funds.

       Title Sponsorship
                               In many communities across the United States, public and private cultural
                               institutions are attracting major corporate contributions by offering “naming
                               rights.” Naming rights are typically related to a corporate marketing decision
                               rather than philanthropy and have been prevalent in the sports field. For the
                               proposed project, a local corporation or individual might be recruited for title
                               sponsorship. A significant gift could be sought as part of a capital campaign’s
                               “silent phase” where fundraising efforts are conducted by hosting private
                               meetings and small group events. To obtain this level of support, it would not be
                               uncommon for local government officials, college trustees and administration to
                               be engaged in the cultivation and asking process.

State & Federal Programs

       Community College
      Facility Development
                     Funds
                               In Washington State bond money is appropriated every year for the development
                               of new community college facilities on a competitive basis. Clark College may
                               be well positioned to receive significant funds given its large student population
                               and lack of performing arts facilities. Total funds available will not be known
                               until late 2004. If Clark College officials decide to proceed with the project, the
                               consultants believe that this source of funds is likely to be the most viable “lead
                               gift” prospect.

      Buildings for the Arts
                     (BFA)
                               This program was created in 1991by the State Department of Community, Trade
                               and Economic Development to coordinate the many requests that the State of

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                         Washington’s Legislature receives for support of arts-related capital projects.
                         BFA has appropriated more than $40 million in grants to non-profit performing
                         arts, art museum and cultural organizations to defray up to 20 percent of eligible
                         costs of the acquisition, construction or major renovation of capital facilities.
                         The grants are funded by the sale of state bonds every two years. The total
                         allocation for the years 2003-2005 is $4,468,000 including $700,000 that was
                         distributed to Cornish College in Seattle and $165,000 to the Western
                         Washington Center for the Arts in Port Orchard.

Other Public Funding
              Options
                         Both the Vancouver and Clark County have Public Facility Districts (PFDs)
                         which are supporting the convention center construction in Vancouver and new
                         developments at the County Fairgrounds. PFD are typically funded by a unique
                         State program that funnels a portion of state sales taxes back to local
                         communities. At present it is no longer possible for the arts center project to
                         capitalize on these funds. However, PFDs may assess and collect new sales taxes
                         for the express purpose of funding public facilities. This action would require a
                         local ballot measure3 .

                         The project could also be funded by a voter approved general obligation bond.

                         The National Endowment for the Arts does not currently have any capital
                         funding programs. However, like the Washington State Arts Alliance (WSAA),
                         the NEA funds a broad range of programs and initiatives. NEA and WSAA
                         money could be tapped in the future to fund specific programs at the new facility.

       Conclusions
                         AMS’s experience with arts facility projects indicates that, typically, at least two-
                         thirds of capital and general funding is provided by local government (including
                         state institutions of higher learning) and local philanthropic individuals (who
                         often are owners of local businesses) for both capital and general operating
                         funds. Moreover, most regional and national foundations expect that there be
                         significant local contributions before they will consider a contribution. Most
                         foundations will fund only registered charitable {501(c)(3)} organizations and
                         some will not fund a government project under any circumstances. In this case, if
                         the Clark College Trustees elect to own and operate the facility, it is likely that
                         the most viable singular source of major funds would be from State of
                         Washington Community College facility bonds.

                         If the proposed facility is to be located at Clark College, one issue to consider is
                         the College’s ability to obtain national and educational funding.

                         3
                           Source: “City and County Options for Creative Financing: PFDs, PDAs and 501(c)
                         (3)s” by Preston/Gates/Ellis LLP. The consultants also interviewed a representative of the
                         Washington State Auditor’s office.


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                     The location of this proposed performing arts facility in Vancouver, which is
                     perceived as underserved and a lower income area of nearby Portland, and the
                     demonstrated community need suggest that the project could meet the criteria of
                     many potential foundation funders. Most projects of this type however, depend
                     on the philanthropy of local individuals and attracting regional and national
                     funding is contingent on local support. Several specific factors will impact the
                     funding potential:
                              •   The ability of the arts community to remain unified and clear about
                                  the vision, direction and purpose of the arts in Vancouver and Clark
                                  County. Community leaders and funders will be unlikely to get
                                  involved if they believe there is discord within the arts community.
                              •   The substantial amount of competition for cultural grants locally and
                                  statewide, particularly with Portland and Seattle /Puget Sound.
                              •   The ability of Southwest Washington Center for the Arts to oversee
                                  the development of this project and maintain a broad-based board of
                                  community leaders with a track record in obtaining grants, state
                                  funds and other resources for arts and cultural projects. It is critical
                                  that SWCA remain in tact and in good standing.
                              •   The few private and corporate foundations based in Clark County;
                                  most major Pacific Northwest funders are located in Portland and the
                                  Puget Sound area.
                              •   Continuing to demonstrate that a new performing arts center would
                                  not be duplicative, is supported by the vast majority of area residents
                                  and will have a positive impact on the continued economic growth of
                                  the area.




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                     Next Steps
                     AMS recommends that the following implementation steps be taken by Clark
                     College, Southwest Washington Center for the Arts and the greater community.
                     These steps are listed in sequential order, though some should be pursued
                     simultaneously. If planning funds continue to be available and fundraising is
                     successful, execution of the project could take between four and eight years.

                          1. Decision by Clark College regarding participation in project. This will
                             require completion and acceptance of the Instructional Plan being
                             developed by the Music and Theater Departments and review,
                             acceptance and/or modification of the recommendations in this report.

                          2. If the College decides to move forward with the project, steps should be
                             taken to test the viability of obtaining State funds. This will aid in
                             planning for a community capital campaign.

                          3. Begin site selection and physical planning process with architects, theater
                             consultants, project stakeholders, etc. Having a detailed architectural
                             program, design and site will be essential for the capital campaign.

                          4. Secure capital lead gift(s) and commence raising needed funds.
                          5. Continue business planning by revising operating pro formas, utilization
                             forecasts and staffing plans. May also need to begin development of an
                             agreement with the College to insure community access to the facility for
                             an adequate number of dates and other issues.
                          6. When the majority of funds are secure (at least two-thirds), and if the
                             funding prognosis appears positive, construction can commence. An
                             important fundraising tactic is to bring potential donors to the site.
                          7. The decision to hire staff should be made after the project secures its
                             initial seed funding support. Staff will play a major role in planning and
                             organizing fundraising efforts and overseeing building construction and
                             program planning. The need for paid staff should be assessed in relation
                             to the availability of volunteers and available funding


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If the College Decides
      not to Participate
                            In the event that the College decides not to develop and operate the proposed
                            Center, SWCA would need to develop alternative plans for meeting the
                            community’s needs. The consultants suggest that the organization focus its
                            efforts with the Friends of the Arts who are attempting to develop a downtown
                            Arts District. It may also be advisable for SWCA to establish an achievable goal
                            that would keep the organization moving forward and maintain its credibility in
                            the community. Whatever the choice, it should be facility-related and achievable
                            with private funds. It is critical that the organization stay intact.




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                           Appendix I: List of Key
                                      Informants




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                    1   Anderson, Dan             Clark College Speech & Theatre
                    2   Appert, Don               Clark College Music Department
                    3   Baker, Nancy              Commissioner
                    4   Barnes, Scott             School for Arts & Academics, Assistant Principal

                    5 Barnes, Twyla               Educational Services District 1112, Superintendent
                    6 Barron, Bill                County Administrator
                                                  Manager of Business Development, City of
                    7   Baugh, Gerald             Vancouver
                    8   Bishoprick, Stan          Portland Opera Board of Directors, Chair
                    9   Bradley, Bob              Vancouver Tapestry Project
                   10   Branch, Wayne             Clark College, President
                   11   Burdick, Steve            Vancouver's Economic Development Manager
                   12   Cambell, Scott            The Columbian, Editor
                   13   Crowley, Chris            Developer, Amphitheater
                   14   Dengerink, Hal            WSU Vancouver, Chancellor
                   15   Duvik, April              Clark College Music Department
                   16   Elder, Gill               Centralia College
                   17   Ellertson, Donald         Washington Mutual Regional Manager
                   18   Fratt, Sue                Clark College Board of Trustees, Chair
                   19   Hartley, Dr. Phil         College of the Canyons
                   20   Johnson, Leann            Cultural Commission, Director
                   21   Kissinger, Michael        Bravo! Vancouver
                   22   Koenninger, Tom           Editor Emeritus for the Columbian
                   23   Lindquist, Mindy          Director for Senator Patty Murray
                   24   Luce, Liz                 District Director for Senator Maria Cantwell
                   25   Mason, Donna              Clark County/ Vancouver TV
                   26   Maurice, Alfred           Artist, retired arts administrator
                   27   McElwein, John            College of the Canyons
                   28   McKibbon, John            Vancouver Chamber of Commerce
                   29   Newman, Nester            State of Washington Auditor's Office
                   30   Nierenberg, Dave          Investment Management
                   31   Olsen, Chris              School for Arts & Academics, Principal
                   32   Owsley, Mark              Head of Cultural Commission
                   33   Patton, Carol             Former organizer of International Choir Festival
                   34   Peterson, Vernon          CPA/ Clark College Foundation
                   35   Phillips, Bart            Columbia River Economic Development Council
                   36   Ramsey, Chuck             Clark College Music Department
                   37   Roberts, Jaynie           Magenta Theatre, Slocum House Theatre
                   38   Robinson, Bev             Clark County YWCA, ED
                   39   Romanish, Bruce           WSU Vancouver, Dean
                   40   Sessions, Doug            Friends of the Arts
                   41   Sourek, Nancy             Community Foundation
                   42   Sparks, Dennis            Heartland Theatre Productions
                   43   Strahan, Elson            Vancouver National Historic Reserve Trust, CEO
                   44   Trounsdale, Gordon        Clark College Music Department
                   45   Tyrell, Brian             Centralia College
                   46   Wagner, Flo               Symphony Board, Parks and Recreation Board
                   47   White, J.D.               Land Use and Planning Consultant
                   48   Wilson, Harriet           Partner, Wilson-Wright Properties



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                        August 2004
Southwest Washington Center for the Arts Feasibility Study




                                 Appendices II – VIII:
                                      Separate Cover




                     AMS Planning & Research                 3
                     August 2004

				
DOCUMENT INFO
Description: Sample Non Profit Performing Arts Center Business Plan document sample