Flower Mound Community Arts Center

Business Plan

Date: 7/31/2021

— Webb Mgmt 800 West End Ave New York, NY 10025 212 929 5040 [email protected] webbmgmt.org

Table of Contents 1. Introduction ...... 3 2. Need Assessment Summary ...... 4 3. Advancing the Concept ...... 10 4. Operating Goals ...... 11 5. Programming Plan ...... 12 6. Governance ...... 15 7. Operating Policy and Practices ...... 17 8. Human Resource Development ...... 22 9. Operating Budget ...... 24 10. Economic Impact Analysis ...... 28 11. Critical Path Plan ...... 33

Appendices

A. Market Maps & Data B. Facility Inventories C. Space Calendars D. Pro-forma Operating Budget E. Economic Impact Metrics F. Critical Path Plan

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1. Introduction

Webb Mgmt is a management consulting practice for the development and operation of cultural facilities. The firm was established in 1997 and has since completed more than 450 projects for public and private sector clients in the United States, Canada and other countries.

We were initially hired by the Town of Flower Mound in the Fall of 2019 to develop a feasibility study for new cultural facilities, an idea that emerged from the 2018 cultural plan completed for the Town by the Cultural Planning Group.

Our first phase of work was a needs assessment – designed to determine what new facilities, if any, made sense in and for the community of Flower Mound. That work, which was completed in early 2020, concluded that new cultural facilities did make sense for Flower Mound, and went on to describe a number of possibilities that would be supported by local residents and align with community goals.

That concept for new facilities was presented to Town Council in the Spring of 2020, leading to our being hired for the second phase of work – a business plan for recommended facilities that would suggest how they might be programmed, operated and financially sustained.

This report is the combination of both phases of our work in Flower Mound. It starts with a summary of the needs assessment, identifying market opportunities for arts facilities in Flower Mound. We then present the business plan, starting with the definition of operating goals and programming strategy and then working through recommendations on governances, operations and then financial planning.

The COVID-19 pandemic has had a substantial impact on this work and all of us involved. Even though new facilities might not open until years after a vaccine is in place and public assembly is again safe, it is clear that there will be lasting impacts, including changes in audience behavior, the health of the nonprofit sector and funding priorities. We have attempted to take these issues into consideration throughout the study, also recognizing that the world might look a little brighter in the months after our work is done.

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2. Need Assessment Summary

Webb Mgmt was initially retained in October 2019 by the Town of Flower Mound to conduct a study on the feasibility of a cultural arts center for the community.

The impetus for this study was the 2018 Cultural Arts Master Plan for the Town of Flower Mound completed by The Cultural Planning Group. The Plan includes the following recommendations:

• Explore development of a cultural arts center or cultural venue that will serve as a central hub for arts, cultural and creative programming. • Commission a multi-faceted study assessing potential usage; configuration scenarios; associated costs of developing a facility for each scenario; and the inventory of existing spaces in Flower Mound and adjacent areas. The study should test scenarios inclusive of, but not limited to, a community arts center, a performing arts center, a multi-purpose facility for performing and visual arts, and others as identified. • Explore possible partnerships for development, ownership, management and operation of an arts venue.

The first phase of the feasibility study is the needs assessment, which has now been completed. That assessment considers the case for cultural arts facilities in terms of four key issues:

The Market: Who lives in, works in and visits the community of Flower Mound? And does that population represent a sufficient market for new cultural facilities as audiences and participants in various programs and events?

Facility Supply: What is the supply of arts and cultural facilities in and around Flower Mound? And are there gaps in that inventory that a new facility might fill?

User Demand: What is the demand for arts and cultural space on the part of local artists, arts organizations, arts educators and arts presenters? And does that level of activity suggest the possibility of busy and vibrant new facilities?

Benefits & Impacts: Finally, where does the Town of Flower Mound and the greater community want to be in the future? And how might the investment in new cultural facilities advance those goals?

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PUBLIC ENGAGEMENT AND OUTREACH

To complete the feasibility study, we interviewed a cross-section of cultural, political and community leaders; toured local and regional cultural facilities; studied the size and characteristics of the market area; developed and evaluated a detailed inventory of existing cultural arts facilities; estimated user demand for cultural spaces; and, reviewed long-term planning reports in order to understand how, and where, a cultural arts facilities project might align with community goals.

On Thursday, February 20th, 2020, over 60 members of the community attended a public forum at the Town Center. Individuals were notified about the meeting via Facebook, Twitter and the Town's Event Calendar and the meeting was broadcast on FMTV and streamed live on the Town's website at www.flower-mound.com/fmtv. In attendance were members of the music, theater and visual arts communities, including students from Flower Mound's public schools and teachers within Lewisville ISD. During the session, Webb Mgmt reviewed the planning process, shared ideas and themes that emerged from the research and invited questions and comments from attendees.

FORCES & TRENDS

The feasibility study begins with a review of the broader forces and trends impacting today's cultural sector. Across the country, we are observing declines in traditional performing arts audiences, increasing competition for private sector philanthropy, and increasing fragility on the part of nonprofit arts organizations due to a lack of productivity gains. At the same time, data and research also indicate increases in active arts participation, growth in the area of arts education, and improving arguments for the value of the arts. The result is that arts and cultural facilities have begun to embrace broader definitions of culture and increasingly aim to operate as community living rooms rather than palaces for the arts.

MARKET ANALYSIS

To define the market for cultural facilities in Flower Mound, four years of ticket buyer data from the Lewisville Lake Symphony and attendance data from the Town of Flower Mound's Parks and Recreation Department are collected and mapped. This mapping exercise suggests that the market for cultural programming is primarily within Flower Mound and the 15-minute drivetime surrounding the Flower Mound Town Center. The broader region is defined as the area within a 30-minute drive of the Town Center.

Having defined the market with these three rings, we then assess the demographic data from ESRI Business Analytics, a market research resource that expands and extrapolates Census data using a variety of inputs. This analysis suggests the following:

• The Town of Flower Mound and surrounding region can expect to continue growing over the coming years. The population within the 30-minute drivetime will eclipse

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2 million residents by 2024. This significant growth in the market represents an opportunity to build additional audiences for cultural arts programming. • High levels of educational attainment and affluent income levels suggest demand for traditional arts programs such as symphonic and theater performances. • The age profile of the market area is generally younger, with an above average number of children ages 14 and younger and adults ages 45-54. A focus on facilities that serve this younger demographic will be an important consideration. • The market areas are home to a diverse group of residents, including high percentages of Asian and Latinx residents, both above national averages. • The race and ethnic composition of the market informs another type of programming for a cultural arts center. It should reflect the diversity of the market and be inclusive of various art forms. This can include programming by local arts groups, partnering with local and regional ethnic associations and presenting touring groups that have representation from minority cohorts.

Overall, the size and characteristics of the market suggest propensity to support additional diverse forms of cultural programming. This is substantiated by the population demographics and national indicators regarding how different population characteristics respond to various arts activities.

COMPETITIVE ANALYSIS

Our assessment includes inventories of indoor performance spaces and program & gallery spaces. To compare the condition and functionality of each facility, a rating is assigned to each facility using eight variables. The highest possible quality rating a facility can receive is a 4.0. The inventories suggest the following about competition in the market:

• Local arts organizations use local and regional performance facilities primarily for performances and educational programming. Few indoor facilities are designed to specifically accommodate music, instead possessing the features and amenities for theater, dance and music performances equally. • Most of the indoor facilities have capacities between 100 and 500, medium quality ratings and medium to low availability. This suggests that there are gaps for a high- quality performance facility in the region between 500 and 800 seats. This is particularly true in Flower Mound, where none of the facilities have a quality rating above 2.3, nearly every facility has low or medium availability and 10 of the 12 facilities have an affiliation with a religious organization or school. • The inventory of program & gallery spaces shows a lack of available studio spaces for artists to create in the market area. A total of 106 unique program & gallery spaces are present in the Primary Market (15-minute drivetime), however within the Town, there is a gap in visual art spaces. There are only two galleries and few spaces have drafting tables, kilns or pottery wheels. 6

• Of the 106 unique program & gallery spaces, nearly 60% offer music classes in Flower Mound and 35% offer music in the Primary Market. Regionally, spaces supporting 2-D art spaces are the most prevalent, nearly 40%, while less than 20% of spaces support 3-D art in both the Local and Primary Markets.

USER DEMAND

Ten organizations are interested in utilizing a new performing arts facility in Flower Mound. Most of these organizations have demand for space that can accommodate music or dance. Important facility features include high-quality acoustics, a flexible seating arrangement, a rehearsal space, sufficient back-of-house support spaces, a catering kitchen and lobby/box office space.

In total, users have 252 days of demand for a performance space: 64 days for the actual performance and 188 days for rehearsals/tech on stage. The seating capacity of the performance space is different according to the arts organization. Three organizations have demand for 15 performance days in a 100-500 seat venue, four organizations have demand for 43 days in a 501-800 seat venue and three organizations have demand for 194 days of use for an 801-1,000 seat venue.

Each of these organizations would move their performances from other spaces in and around Flower Mound to a new facility. Current performance locations include the MCL Grand, Lamb of God Lutheran Church, Trietsch Methodist Church, McKinney Performing Arts Center and high school auditoriums.

The local performing arts groups expressed a need for rehearsal and gathering space. With some organizations meeting daily, there are 454 estimated days of use for rehearsal and support spaces per year.

Four users are possible anchors for a new facility due to their high demand for space, ongoing success in offering arts and culture programming in the market and capacity to grow their offerings in a new facility. These organizations include Rojas School of Music, Cross Timbers Arts Guild, the Town of Flower Mound and the Lewisville Independent School District.

COMMUNITY BENEFITS & IMPACTS

Community leaders suggest that new cultural facilities could contribute to quality of life, create sense of place, expand cultural offerings for children and families, and keep money in the community. A review of public planning documents from the Town and North Central Texas College (NCTC), including the Town's Economic Development Plan and Cultural Arts Master Plan and NCTC's Strategic Plan (2015-2020), informs this analysis. These plans emphasize the following initiatives: 7

• Enhance Economic Development through Cultural Arts: Continue to develop and improve community resources that contribute to a favorable business environment and encourage high-quality commercial development. • Build a Vibrant Town: Activate cultural and creative hubs (Lakeside, Riverwalk, Parker Square) and other areas throughout the Town providing more expansive arts and cultural experiences. • Create an Inclusive Arts & Cultural Environment: Make available appropriate, accessible gathering spaces for youth- offering a non-school-based place for arts and creative participation. • Community Partnerships between the Town and NCTC: Increase partnerships with local economic development centers, City leaders, the Independent School District to ensure maximum success among minority student populations.

CONCLUSIONS & RECOMMENDATIONS

Market data shows a large number of residents with high levels of educational attainment and household income, which suggests that individuals have the capacity and willingness to attend traditional arts events. In addition, the diverse population in the market presents an opportunity to offer varied programming and design facilities that appeal to residents of different racial and ethnic backgrounds.

The region lacks a performance facility of 300 to 800 seats that specializes in music, suggesting a gap in the market that a cultural center in Flower Mound could fill. Most facilities within Flower Mound have an association with a church or school/university and are heavily utilized, limiting the availability for community groups. We also observe that locally and regionally, there are few program spaces available to artists, children and adults.

Ten local arts organizations have moderate demand for a performance space, estimating a total of 64 performance days per year. There is a much stronger demand for rehearsal and program space, estimating 454 days of use per year.

Partnership opportunities are abundant in Flower Mound, with Rojas School of Music, Cross Timbers Arts Guild, North Central Texas College and Lewisville ISD presenting viable facility and program partners.

Local community planning documents prioritize economic growth through business development and nurturing a sense of place in the Town. At the same time, there is a sense that local leadership is reluctant to commit significant capital to a cultural project in the near term.

Based on these findings, we recommend that the community consider the development of a cultural arts facility with a 300-seat flexible performance space. This should be a high-

8 quality, state-of-the-art venue for the Flower Mound community that specializes in music, accommodating both contemporary and traditional forms. The venue should support other types of performance, including theatre, dance, film and speakers.

The cultural arts facility should also include rehearsal, program and teaching spaces. The need for support spaces to complement the performance space is equally as important. With many local arts organizations relying on churches and high schools to rehearse, there is a lack of consistency and access to the necessary rehearsal, teaching or program space. These spaces should also be available to rent for meeting and events and private gatherings. Additionally, we recommend the facility should include an education wing with the following components:

• Visual arts and general purpose classrooms • A multipurpose room for music and dance • Multiple music practice rooms for private instruction • Music studio/production space • Extensive food and beverage spaces, including spaces for concessions, support for catering, and perhaps a community and/or teaching kitchen.

Finally, the facility should have gallery and exhibition space that can host rotating shows and receptions. This space should be available for rent by the community at large and serve the visual arts community in Flower Mound. It should be capable of hosting professional exhibitions, student showcases and a variety of cultural programming hosted by the Town.

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3. Advancing the Concept Our recommendations for new arts facilities were presented to the Flower Mound Town Council in June of 2020. Council accepted that work and asked Town staff to continue working with the consulting team on the development of the business plan. There was limited progress with the business plan through the Summer and Fall of 2020 given the COVID-19 Pandemic. Nevertheless, we initiated discussions with key partners to advance the concept of a new arts center focused on lifelong learning. Those partners are:

• Midwestern State University, which is now part of the Texas tech system, is interested in access to new performance, rehearsal and teaching facilities with the goal of creating an educational ecosystem where children and adults can engage in the arts at various stages of their lives. • North Central Texas College serves a variety of communities across the DFW metro. Their goal is to increase partnerships with local cities and school districts. Currently NCTC has arts curriculum located at their Denton campus. • Lewisville Independent School District is interested in access to new and better facilities to provide students an opportunity to display and perform their work for the broader public. Current space and availability limitations restrict visual art classes from displaying work, and a performance space would provide Marcus High School and Flower Mound High School’s drama and music departments an opportunity to collaborate. • Flower Mound Parks & Recreation Department now offers a range of programs at the Community Activity Center (CAC) and Senior Center, and Town staff see additional opportunities to host programs, festivals and events. Those discussions led to the definition of principles that might guide the future development of new arts facilities in and for Flower Mound:

1. Arts education programs should be a primary focus of new arts facilities, and these programs can be designed and delivered by a combination of the school district, the colleges and the Town itself. 2. Programs should be designed to create a virtual pipeline through which Flower Mound residents, from children and families through adults and seniors, can pass to receive a lifetime’s worth of opportunities for active arts participation. 3. Local schools and colleges should also gain access to facilities for art creation, exhibition and performance in support of their own teaching programs. In the Spring of 2021, the Town of Flower Mound began to explore a new opportunity – to acquire the former School District Administration building as the potential site for a new arts center. On that basis, we have now advanced the business plan to support the exploration of that option, which might lead to some combination of adaptive re-use of the existing building, new construction on that site, and/or the potential development of outdoor programs and facilities such as outdoor theater and a location for industrial arts programs such as ceramics. 10

4. Operating Goals

Our assessment and these recommendations lead us to propose the following operating goals for a new community arts center in and for Flower Mound:

• Provide affordable access to well-equipped performance, rehearsal, program and support spaces to local and regional artists, arts educators and other community groups. • Serve as a center for lifelong arts education, creating a variety of active arts opportunities for local residents in partnership with local schools and colleges. • Contribute to the economic vitality of Flower Mound with active facilities that align with economic and community development goals, drive visitation and enhance quality of life. • Utilize a sustainable business model primarily driven by earned income, but also with significant contributed income from both the private and public sectors based on the value delivered by the Center to the community and region. These goals will guide us in crafting policy and procedures for the renovated venue, and to how it should be staffed and supported. Each goal makes sense and seems reasonable, but it is the combination of these goals that is challenging – providing access, staying busy and managing costs in a way that delivers value to the Town while remaining financially sustainable.

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5. Programming Plan Programming is the key to the success in cultural facilities – how they come to life in ways that support the arts and drive the community forward. We see several important elements to programming new facilities in Flower Mound.

ARTS EDUCATION

As discussed above, we see arts education as a fundamental part of the Center and the value it delivers to the Town of Flower Mound. There are one-off events like a special lecture, workshops that extend over a series of days or weeks, and then what we would consider courses, a longer set of events with a curriculum and registered students. As suggested above, the key to programs is partners, whether that be internal partners such as Parks and Rec and the Senior Center, or external partners such as Midwestern State University, North Central Texas College or the Lewisville Independent School District. And here the key will be to work closely with each group to design and deliver programs that are of interest to Flower Mound residents and that effectively centralize arts programming with the Town of Flower Mound.

PRESENTING

The Center should organize and deliver various types of events, from a holiday festival to the presentation of a touring dance company. Presented events can support the mission of the Center by providing residents with new learning experiences, or to see and hear regionally and nationally known artists. Partners will be important, as the financial risk lies with the presenter. The challenge with presenting is having the ability to choose and access the right events and promote them effectively such that a small set of performances has a large and positive impact on the community and the operating budget of the facility.

NONPROFIT RENTALS

It will be important for spaces in the Center to be available to local and regional nonprofits for occasional rentals. Our needs assessment suggests demand for a mid-size theater, rehearsal spaces, classrooms and exhibit space. The challenge with this activity is that nonprofit groups are generally unable to pay a level of rent that makes this activity profitable for the venue. At the same time, community access will be important to drive ongoing annual fundraising. Thus, facility managers must find the right level of nonprofit rental activity that fulfills community goals and drives fundraising at not too great a cost.

COMMERCIAL RENTALS

The final element is the commercial rental business, which is focused on meetings and special events. There could be private and corporate events, from meetings and conferences to reunions and celebrations. Rental rates will be significantly higher for this activity, but the venue must be able to provide first-class service to these renters. Most important will be food and beverage services, likely delivered in partnership with approved caterers in the region. 12

Once again, each of these program types makes good sense and is possible to pursue. The challenge is in the combination of these program types, balancing the desire for high profile touring acts with the need for community access and an educational mission, and managing the very different needs and resources of these users.

OPERATIONS WORKSHOPS

As a part of the business planning work, we convened (over Zoom) two set of potential users of new facilities in Flower Mound to get a better sense of the potential utilization of spaces and to inform the development of operating policy. These sessions were held in September 2020, with one for performing arts groups and the other for visual artists and groups.

Visual artists are interested in having multiple classrooms that can accommodate 2D- and 3D-creations. Pottery would be a nice addition to the Center, but not a necessity due to the space and equipment requirements to host pottery classes. The gallery space should have moveable walls, high-quality features to attract touring exhibitions and be larger than 2,000 sq. ft. A kitchen space to prepare food and a gift shop to sell artist’s creations are also desired. Leadership at the Center should be skilled at building relationships, expanding opportunities for local artists and be able to wear multiple hats. And a curatorial board should be established to support the operator in programming the gallery, ensuring the credibility and quality of the space is maintained.

Groups who participated in the workshop were invited to fill in dates on blank calendars for each of the proposed spaces in the Center. Here is a summary of the utilization proposed by the visual arts groups.

Flower Mound Community Arts Center Visual Art Gallery Charrette Calendar Totals Classroom by user Type Event Days Prep days Total Four-hour Rentals Beth Dilley Studio Arts Exhibit Com 27 3 30 14 Brenda Gribbin Studio Exhibit Com 27 2 29 - Cross Timbers Artists Guild Com 15 3 18 10 LISD Elementary School Ed 20 6 26 - LISD Middle School Ed - - LISD High School Ed 26 5 31 - Nancy Lawrence & Eilene Carver Art Exhibit Com 18 5 23 - Town of Flower Mound Cultural Arts Town 124 27 151 87 Total 257 51 308 111

Performing artists are frustrated with the way other facilities charge for every service or piece of equipment used. Some participants are concerned about their organization’s capacity to pay rent for the Center because they currently pay very little to access performance and rehearsal space in churches. Community arts organizations want a ’fair and democratic’ operator, someone that ensures all interested users have access to the facility.

Leadership at the Center should know the needs and demands of different performing arts groups. And these users prefer to have a base rental rate package that includes access to a 13

technical director, use of basic lighting and sound equipment, house staff and janitorial services.

Performing arts groups who participated in the workshop were invited to fill in dates on blank calendars for a 500-700 seat theater, a rehearsal room, the music and dance classroom, and a music production studio. Here is a summary of the utilization proposed by these groups.

Flower Mound Community Arts Center Music & Dance Theater Rehearsal Room Charrette Calendar Totals Classroom by user Type Event Days Prep days Total Four-hour Rentals Four-hour Rentals Beth Dilley Studio Arts Exhibit Com - - - Brenda Gribbin Studio Exhibit Com - - - Cross Timbers Artists Guild Com - - - LISD Elementary School Ed - - - LISD Middle School Ed 3 3 6 - LISD High School Ed 1 - 2 - Nancy Lawrence & Eilene Carver Art Exhibit Com - - - Town of Flower Mound Cultural Arts Town 3 1 4 4 108 Total 28 35 62 142 206

The theater, gallery, rehearsal space and classrooms all continue to show strong potential utilization by local groups and partners.

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6. Governance GOVERNANCE OPTIONS

The next issue is how recommended facilities should be owned, managed and operated. In our minds it is important to separate the question of who owns the building from who operates the building, also considering that different groups might provide skills and services in support of operations.

Ownership should be a function of funding—select the owner in the strongest position to gain the funding necessary to build the facility. The owner does not have to operate the building, as long as there is a strong contract between them and the operator that ensures that the operator is motivated to pursue the owner’s mission and goals for the building. The operating entity can also contract with others to provide operating services based on skills, relevant experience and support in the community.

In this situation, given that the Town is negotiating to purchase the former School District Administration building, they should be the owner of what will become the new community arts center.

Cultural facilities can be operated in different ways by different forms of organizations, including governments, educational institutions, commercial management companies and community-based nonprofits. In this case, there are four reasonable options for a facility in Flower Mound:

• An existing nonprofit or a new nonprofit created for this purpose • An educational institution(s) • A professional facility management organization • The Town of Flower Mound itself

A new nonprofit could be a good choice as these organizations represent key partners and constituents, are mission-driven and transparent, and have tax-exempt status as well as the ability to accept charitable donations. On the other hand, leading these organizations requires a deep community leadership pool. They are often competing with users for funding and there is no safety net in the event of financial distress.

Both the Bass Center in Fort Worth and the AT&T Center in Dallas are run by nonprofit organizations.

Educational institutions can be excellent facility managers. They are highly experienced at managing facilities, are skilled fundraisers and bring daytime activity to a facility. On the negative side, there is always community skepticism about access to school-run facilities given their busy schedules. There is also the problem that school-run facilities will always be perceived as nothing more than school-based facilities.

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There are a number of school-run facilities near Flower Mound, including those at the University of North Texas. Another interesting example is the new Arlington Independent School District Center for Visual and Performing Arts, which includes a 1,200-seat concert Center, a 450-seat theater, multipurpose space, gallery and classrooms. The facility is located near downtown Arlington and is to serve all schools in the District as well as a number of community-based groups.

Professional facility management organizations offer a different route. They are experienced with this building type, are professionally managed and staffed, and can achieve significant economies of scale by virtue of operating multiple facilities. But there are always challenges with these operators. Local nonprofits, for example, are justifiably concerned about access, and the quality of management is only as good as the manager assigned to operate the facility for the management company.

There are several commercially operated venues new Flower Mound, but they are larger music clubs and amphitheaters that do not support local arts.

Finally, cities and other levels of local government can be excellent facility managers. They have strong skills in managing buildings and are certain to promote the broader interests of the community in facilities. On the other hand, costs can be higher in municipal facilities, and there is always the risk of political interference in programming operations.

There are a number of good examples of government-run art centers near Flower Mound, including the Irving Arts Center and the Coppell Arts Center.

GOVERNANCE RECOMMENDATIONS

We would recommend that the Town of Flower Mound prepare to act as operator of a new community arts center. While there is a strong set of educational partners who want to be involved in the project, none have shown the willingness to be the operator of new spaces.

The Town’s first priority will be to advance the project by developing preliminary physical plans, site plans and a capital budget, with physical planning experts hired through a competitive bid process.

In terms of running the capital campaign to raise the funds necessary to build the community arts center, we would recommend that the Town consider the development of a foundation to take the primary responsibility for the planning and execution of the campaign. That group can then accept tax deductible donations from individuals, foundations and corporations.

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7. Operating Policy and Practices Cultural facilities are complicated to manage. They have a variety of uses, there are differing levels of sophistication on the part of users, and there are issues around public assembly and safety. It is certainly too early to set operating policy for a new community arts center in Flower Mound, but facility management policies and systems should address the following areas.

SCHEDULING

Master calendars should be developed and maintained by the facility manager, with the following policies:

• An annual scheduling template should be created 18 months in advance to assure sufficient annual dates and spaces. • Resident organizations (see below) can request dates between 12 months and 18 months in advance of the upcoming year. Final confirmation of requested dates is required no later than 12 months prior to the start of the scheduling year. • Nonprofit and commercial organizations interested in utilizing these spaces may request dates starting 12 months in advance. Dates must be confirmed within one month of the initial request. • Building management should reserve the right to retain certain days or weeks for facility maintenance and improvements. • Renters should be made aware of facility booking policies at the time of booking. Explicit policies detailing insurance requirements, deposits and payment schedules, and other charges should be in place.

RESIDENT ORGANIZATIONS

We would recommend that a set of community-based organizations have the opportunity to seek classification as resident organizations once the Center opens. These groups might include the Flower Mound Community Orchestra or the Cross Timbers Artist Guild.

Resident groups gain preferred rental rates and status for booking in exchange for bringing a certain amount of activity and benefit to the Center. These groups can guarantee a relatively consistent level of activity to attract users, audiences, and other visitors and build an image of the facility through consistent use, supporting ongoing marketing and fundraising efforts. Organizations should be required to qualify as resident users through an open application process. The criteria by which these organizations are selected should be published and might include some of the following:

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• Level of Programming: The organization agrees to bring a significant portion of its annual activity to the facility. Specific levels of use may be required within policies and criteria for resident groups. • Community Organization: The organization is a nonprofit arts organization based in Flower Mound. • Mission: The organizational mission is worthy and consistent with the goals of the Center and presents activities that enrich the lives of Flower Mound residents and visitors. • Quality: The organization creates work of quality that will enhance the image and reputation of the community arts center. • History: The organization has a track record of growth and financial stability. • Insurance & Safety: The organization can provide general liability and workers compensation insurance and is committed to the safety and security of the facilities. • Organizational & Program Development: The organization has made a commitment to organizational development that will bring its administrative skills, quality of programming and resources to an appropriate level.

RENTER RATES

Rental rates for rentable spaces should be scaled for three tiers: resident organizations, other nonprofits and commercial users. Base rental rates, which do not include additional fees such as technical labor, event staff, box office use or cleaning, must also remain affordable for local nonprofits, who currently pay very little for what spaces there are in the region.

LABOR EXPENSE & USER FEES

Renters of various spaces at the Center should have access to the facility’s Technical Director, but would pay additional fees for technical labor; event staff and use of the facility’s ticketing service and box office. Facilities will come with a basic equipment package, with specialized theatrical and audiovisual equipment made available at an additional cost. These fees will be assessed on top of base rental rates and will be charged to the renter.

TICKETING SERVICES

The Center and its staff, led by the Ticketing/IT Manager, will work with local and touring groups to determine ticketing needs and develop an appropriate system to be used by the building and its users. Key for all groups will be the capture and use of valuable data on the ticket buyers for audience development purposes. 18

FOOD SERVICE

The Center should provide multiple types of food service opportunities, including concessions and catering. While there is some potential for food service to provide an additional source of income, it is more important to consider these components as amenities for audiences and renters. We would recommend the following policies:

• Concessions should open for as many events and performances as possible, with products and services attractive to the building’s audiences that are appropriately priced. The pro-forma operating budget assumes that the concessions area is run internally, but it would also be worth considering contracting out concession management to a local food service provider through a competitive process.

• Part of the Center’s rental business will be attracting events brought through various event planners and caterers. There is thus a need for a flexible catering policy that can meet the needs of outside users and renters for different needs and at different price-points. Management should develop and share a list of preferred caterers to potential renters and event planners in advance of booking.

VOLUNTEER OPPORTUNITIES

Though the venue must have a professional staff, we would encourage the development of a volunteer labor force. This is an active region, and local volunteers often play a role in supporting the operation of community arts facilities.

Additional human resources are helpful to the organization, and volunteers can play an even more important role as ambassadors, grassroots marketers and even financial supporters. Volunteers could serve as ushers and event staff for performances, tour guides for the facility, teaching assistants and roving helpers. We would also stress the importance of treating volunteers like employees in terms of how they are trained, monitored and evaluated. A part-time Volunteer Manager should be responsible for the recruitment, training, scheduling and management of volunteers.

SAFETY & SECURITY

It is an important reality of our world that all public facilities must be developed and operated to be safe and secure, able to respond to all forms of human and natural disasters with trained staff and safe facilities. Though many of the choices for safe and secure facilities are already embedded in building codes, there is much more work to be done in the development of operating policy and procedures, such as:

• Risk Assessment: Facilities should all go through a risk assessment process to consider what are the things that are likely to happen, could happen or are just barely conceivable, imagining all possible emergency situations. It’s really thinking about the likelihood of various possibilities and then what can be done to minimize 19

the possibility and then minimize the impact of such an event. Remember that cultural facilities are highly visible in the community and people are often gathered there. That makes them target of opportunity, so the risk assessment is important. • Increasingly we can look to new technologies to support safety and security, starting with controlled access to facilities. But those technologies are only effective if the technology is maintained, and staff are trained in its use. • Training, training, training: Policies and procedures are worthless unless leadership, staff and volunteers are trained and re-trained on safety and security protocols.

DIVERSITY, EQUITY & INCLUSION

These are critically important issues that can and should influence how facilities are led, staffed, programmed and operated. There are emerging policies at the local, State and Federal levels that address these concerns. But this isn’t so much a set of policies as it is a culture that pervades an organization. We must all ask ourselves if the choices we make are fair and equitable, and if they create opportunities for those who have historically been denied equality. We see three important steps in that process:

1. Learn who is out there in the community; 2. Listen to what their needs are; and, 3. Develop programs and plans not for them, but with them.

ENVIRONMENTAL SUSTAINABILITY

Finally, we would stress the importance of environmentally sensitive operating practices at the Center. Here are some ideas coming from other community arts venues:

• Transportation: The Center should encourage the use of public transportation and cycling. This can be accomplished by offering ticket discounts to audience members who use public transit or bike, providing space for bicycles to be locked up during performances, encouraging carpooling, and offering funding subsidies for employees to use public transit. • Energy Efficiency: New construction and renovation could include systems to accommodate the use of renewable energy and minimize the amount of energy used. Aside from mechanical and electrical systems, administrative policies should also address energy efficiency, considering the use of natural lighting sources, energy efficient computers, and related technologies. The Center should also eventually consider the life cycle cost impact of the materials that are used during screenings and performances and choose green options for concessions supplies, technical fixtures, and other supplies.

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• Consumables: Administrative policies should also address consumables, including paper, cleaning products, double-sided printing, and electronic communication, encouraging staff, renters, and performers to use mugs and glass bottles instead of single-use plastics for beverages. Additional requirements and policies can be set for concession items and catering supplies. • Community Awareness & Participation: The Center should not only implement “green” policies for itself, but also make the community aware of its efforts and encourage them to participate by using similar methods. Other facilities have posted information about their green initiatives and guidelines on their web sites, included green slogans wherever possible (playbills, ads, and posters), and organized forums on green practices, sometimes combining these efforts with artist talkbacks or other program offerings.

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8. Human Resource Development STAFFING

Assembling the team of personnel necessary to program, operate and maintain a new community arts center in Flower Mound will be critical to the success of the facility as it develops. Here are job descriptions of key positions.

EXECUTIVE DIRECTOR: This is a full-time position that reports to Town Council and senior staff. This position is responsible for overseeing day-to-day operations as well as strategic and long-term planning for the Center. Specific tasks include:

• Oversee fundraising and philanthropic initiatives including corporation, government, foundation and individual giving. • Serve as the community contact point for the organization, building and maintaining relationships with business, political, university and community leadership. • Support and work closely with senior Town staff and Town Council. • Manage the organization’s staff and ensure that human resource procedures are met. • Create and implement policies and guidelines as necessary, including rental rates, resident user agreements and facility management policies. • Develop and monitor the annual budget and ensure proper financial procedures. • Determine programming and marketing, providing an artistic vision and direction to support staff and negotiating artist fees and contracts.

Ideally, this individual has experience with facility development projects, and is able to guide the organization through the redevelopment phases and then the first years of operation.

DEVELOPMENT MANAGER: The Development Director is part of the senior leadership team and reports directly to the Executive Director. The Development Director also works closely with the Foundation Board of Directors and relative committees to identify and cultivate potential donors, set and fulfill fundraising goals, and expand the community of engaged patrons and donors. This position will also work closely with the Executive Director to develop and manage the annual giving campaign, major gifts, government grants, special events, corporate sponsorship, future capital and endowment campaigns, planned gifts and board and individual giving.

MARKETING MANAGER: This staff member supervises and supports all marketing and communications efforts related to the Center, including the design and placement of advertising, public and community relations for the Center, and social media channels. They will work closely with the Executive Director and other senior staff, as well as outside partners on their communications needs and resources. The position also works closely with 22 renters to coordinate their promotion of events at the Center, ensuring that messaging is consistent and supportive of the brand and identity of the overall project.

PROGRAMMING MANAGER: This position reports to the Executive Director, coordinating and organizing the needs of renters when first contracted, supervise their arrival and set-up, provide management support of events, ensure that financial arrangements are understood and settled, and collect feedback on the user experience to guide future operations. The position also seeks out and recommends various programs for possible presentation at the Center, whether local educational groups or national touring acts.

TECHNICAL DIRECTOR: This position requires knowledge of technical systems for performance and event spaces, including lighting, sound, audiovisual, and communications systems. A primary responsibility of the Technical Director will be to orient and train staff and independent contractors on these systems. The Technical Director will also supervise a pool of on-call technical labor, including lighting and sound technicians and crew to provide for visiting artists and users as needed. The Technical Director will also design and implement safety protocols for equipment and facility use, monitor inventory and order supplies, and assist with budgeting for equipment repairs and maintenance, supplies, and technical labor expenses.

Here is a suggested organizational chart for the fully developed organization. Full-time staff members are shaded blue, part-time staff are shaded green, and event-based contractors are in red. We also recommend the Arts Center Foundation as an additional resource to the Town and the Executive Director.

Town of Flower Mound

Arts Center Executive Foundation Director

Marketing Technical Admin Programming Development Ticketing/IT

Manager Director Assistant Manager Manager Manager

Front of Technical Ticketing Accountant House Staff Custodian Staff Manager

Event Volunteer Event Staff Cleaning Manager

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9. Operating Budget BUDGET DESIGN

We have developed a pro-forma operating budget for the Flower Mound Arts Center to project activity and financial performance through the first five years of operation. But the model can also be an effective tool to help the Town of Flower Mound consider various choices as the project advances—a live model that can be manipulated easily to test physical, programming and operational choices and refined further as additional details and timing for the project become clearer.

The key step in developing the pro-forma is estimating activity in all of the various recommended components of the Center. The activity tab in the pro-forma workbook shows presenting and rental activity in all of the programmable spaces in the Center, including resident, nonprofit and commercial users. For every program, we project fees, attendance and related revenues. Our overall approach is to be conservative in terms of attendance and financial contribution.

Rental rates have been set relative to other facilities in the region (see Tab D in the pro- forma for information on rates at these other facilities) and the level of activity is based on our sense of demand coming from the Needs Assessment in addition to recent conversations with Town staff about programming possibilities. And again, we are being fairly conservative about external rentals, taking the position that they will start slowly and build over time. Here is a summary of projected activity:

ACTIVITY SUMMARY Year 1 Year 2 Year 3 Year 4 Year 5 Theater Presented Event Use Days 22 20 21 22 23 Film Screening Days 5 6 6 7 7 Internal Use Days 47 49 50 51 53 Resident Arts Use Days 54 57 59 62 65 Other Nonprofit Use Days 27 30 32 35 38 Commerical Rental Days 25 26 29 33 36 Total Use Days 180 186 198 210 221 Event Attendance 1,500 1,683 1,872 2,067 2,268 Multipurpose Room Presented Event Use Days 22 20 21 22 23 Film Screening Days 5 6 6 7 7 Internal Use Days 54 55 57 58 59 Resident Arts Use Days 54 57 59 62 65 Other Nonprofit Use Days 27 30 32 35 38 Commerical Rental Days 25 26 29 33 36 Total Use Days 187 193 205 216 228 Practice Studios (2) Internal Use Days 200 201 202 203 204 Resident Arts Use Days 100 101 102 103 104 Other Nonprofit Use Days 50 51 52 53 54 Commerical Rental Days 50 51 52 53 54 Total Use Days 400 404 408 412 416 Wet & Dry Classroms (4) Internal Use Days 267 269 272 275 277 Resident Arts Use Days 267 269 272 275 277 Other Nonprofit Use Days 133 135 136 137 139 Commerical Rental Days 133 135 136 137 139 Total Average Use Days 400 404 408 412 416

These detailed activity projections allow us to build a comprehensive and defendable pro- forma multi-year operating budget, which is presented on the Tab C of the workbook. Here are key assumptions driving the development of the detailed budget:

• The budget starts with projected operating expenses incurred in the months leading up to the opening, most importantly the hiring of key staff. 24

• Most elements of the earned revenue section come directly from our activity projections, including ticket sales, program fees and rental income. Ancillary income from those activities is also built into the model, including sponsorship, food & beverage income and memberships. • Skipping down to operating expenses, we start with personnel expenses. An executive director and other support positions are already paid for, so we suggest when new positions are added, and at what cost. • A number of part-time personnel are added over time, theoretically to match the growth of activity at the Center. For both full-time and part-time staff, we show direct compensation and then aggregated benefits based on percentages of 30% for full-time staff and 15 % for part-time staff. • The direct costs pf programming, presenting and rentals come into the pro-forma directly from those worksheets. • Event ticketing costs are based mostly on costs/event participant. We would note the value of the service provided here to build customer relationships, and the value of the data collected to maintain these relationships. • Fundraising and administrative costs are projected to support the growth of the organization and level of annual fundraising needed to support operations. • The final key expenses are those related to the occupancy costs of new and improved facilities on the site, as well as the maintenance of the site itself. These are based on per square foot costs of the buildings as they come online, and later need for site maintenance as traffic to the Center increases.

Having established earned revenues and operating expenses, we then go back to the need for contributed income as the means to sustain operations. The question is: how much contributed income is required to support the operation, and do we believe that the presence of the Center and its programs delivers the value necessary to drive that fundraising?

Our answer is a resounding yes. The concept of a new arts center coming to life with a diverse and community-facing set of programs and events that also provide access for various community groups and events is very powerful. In that context, we can imagine a combination of public and private sector sources providing grants and donations to the Center. Some of these are program and event-specific, but others are more general in nature. And their growth also reflects the reality that fundraising takes time and a track record to build support.

We are suggesting that contributed income can grow from $417,000 in the first year of operations to $454,000 by the fifth year of operation. This is a reasonable target given the value being delivered by the Center, and that in that same period earned income grows from $1 million to $1.4 million, making this a sustainable enterprise.

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As a point of reference, here is a chart taken from Tab L in the pro-forma that shows the sources of contributed income from several other regional arts centers.

L.1 Regional Income Benchmarks

Facility Characteristics Lewisville Grand Theater Coppell Arts Center Patterson-Appleton Arts (Lewisville, TX) (Coppell, TX) Center (Denton, TX) Owner City City City Operator City City Nonprofit Year Opened 2011 2020 1984 250-seat event and Main Space Capacity 296-seat theater 440-seat theater exhibition space 2,400-sqft recital hall, 299-theater (Operated by Secondary Space Capacity 3,000-sqft black box 196-seat black box Theatre Denton) theater

1,485-sqft Reception Hall, Two Large Galleries, Art 2,200-sqft Art Gallery, 756-sqft Multi-purpose Studio, Dance Rehearsal Other Public Spaces 1,750-sqft of Classrooms, Room, Art Gallery, Hall and Sculpture Courtyard Performance Plaza Garden

Contributed Income Year of Budget 2019/20 2020/21 2019/20 Total Operating Expenses $1,039,000 $1,900,000 $522,387 Payroll Expenses $525,000 $700,000 $293,806 Total Contributed Income $814,000 $2,350,000 $223,689 Private Sector (Business, Sponsors) $65,000 $60,000 $2,504 Private Donors (Individuals, Grants, Foundation) - $90,000 $74,101 General Fund: $585,000 Public Sources (Local, Regional, State Funding) Hotel Occupancy Tax $2,200,000 $147,084 (HOT) Fund: $173,000

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Here is a summary of the pro-forma as taken from Tab A in the attached budget.

BUDGET SUMMARY Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5 Earned Income Ticket Sales 253,500 228,720 241,518 254,165 266,636 Rental Income 318,300 337,021 363,392 386,709 410,262 Theater User Fees 106,260 113,903 126,139 136,364 146,603 Program Revenues 25,000 26,250 27,563 55,125 57,881 Food & Beverage 53,340 59,144 65,254 72,471 79,232 Miscellaneous Income 104,145 115,114 126,766 139,109 152,174 860,545 880,151 950,633 1,043,944 1,112,788 Contributed Income Annual Membership Income 0 10,000 10,710 11,470 12,285 13,157 Event Sponsorship 0 7,000 6,426 6,919 7,428 7,956 City/County/State Grant Programs 125,000 250,000 255,000 260,100 265,302 270,608 Individual Contributions 25,000 50,000 51,000 52,020 53,060 54,122 Corporate Contributions 0 50,000 51,000 52,020 53,060 54,122 Foundation Grants 25,000 50,000 51,000 52,020 53,060 54,122 175,000 417,000 425,136 434,549 444,196 454,086

Total Income 175,000 1,277,545 1,305,287 1,385,182 1,488,140 1,566,874

Operating Expenses Total Personnel 282,750 710,710 737,231 769,670 803,166 837,750 Programming Costs 0 249,750 245,832 259,269 292,218 306,364 Fundraising Expenses 18,000 36,000 37,080 38,192 39,338 40,518 Box Office 0 17,708 18,123 18,531 20,152 21,846 Administration 32,750 68,000 71,400 74,970 78,719 82,654 Occupancy Costs 0 190,750 194,565 198,456 202,425 206,474 Total Operating Expenses 333,500 1,272,918 1,304,231 1,359,088 1,436,018 1,495,607

Result of Operations -158,500 4,627 1,056 26,094 52,123 71,267

Earned Income/Operating Expenses 0 68% 67% 70% 73% 74%

The summary shows that the Center has various sources of earned income that grows over time and allows the facility to achieve operating surpluses with a moderate level of contributed income that comes from both the public and private sectors.

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10. Economic Impact Analysis

QUANTITATIVE ANALYSIS

Arts centers like the one being imagined in Flower Mound have substantial ongoing economic impacts, meaning that they drive new economic activity (new sales, new earnings for workers, and new jobs) in the market area.

There are several components to these activities: the direct impact made up of spending by the Center, the jobs that it provides and the spending by people who visit the area in order to go to the Center. Then there are indirect impacts resulting from extra business generated for suppliers of goods and services to the Center and its visitors. Finally, there are the induced impacts of increased ‘consumption spending’ in the region as a result of larger wages and increased organizational revenue being returned to the local economy by the Center, its suppliers and their suppliers.

Direct or primary impacts can be calculated from primary data—a facility’s expenditures and records, plus other data about its visitors: what proportion of visitors come from outside the local region and had the Center as their primary motivation for visiting the region; how long they stay in the region; what they spend money on while in the region; and how much they spend. Notably, visitor spending represents a significant contribution to overall economic impact. However, indirect and induced impacts (together making up what are known as ‘secondary impacts’) can only be estimated on the basis of a good understanding of the local region’s overall economy and the interrelationships among various industries within the economy. Economic models depicting these relationships are increasingly available, but they are region-specific and relate to a particular period of time.

Multipliers provide a numeric way of describing the secondary impacts stemming from new facilities in a particular market area, most often a specific county. The Multiplier Model is derived mathematically using an input-output model and Social Accounting formats. The Social Accounting System provides the framework for the predictive multiplier model used in economic impact studies. Purchases for final use drive the model. Industries that produce goods and services for consumer consumption must purchase products, raw materials and services from other companies to create their product. These vendors must also procure goods and services. This cycle continues until all the money is leaked out of the County economy.

To predict the economic impacts of the Arts Center, we have purchased RIMS II multipliers for Denton County from the Bureau of Labor, which are based on the 2012 Benchmark Input-Output Table for the National and 2019 regional data. The full set of multipliers is appended.

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Annual Operating Impacts on Denton County

Bill of Goods Approach (2019) Inputs Multipliers Outputs

Base year non- New Base year non-personnel % Spent in Output Earnings New Sales New Empl't Category personnel Empl't (jobs) Earnings expenditures Denton County (dollars) (dollars) ($000's) (jobs) expenditures ($000's)

Power Generation and Supply $85,000 100% $85,000 1.4817 0.2118 2.8017 $125,945 $18,003 0.24 Water, Sewage and other System $12,500 100% $12,500 1.4466 0.2207 3.4652 $18,083 $2,759 0.04 Retail Trade $25,000 75% $18,750 1.7948 0.4760 14.7419 $33,653 $8,925 0.28 Transit & Passenger Transportation $5,000 100% $5,000 1.6339 0.3077 15.4078 $20 $1,539 0.08 Telecommunications $15,000 50% $7,500 1.8301 0.3158 5.5992 $13,726 $2,369 0.04 Insurance Agencies/Brokerage $50,000 75% $37,500 2.2882 0.3611 7.0547 $85,808 $13,541 0.26 Equipment Rental $60,000 75% $45,000 1.7635 0.3440 5.5755 $79,358 $15,480 0.25 Legal Services $10,000 100% $10,000 1.8207 0.6350 8.0335 $18,207 $6,350 0.08 Accounting & Bookkeeping Services $10,000 100% $10,000 1.7278 0.6143 12.2797 $17,278 $6,143 0.12 Computer related services $25,000 50% $12,500 1.8343 0.5251 7.8816 $22,929 $6,564 0.10 Advertising & related services $30,000 50% $15,000 1.6433 0.3679 7.6216 $24,650 $5,519 0.11 Professional & Technical Services $45,000 75% $33,750 1.6355 0.4277 7.1651 $55,198 $14,435 0.24 Office administrative services $40,000 75% $30,000 1.8312 0.5096 8.6277 $54,936 $15,288 0.26 Business support services $25,000 75% $18,750 1.7978 0.4830 12.6282 $33,709 $9,056 0.24 Facilities Support Services $35,000 100% $35,000 1.7102 0.3165 7.1401 $59,857 $11,078 0.25 Waste management $15,000 100% $15,000 1.6912 0.3042 5.5613 $25,368 $4,563 0.08 Other Educational Services $50,000 50% $25,000 1.8618 0.4705 15.6657 $46,545 $11,763 0.39 Performing arts companies $75,000 50% $37,500 1.6840 0.4256 23.1716 $63,150 $15,960 0.87 Artists, writers and performers $25,000 50% $12,500 1.5697 0.4130 18.5472 $19,621 $5,163 0.23 Accommodation $25,000 50% $12,500 1.6254 0.3297 9.8415 $20,318 $4,121 0.12 Food services $50,000 100% $50,000 1.7134 0.4690 16.4385 $85,670 $23,450 0.82 Postal Service $25,000 50% $12,500 1.7351 0.4145 7.4611 $21,689 $5,181 0.09 Averages and Totals $737,500 $541,250 1.7327 0.4065 10.1232 $925,714 $207,247 5.21

We calculate the ongoing impacts of the facility using what is called the bill of goods approach, shown above. We estimate new annual expenditures by the operating organization on everything from utilities and hotels to waste management and advertising, and then use the three types of multipliers to calculate new output, earnings and jobs in each of those industries.

We estimate the portion of new annual non-personnel costs likely spent in the County, and then apply our multipliers to suggest that these annual expenditures lead to new sales of $926,000 new earnings of $207,000, and 5 new jobs—not including those working inside the new Arts Center.

The second component of economic impact is the spending of audiences. To calculate these impacts, we start with estimated total attendance and then remove those who came to the Center from within Denton County and would have otherwise attended an event at another County venue. We do this because the spending of these residents is not incremental—funds are being substituted for money that would have been spent at other events or activities in the area. On that basis, there are two groups we can include to calculate these impacts:

1. Attenders coming from outside Denton County, which we have estimated as 40% of total attendance.

2. Denton County attenders who would have spent that money at an activity or event outside of Denton County (for example by going to a performance at Bass Hall in

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Fort Worth) were it not for the arrival of this wonderful new local Center. We suggest that this group might represent 10% of total attendance.

These two groups then represent 50% of total performance attendance, giving us 24,000 impactful attenders.

Estimated Flower Mound Arts Event Attendance

Year One Paid Attendance 48,000 1. Denton County Attenders 60% 28,800 2. Recovered Regional Attenders 10% 4,800 3. Non-County Attenders 40% 19,200 Total of New Impactful Audiences (2 + 3) 24,000

The final step is to input those estimates into ancillary spending formulas, which are taken from the new Arts and Economic Prosperity Version 5 Report published by Americans for the Arts in 2018. That report provides significant data on how much people spend on various things in conjunction with their attendance at performances, exhibits and films. The key pages from Tables 23 and 25 are appended to show how those per capita expenditure numbers were developed.

We then apply our multipliers to these direct impacts and add the totals for each industry to arrive at total impacts associated with the expenditures of audiences.

Ancillary Spending Impacts of Flower Mound Audiences on Denton County

Total Direct Per Capita Expenditure Total New Earnings Total New Job Creation Total New Year One Audience Spending Impacts (Induced) Output Multiplier Estimates* Outputs (Sales) Multiplier Earnings Multiplier Jobs Expenditures

1. Recovered Market Area Attenders Food Services $13.77 $66,096 1.713 $113,249 0.469 $30,999 16.439 1.09 Retail Trade $5.94 $28,512 1.795 $51,173 0.476 $13,572 14.742 0.42 Transportation $1.72 $8,256 1.634 $13,489 0.308 $2,540 15.408 0.13 Accommodation $0.41 $1,968 1.625 $3,199 0.330 $649 9.842 0.02 Miscellaneous $0.59 $2,832 2.288 $6,480 0.406 $1,151 10.123 0.03 Sub-total $22.43 $107,664 1.733 $187,591 $48,911 1.68 2. Non Market Area Attenders Food Services $19.27 $369,984 1.7134 $633,931 0.469 $173,522 16.4385 6.08 Retail Trade $7.55 $144,960 1.7948 $260,174 0.476 $69,001 14.7419 2.14 Transportation $5.00 $96,000 1.6339 $156,854 0.3077 $29,539 15.4078 1.48 Accommodation $11.14 $213,888 1.6254 $347,654 0.3297 $70,519 9.8415 2.10 Miscellaneous $0.83 $15,936 2.2882 $36,465 0.40648636 $6,478 10.1232 0.16 Sub-total $43.79 $840,768 $1,435,078 $349,059 11.96 Total Impact of Ancillary Spending Total (1+2) $948,432 $1,622,668 $397,970 13.6 * Based on Americans for the Arts Prosperity Index V (2017) for cities with population 50,000 to 99,999

What this suggests is that those new audiences will spend nearly $950,000 in Denton County in the base year of operations of the Arts Center, driving $1.6 million in new sales, $400,000 in new earnings and creating another 14 jobs in the County in addition to those working in the Arts Center itself. Here then is a summary of those two impacts:

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Summary of Ongoing Annual Impacts

Operations Input (Spending) $541,250 Output (Sales) $925,714 Earnings $207,247 Jobs Created (annual) 5.21 Audience Spending Input (Spending) $948,432 Output (Sales) $1,622,668 Earnings $397,970 Jobs Created (annual) 13.65 Total Annual Operating Impacts Output (Sales) $2,548,382 (Operations + Audience Spending) Earnings $605,218 Jobs Created (annual) 18.86

QUALITATIVE ANALYSIS

In addition to these direct and quantifiable impacts, the Arts Center will have the following additional impacts on Flower Mound and the region:

• Stronger & More Stable Arts Organizations: Affordable access to new facilities will grow and strengthen the local community of artists and arts organizations. • Quality of Life: The Arts Center will have a positive impact on residents’ quality of life by providing access to a series of classes, programs, performances and exhibits that are currently not offered in the area. • Amenities for Visitors: The Center will also enhance the experience of Flower Mound and Denton County visitors who are looking for cultural programs and experiences as a part of their visit to the area. • Corporate Recruitment: Cultural facilities are important amenities to offer to corporations considering where to locate their businesses. The presence of these facilities is often seen as an indicator of a community that has an educated workforce and offers a high quality of life. • Richard Florida & The Creative Class: Celebrity-economist and author Richard Florida, has turned a simple idea into an empire. The simple idea is that people (particularly those with interesting jobs and skills) like to live and work in creative places, and that cities ought to promote culture and creativity as a means to recruit these desirable people, thus driving economic development. Cities all over North America (and not just big ones) are now pursuing economic development goals by promoting the presence of arts and culture. Of course, this is all easier said than done. The trick is to help artists in ways that don’t stifle creativity, and then surround that creative core with a concentration of more commercially oriented industries (advertising, design, media) that benefit from and feed off of that creativity. 31

• Teaching Innovation & Creativity: Finally, we would raise one last economic development benefit, which is that the teaching of the arts is now being recognized as a fundamental need for the North American economy and its workforce, given the automation of many jobs and growing competition from lesser-developed economies. Or, as some commentators are now suggesting: “The MFA is the new MBA.” Daniel Pink, in his Nancy Hanks Lecture on Arts and Public Policy, said the following: o “The argument for the arts is that the fundamental cognitive abilities, the fundamental abilities, of the workforce today and into the future, the fundamental abilities that our kids are going to be deploying at work are at their core artistic abilities, that arts are neither an avenue to something else, nor are they a nicety, but they are fundamental to how the economy functions. And unless our kids have this broad, robust suite of artistic capabilities, they are going to be in a world of hurt, yes, as human beings, but also as productive members of the economy.”

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11. Critical Path Plan

As a final step in the development of a preliminary business plan, we offer this critical path plan that suggests how the Town of Flower Mound should prepare to raise funds, proceed with the adaptive re-use of the School District building and then for the operation of the new Arts Center.

TRACK ONE: CAPITAL CAMPAIGN

The first and most important track is to sort out how the project will be paid for in terms of both the initial capital investment and then relative to the need for annual fundraising. Here are the steps we see in this area:

Form Finance Committee & Foundation – The group should be formed from the Town of Flower Mound leadership to develop targets and tools for the capital funding plan.

Financing Plan - This is a somewhat iterative process, as it is a matter of sorting out how much public sector funding is potentially available to support the project and then looking to the private sector

Capital Campaign Study – Outside professionals could be engaged to do a fundraising feasibility study that explores the potential for the private sector to financially support the project.

Capital Campaign – This is a period of time in which private sector gifts are solicited, potentially with the assistance of a fundraising practice.

Naming Rights Secured – The part of the campaign in which naming rights are secured. These days most naming rights deals are structured as an annual fee paid over 5 to 10-year term. These funds generally accrue to the operating budget as opposed to the initial capital budget, but they can be used for capital repairs and replacement.

Annual Funding Plan – Once the capital plan is in place additional planning is undertaken to set annual fundraising goals from both the public and private sectors.

Annual Fundraising – This is time allocated on an annual basis to raise the funds necessary to sustain the center.

TRACK TWO: PLANNING, DESIGN AND CONSTRUCTION

Physical planning for recommended facilities will occur over a three-year period, as follows:

Form Building Committee - The building committee should be formed and may also include representation from the private sector depending on where the funding is coming from.

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Design Team Contracting – This is the critically important step soliciting competitive bids from design professionals in order to select the most qualified and cost-effective team to develop the Arts Center. The town may wish to engage an Owners Representative to manage their interest in the selection and commissioning of the design team.

Programming and Costing Study – The design teams first step on a project like this is to develop an initial programming and costing study to reaffirm what spaces are to be included in the project and what they should cost to construct and outfit. This effort must be coordinated with the project financing plan in order to ensure that the project is scheduled to match the funds available to build it.

Schematic Design – this initial design phase which occurs over several months is the design teams first round of translating a building program into a rough design for the project with recommendations and plans for all major building systems.

Design Development – This second more detailed round of design is a refinement of the schematic design with a much higher level of detail for all spaces and systems.

Contract Documents – These six months are devoted to the development of a full set of documents that allow the project to be bid out to potential contractors covering all elements of construction and building systems.

Bid Period – The period of time in which bids are received, reviewed and selected.

Construction – The one-year period of time form construction of the Center.

Commissioning – the final months before opening during which all systems and commissioned and personnel are trained for the safe operation of the Center.

TRACK THREE: PLANNING FOR OPERATIONS

Finally, there are a series of tasks related to the eventual operation of the Center.

Form Operations Committee – Here again the first step is to form a committee to develop policies and practices first introduced in this business plan. You might recommend that key external partners are invited on this committee including staff from parks and rec senior center and the external educational partners.

Confirm Arts Center Mission – It will be helpful to develop a mission statement for the center well before it opens, setting goals and targets for community access, cost recovery and the achievement the of broader community goals that can provide the basis for operational planning and policymaking.

Develop Diversity, Inclusion and Equity Plan – The Town should extend current DIE plans and policies to the operation of the new art center, including areas such as programmatic diversity, staff hiring practices and training of all personnel on interaction with the public.

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Review and Adopt Rental Strategy – A rental strategy will guide the setting of rental rates and targets for booking of the various spaces for internal programs, local nonprofits and then commercial rentals.

Review and Adopt Programming Strategy – programming strategy will relate primarily to the nature of presenting, and how much risk the town is prepared to except in booking very storing ask. One strategy may be to engage other presenting specialists to take on this risk on behalf of the town.

Review and Adopt Ticketing Plan – The ticketing sector is perpetually in a state of flux given the rapid emergence of new technologies and the shift away from hardware-based ticketing to cloud-based subscription services. Here again the Town may wish to issue a request for proposals to engage ticketing service on a competitive basis.

Review and Adopt F&B Plan – Food and beverage operations may be managed internally, or outsourced to local or regional food service companies able to run concessions catering and other food programs in the Center.

Review and Adopt Safety and Security Plan – The Town should extend its safety and security plans and policies to the Arts Center, where policies around secure access and firearms are particularly important.

Opening Year Operating Budget Approval – The operating budget for the first year of operations should be in place at least six months before the opening of the center to ensure that resources are available for the various elements of start-up.

Approve Maintenance Plan – Maintenance plans and contracts should be in place well before the building is open with both internal staff and external vendors.

Approve Capital Replacement plan – finally the township developed a capital replacement plan, projecting when various elements of the Center should be budgeted for replacement – from new carpets to better sound and lighting equipment.

The key with all of this planning is anticipating when decisions need to be made and who they need to be made by, in order to seamlessly advance the project towards an opening night in the third quarter of 2024.

35 Appendix A: Market Maps and Data

Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... Population Summary 2000 Total Population 50,956 2010 Total Population 64,669 2019 Total Population 79,910 2019 Group Quarters 183 2024 Total Population 87,885 2019-2024 Annual Rate 1.92% 2019 Total Daytime Population 71,630 Workers 33,173 Residents 38,457 Household Summary 2000 Households 16,215 2000 Average Household Size 3.13 2010 Households 21,011 2010 Average Household Size 3.07 2019 Households 26,111 2019 Average Household Size 3.05 2024 Households 28,707 2024 Average Household Size 3.06 2019-2024 Annual Rate 1.91% 2010 Families 18,083 2010 Average Family Size 3.34 2019 Families 22,120 2019 Average Family Size 3.35 2024 Families 24,191 2024 Average Family Size 3.36 2019-2024 Annual Rate 1.81% Housing Unit Summary 2000 Housing Units 16,844 Owner Occupied Housing Units 89.4% Renter Occupied Housing Units 6.8% Vacant Housing Units 3.7% 2010 Housing Units 21,570 Owner Occupied Housing Units 87.8% Renter Occupied Housing Units 9.7% Vacant Housing Units 2.6% 2019 Housing Units 26,571 Owner Occupied Housing Units 83.1% Renter Occupied Housing Units 15.2% Vacant Housing Units 1.7% 2024 Housing Units 29,172 Owner Occupied Housing Units 82.5% Renter Occupied Housing Units 15.9% Vacant Housing Units 1.6% Median Household Income 2019 $129,357 2024 $134,733 Median Home Value 2019 $336,294 2024 $359,852 Per Capita Income 2019 $52,647 2024 $55,766 Median Age 2010 37.7 2019 39.6 2024 40.7

Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by total households. Persons in families include the householder and persons related to the householder by birth, marriage, or adoption. Per Capita Income represents the income received by all persons aged 15 years and over divided by the total population. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 1 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... 2019 Households by Income Household Income Base 26,111 <$15,000 1.6% $15,000 - $24,999 1.8% $25,000 - $34,999 2.1% $35,000 - $49,999 5.1% $50,000 - $74,999 9.6% $75,000 - $99,999 12.7% $100,000 - $149,999 25.0% $150,000 - $199,999 19.9% $200,000+ 22.3% Average Household Income $160,616 2024 Households by Income Household Income Base 28,706 <$15,000 1.4% $15,000 - $24,999 1.6% $25,000 - $34,999 1.8% $35,000 - $49,999 4.6% $50,000 - $74,999 9.0% $75,000 - $99,999 11.9% $100,000 - $149,999 25.3% $150,000 - $199,999 21.6% $200,000+ 22.8% Average Household Income $170,162 2019 Owner Occupied Housing Units by Value Total 22,074 <$50,000 1.1% $50,000 - $99,999 0.6% $100,000 - $149,999 1.3% $150,000 - $199,999 6.6% $200,000 - $249,999 13.5% $250,000 - $299,999 16.1% $300,000 - $399,999 29.6% $400,000 - $499,999 15.4% $500,000 - $749,999 11.4% $750,000 - $999,999 2.8% $1,000,000 - $1,499,999 0.9% $1,500,000 - $1,999,999 0.3% $2,000,000 + 0.3% Average Home Value $381,401 2024 Owner Occupied Housing Units by Value Total 24,082 <$50,000 0.4% $50,000 - $99,999 0.3% $100,000 - $149,999 0.8% $150,000 - $199,999 4.7% $200,000 - $249,999 11.1% $250,000 - $299,999 13.6% $300,000 - $399,999 31.9% $400,000 - $499,999 19.7% $500,000 - $749,999 12.2% $750,000 - $999,999 3.6% $1,000,000 - $1,499,999 1.0% $1,500,000 - $1,999,999 0.3% $2,000,000 + 0.4% Average Home Value $406,654

Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest dividends, net rents, pensions, SSI and welfare payments, child support, and alimony. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 2 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... 2010 Population by Age Total 64,669 0 - 4 6.0% 5 - 9 9.6% 10 - 14 10.9% 15 - 24 11.7% 25 - 34 7.3% 35 - 44 18.8% 45 - 54 20.5% 55 - 64 9.6% 65 - 74 3.7% 75 - 84 1.4% 85 + 0.5% 18 + 67.3% 2019 Population by Age Total 79,911 0 - 4 5.3% 5 - 9 7.1% 10 - 14 8.9% 15 - 24 13.1% 25 - 34 10.0% 35 - 44 13.3% 45 - 54 17.7% 55 - 64 14.7% 65 - 74 7.0% 75 - 84 2.2% 85 + 0.7% 18 + 73.4% 2024 Population by Age Total 87,886 0 - 4 5.2% 5 - 9 6.6% 10 - 14 8.0% 15 - 24 11.7% 25 - 34 10.6% 35 - 44 14.1% 45 - 54 15.5% 55 - 64 14.9% 65 - 74 9.1% 75 - 84 3.4% 85 + 0.8% 18 + 75.2% 2010 Population by Sex Males 32,084 Females 32,585 2019 Population by Sex Males 39,427 Females 40,484 2024 Population by Sex Males 43,344 Females 44,542

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 3 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... 2010 Population by Race/Ethnicity Total 64,669 White Alone 83.9% Black Alone 3.2% American Indian Alone 0.5% Asian Alone 8.6% Pacific Islander Alone 0.1% Some Other Race Alone 1.6% Two or More Races 2.2% Hispanic Origin 8.4% Diversity Index 39.8 2019 Population by Race/Ethnicity Total 79,910 White Alone 78.8% Black Alone 4.2% American Indian Alone 0.5% Asian Alone 11.8% Pacific Islander Alone 0.1% Some Other Race Alone 2.0% Two or More Races 2.6% Hispanic Origin 9.7% Diversity Index 47.5 2024 Population by Race/Ethnicity Total 87,886 White Alone 76.0% Black Alone 5.1% American Indian Alone 0.5% Asian Alone 13.2% Pacific Islander Alone 0.1% Some Other Race Alone 2.3% Two or More Races 2.9% Hispanic Origin 10.8% Diversity Index 51.8 2010 Population by Relationship and Household Type Total 64,669 In Households 99.8% In Family Households 94.3% Householder 28.0% Spouse 24.4% Child 38.7% Other relative 2.2% Nonrelative 1.0% In Nonfamily Households 5.5% In Group Quarters 0.2% Institutionalized Population 0.2% Noninstitutionalized Population 0.0%

Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be from different race/ ethnic groups. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 4 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... 2019 Population 25+ by Educational Attainment Total 52,421 Less than 9th Grade 1.0% 9th - 12th Grade, No Diploma 1.9% High School Graduate 9.5% GED/Alternative Credential 1.5% Some College, No Degree 17.8% Associate Degree 7.0% Bachelor's Degree 40.1% Graduate/Professional Degree 21.2% 2019 Population 15+ by Marital Status Total 62,909 Never Married 24.0% Married 66.1% Widowed 2.5% Divorced 7.4% 2019 Civilian Population 16+ in Labor Force Civilian Employed 97.0% Civilian Unemployed (Unemployment Rate) 3.0% 2019 Employed Population 16+ by Industry Total 42,161 Agriculture/Mining 1.0% Construction 4.0% Manufacturing 9.1% Wholesale Trade 3.6% Retail Trade 9.5% Transportation/Utilities 8.1% Information 3.4% Finance/Insurance/Real Estate 11.6% Services 46.5% Public Administration 3.1% 2019 Employed Population 16+ by Occupation Total 42,162 White Collar 81.4% Management/Business/Financial 28.3% Professional 28.1% Sales 12.5% Administrative Support 12.5% Services 9.8% Blue Collar 8.8% Farming/Forestry/Fishing 0.1% Construction/Extraction 1.4% Installation/Maintenance/Repair 1.6% Production 2.0% Transportation/Material Moving 3.7% 2010 Population By Urban/ Rural Status Total Population 64,669 Population Inside Urbanized Area 98.3% Population Inside Urbanized Cluster 0.0% Rural Population 1.7%

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 5 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... 2010 Households by Type Total 21,011 Households with 1 Person 11.4% Households with 2+ People 88.6% Family Households 86.1% Husband-wife Families 75.2% With Related Children 45.7% Other Family (No Spouse Present) 10.8% Other Family with Male Householder 3.1% With Related Children 2.0% Other Family with Female Householder 7.8% With Related Children 5.7% Nonfamily Households 2.5%

All Households with Children 53.6%

Multigenerational Households 3.2% Unmarried Partner Households 2.8% Male-female 2.3% Same-sex 0.5% 2010 Households by Size Total 21,011 1 Person Household 11.4% 2 Person Household 28.4% 3 Person Household 20.9% 4 Person Household 25.8% 5 Person Household 9.8% 6 Person Household 2.7% 7 + Person Household 1.1% 2010 Households by Tenure and Mortgage Status Total 21,011 Owner Occupied 90.1% Owned with a Mortgage/Loan 79.2% Owned Free and Clear 10.9% Renter Occupied 9.9% 2010 Housing Units By Urban/ Rural Status Total Housing Units 21,570 Housing Units Inside Urbanized Area 98.0% Housing Units Inside Urbanized Cluster 0.0% Rural Housing Units 2.0%

Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families with 3 or more parent- child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri estimated block group data, which is used to estimate polygons or non-standard geography. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 6 of 7 Community Profile

Flower Mound Town, TX Prepared by ESRI - Webb Mgmt Flower Mound Town, TX (4826232) Geography: Place Flower Mound ... Top 3 Tapestry Segments 1. Professional Pride (1B) 2. Soccer Moms (4A) 3. Boomburbs (1C) 2019 Consumer Spending Apparel & Services: Total $ $99,933,672 Average Spent $3,827.26 Spending Potential Index 179 Education: Total $ $83,080,917 Average Spent $3,181.84 Spending Potential Index 200 Entertainment/Recreation: Total $ $153,447,390 Average Spent $5,876.73 Spending Potential Index 180 Food at Home: Total $ $227,737,324 Average Spent $8,721.89 Spending Potential Index 169 Food Away from Home: Total $ $171,008,677 Average Spent $6,549.30 Spending Potential Index 178 Health Care: Total $ $269,280,755 Average Spent $10,312.92 Spending Potential Index 174 HH Furnishings & Equipment: Total $ $102,568,404 Average Spent $3,928.17 Spending Potential Index 184 Personal Care Products & Services: Total $ $43,166,954 Average Spent $1,653.21 Spending Potential Index 186 Shelter: Total $ $846,510,740 Average Spent $32,419.70 Spending Potential Index 175 Support Payments/Cash Contributions/Gifts in Kind: Total $ $119,044,438 Average Spent $4,559.17 Spending Potential Index 184 Travel: Total $ $113,391,846 Average Spent $4,342.68 Spending Potential Index 193 Vehicle Maintenance & Repairs: Total $ $51,548,648 Average Spent $1,974.21 Spending Potential Index 173

Data Note: Consumer spending shows the amount spent on a variety of goods and services by households that reside in the area. Expenditures are shown by broad budget categories that are not mutually exclusive. Consumer spending does not equal business revenue. Total and Average Amount Spent Per Household represent annual figures. The Spending Potential Index represents the amount spent in the area relative to a national average of 100. Source: Consumer Spending data are derived from the 2016 and 2017 Consumer Expenditure Surveys, Bureau of Labor Statistics. Esri. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 7 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes Population Summary 2000 Total Population 159,076 1,206,001 2010 Total Population 203,316 1,510,673 2019 Total Population 245,029 1,842,893 2019 Group Quarters 694 15,814 2024 Total Population 269,461 2,030,814 2019-2024 Annual Rate 1.92% 1.96% 2019 Total Daytime Population 239,540 2,196,720 Workers 126,514 1,341,798 Residents 113,026 854,922 Household Summary 2000 Households 56,399 472,773 2000 Average Household Size 2.81 2.52 2010 Households 73,532 587,794 2010 Average Household Size 2.76 2.55 2019 Households 88,459 708,441 2019 Average Household Size 2.76 2.58 2024 Households 97,259 779,337 2024 Average Household Size 2.76 2.59 2019-2024 Annual Rate 1.91% 1.93% 2010 Families 53,463 377,992 2010 Average Family Size 3.26 3.18 2019 Families 62,906 452,604 2019 Average Family Size 3.30 3.24 2024 Families 68,558 495,984 2024 Average Family Size 3.32 3.25 2019-2024 Annual Rate 1.74% 1.85% Housing Unit Summary 2000 Housing Units 59,249 500,642 Owner Occupied Housing Units 68.0% 50.1% Renter Occupied Housing Units 27.2% 44.4% Vacant Housing Units 4.8% 5.6% 2010 Housing Units 76,984 633,038 Owner Occupied Housing Units 62.9% 50.1% Renter Occupied Housing Units 32.6% 42.7% Vacant Housing Units 4.5% 7.1% 2019 Housing Units 91,235 751,411 Owner Occupied Housing Units 60.4% 48.4% Renter Occupied Housing Units 36.6% 45.9% Vacant Housing Units 3.0% 5.7% 2024 Housing Units 100,049 823,018 Owner Occupied Housing Units 59.7% 48.3% Renter Occupied Housing Units 37.6% 46.4% Vacant Housing Units 2.8% 5.3% Median Household Income 2019 $90,862 $77,366 2024 $98,873 $85,164 Median Home Value 2019 $282,141 $281,169 2024 $308,770 $314,822 Per Capita Income 2019 $43,488 $41,469 2024 $47,192 $45,932 Median Age 2010 34.5 33.7 2019 35.7 35.2 2024 36.5 35.5

Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by total households. Persons in families include the householder and persons related to the householder by birth, marriage, or adoption. Per Capita Income represents the income received by all persons aged 15 years and over divided by the total population. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 1 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes 2019 Households by Income Household Income Base 88,459 708,438 <$15,000 3.0% 6.0% $15,000 - $24,999 4.5% 6.0% $25,000 - $34,999 5.7% 7.3% $35,000 - $49,999 11.1% 12.0% $50,000 - $74,999 16.4% 17.2% $75,000 - $99,999 13.3% 13.4% $100,000 - $149,999 20.0% 17.3% $150,000 - $199,999 12.2% 9.4% $200,000+ 13.7% 11.5% Average Household Income $120,319 $107,899 2024 Households by Income Household Income Base 97,259 779,334 <$15,000 2.4% 4.8% $15,000 - $24,999 3.7% 4.9% $25,000 - $34,999 4.8% 6.2% $35,000 - $49,999 10.0% 10.8% $50,000 - $74,999 16.2% 16.8% $75,000 - $99,999 13.4% 13.6% $100,000 - $149,999 21.3% 19.1% $150,000 - $199,999 13.7% 11.1% $200,000+ 14.4% 12.7% Average Household Income $130,603 $119,730 2019 Owner Occupied Housing Units by Value Total 55,069 363,306 <$50,000 3.8% 3.1% $50,000 - $99,999 3.5% 3.7% $100,000 - $149,999 4.5% 7.4% $150,000 - $199,999 11.9% 13.0% $200,000 - $249,999 17.4% 15.3% $250,000 - $299,999 13.8% 12.1% $300,000 - $399,999 22.0% 19.0% $400,000 - $499,999 11.8% 11.8% $500,000 - $749,999 8.5% 9.6% $750,000 - $999,999 1.8% 2.6% $1,000,000 - $1,499,999 0.7% 1.4% $1,500,000 - $1,999,999 0.2% 0.5% $2,000,000 + 0.2% 0.5% Average Home Value $322,119 $342,385 2024 Owner Occupied Housing Units by Value Total 59,666 397,060 <$50,000 3.0% 2.1% $50,000 - $99,999 2.6% 2.5% $100,000 - $149,999 3.4% 5.4% $150,000 - $199,999 9.8% 10.5% $200,000 - $249,999 16.7% 14.7% $250,000 - $299,999 12.5% 11.5% $300,000 - $399,999 24.3% 21.8% $400,000 - $499,999 15.3% 15.2% $500,000 - $749,999 9.1% 10.2% $750,000 - $999,999 2.3% 3.4% $1,000,000 - $1,499,999 0.8% 1.6% $1,500,000 - $1,999,999 0.2% 0.5% $2,000,000 + 0.2% 0.5% Average Home Value $344,822 $371,232

Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest dividends, net rents, pensions, SSI and welfare payments, child support, and alimony. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 2 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes 2010 Population by Age Total 203,317 1,510,671 0 - 4 7.0% 7.3% 5 - 9 8.3% 7.4% 10 - 14 8.5% 7.1% 15 - 24 13.1% 14.1% 25 - 34 13.7% 16.3% 35 - 44 16.9% 15.7% 45 - 54 16.8% 14.8% 55 - 64 9.2% 9.6% 65 - 74 3.9% 4.7% 75 - 84 1.7% 2.3% 85 + 0.7% 0.9% 18 + 71.2% 74.1% 2019 Population by Age Total 245,031 1,842,893 0 - 4 6.2% 6.5% 5 - 9 6.9% 6.7% 10 - 14 7.6% 6.8% 15 - 24 13.5% 13.8% 25 - 34 14.7% 16.0% 35 - 44 14.3% 14.5% 45 - 54 14.7% 13.2% 55 - 64 12.4% 11.5% 65 - 74 6.5% 7.0% 75 - 84 2.3% 2.9% 85 + 0.8% 1.1% 18 + 75.0% 76.2% 2024 Population by Age Total 269,459 2,030,815 0 - 4 6.3% 6.6% 5 - 9 6.6% 6.5% 10 - 14 7.0% 6.4% 15 - 24 12.9% 13.5% 25 - 34 15.0% 16.3% 35 - 44 14.7% 14.7% 45 - 54 13.3% 12.2% 55 - 64 12.3% 11.0% 65 - 74 7.8% 7.9% 75 - 84 3.2% 3.7% 85 + 0.9% 1.1% 18 + 76.0% 76.8% 2010 Population by Sex Males 100,496 746,141 Females 102,820 764,532 2019 Population by Sex Males 121,087 910,441 Females 123,942 932,452 2024 Population by Sex Males 133,052 1,001,253 Females 136,409 1,029,561

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 3 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes 2010 Population by Race/Ethnicity Total 203,316 1,510,673 White Alone 75.6% 69.6% Black Alone 7.0% 9.1% American Indian Alone 0.6% 0.6% Asian Alone 8.0% 8.9% Pacific Islander Alone 0.1% 0.2% Some Other Race Alone 6.2% 8.7% Two or More Races 2.7% 3.0% Hispanic Origin 17.8% 23.7% Diversity Index 58.8 68.1 2019 Population by Race/Ethnicity Total 245,029 1,842,891 White Alone 69.6% 63.9% Black Alone 8.6% 10.5% American Indian Alone 0.5% 0.6% Asian Alone 11.1% 12.1% Pacific Islander Alone 0.1% 0.2% Some Other Race Alone 6.9% 9.3% Two or More Races 3.2% 3.5% Hispanic Origin 19.6% 25.1% Diversity Index 65.5 73.0 2024 Population by Race/Ethnicity Total 269,460 2,030,813 White Alone 66.4% 60.9% Black Alone 10.0% 11.6% American Indian Alone 0.5% 0.6% Asian Alone 12.3% 13.4% Pacific Islander Alone 0.1% 0.2% Some Other Race Alone 7.3% 9.6% Two or More Races 3.4% 3.7% Hispanic Origin 20.8% 26.3% Diversity Index 68.7 75.4 2010 Population by Relationship and Household Type Total 203,316 1,510,673 In Households 99.7% 99.1% In Family Households 87.3% 81.5% Householder 26.3% 25.0% Spouse 21.2% 19.1% Child 34.4% 31.1% Other relative 3.7% 4.4% Nonrelative 1.7% 1.9% In Nonfamily Households 12.4% 17.6% In Group Quarters 0.3% 0.9% Institutionalized Population 0.2% 0.3% Noninstitutionalized Population 0.1% 0.6%

Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be from different race/ ethnic groups. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 4 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes 2019 Population 25+ by Educational Attainment Total 161,233 1,221,097 Less than 9th Grade 3.6% 4.8% 9th - 12th Grade, No Diploma 4.1% 4.5% High School Graduate 14.3% 14.5% GED/Alternative Credential 2.1% 2.3% Some College, No Degree 19.8% 20.1% Associate Degree 7.5% 7.1% Bachelor's Degree 32.4% 30.1% Graduate/Professional Degree 16.2% 16.5% 2019 Population 15+ by Marital Status Total 194,222 1,474,699 Never Married 28.6% 32.1% Married 58.3% 53.5% Widowed 3.2% 3.6% Divorced 9.9% 10.7% 2019 Civilian Population 16+ in Labor Force Civilian Employed 96.6% 96.2% Civilian Unemployed (Unemployment Rate) 3.4% 3.8% 2019 Employed Population 16+ by Industry Total 134,293 1,005,994 Agriculture/Mining 0.7% 0.8% Construction 5.2% 6.4% Manufacturing 9.1% 8.0% Wholesale Trade 3.8% 3.7% Retail Trade 11.0% 11.0% Transportation/Utilities 7.2% 7.0% Information 2.8% 2.9% Finance/Insurance/Real Estate 10.7% 10.7% Services 46.9% 47.2% Public Administration 2.5% 2.3% 2019 Employed Population 16+ by Occupation Total 134,292 1,005,996 White Collar 72.8% 69.5% Management/Business/Financial 22.8% 20.5% Professional 24.4% 23.5% Sales 12.5% 12.1% Administrative Support 13.2% 13.5% Services 13.4% 14.6% Blue Collar 13.8% 15.9% Farming/Forestry/Fishing 0.2% 0.1% Construction/Extraction 2.8% 4.2% Installation/Maintenance/Repair 2.4% 2.8% Production 3.8% 3.7% Transportation/Material Moving 4.6% 5.1% 2010 Population By Urban/ Rural Status Total Population 203,316 1,510,673 Population Inside Urbanized Area 98.8% 98.3% Population Inside Urbanized Cluster 0.0% 0.4% Rural Population 1.2% 1.3%

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 5 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes 2010 Households by Type Total 73,533 587,794 Households with 1 Person 21.6% 28.3% Households with 2+ People 78.4% 71.7% Family Households 72.7% 64.3% Husband-wife Families 58.6% 49.2% With Related Children 33.1% 25.9% Other Family (No Spouse Present) 14.1% 15.1% Other Family with Male Householder 4.0% 4.4% With Related Children 2.4% 2.5% Other Family with Female Householder .% .7% With Related Children 7.0% 7.4% Nonfamily Households 5.7% 7.4%

All Households with Children 42.9% 36.2%

Multigenerational Households 3.5% 3.5% Unmarried Partner Households 5.2% 5.9% Male-female 4.6% 5.1% Same-sex 0.6% 0.8% 2010 Households by Size Total 73,533 587,793 1 Person Household 21.6% 28.3% 2 Person Household 30.1% 30.5% 3 Person Household 18.1% 16.3% 4 Person Household 18.4% 14.6% 5 Person Household 7.7% 6.5% 6 Person Household 2.6% 2.4% 7 + Person Household 1.5% 1.5% 2010 Households by Tenure and Mortgage Status Total 73,532 587,794 Owner Occupied 65.9% 54.0% Owned with a Mortgage/Loan 56.4% 43.1% Owned Free and Clear 9.5% 10.9% Renter Occupied 34.1% 46.0% 2010 Housing Units By Urban/ Rural Status Total Housing Units 76,984 633,038 Housing Units Inside Urbanized Area 98.8% 98.4% Housing Units Inside Urbanized Cluster 0.0% 0.4% Rural Housing Units 1.2% 1.2%

Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families with 3 or more parent- child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri estimated block group data, which is used to estimate polygons or non-standard geography. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 6 of 7 Community Profile

2121 Cross Timbers Rd, Flower Mound, Texas, 75028 Prepared by ESRI - Webb Mgmt Drive Time: 15, 30 minute radii Latitude: 33.03413 Longitude: -97.06090 15 minutes 30 minutes Top 3 Tapestry Segments 1. Professional Pride (1B) oung and Restless (11B) 2. Soccer Moms (4A) Professional Pride (1B) 3. oung and Restless (11B) Metro Renters (3B) 2019 Consumer Spending Apparel & Services: Total $ $266,925,734 $1,948,988,016 Average Spent $3,017.51 $2,751.09 Spending Potential Index 141 128 Education: Total $ $198,699,284 $1,406,853,517 Average Spent $2,246.23 $1,985.84 Spending Potential Index 141 125 Entertainment/Recreation: Total $ $389,466,638 $2,797,833,397 Average Spent $4,402.79 $3,949.28 Spending Potential Index 135 121 Food at Home: Total $ $616,615,536 $4,523,684,416 Average Spent $6,970.64 $6,385.41 Spending Potential Index 135 123 Food Away from Home: Total $ $457,854,702 $3,348,825,541 Average Spent $5,175.90 $4,727.04 Spending Potential Index 141 129 Health Care: Total $ $681,786,761 $4,894,841,766 Average Spent $7,707.38 $6,909.31 Spending Potential Index 130 116 HH Furnishings & Equipment: Total $ $262,708,963 $1,888,976,413 Average Spent $2,969.84 $2,666.38 Spending Potential Index 139 125 Personal Care Products & Services: Total $ $111,302,821 $800,132,398 Average Spent $1,258.24 $1,129.43 Spending Potential Index 142 127 Shelter: Total $ $2,248,449,284 $16,470,116,267 Average Spent $25,417.98 $23,248.40 Spending Potential Index 137 126 Support Payments/Cash Contributions/Gifts in Kind: Total $ $292,994,808 $2,087,065,057 Average Spent $3,312.21 $2,946.00 Spending Potential Index 134 119 Travel: Total $ $274,380,268 $1,939,423,578 Average Spent $3,101.78 $2,737.59 Spending Potential Index 138 122 Vehicle Maintenance & Repairs: Total $ $138,225,720 $1,009,485,789 Average Spent $1,562.60 $1,424.94 Spending Potential Index 137 125

Data Note: Consumer spending shows the amount spent on a variety of goods and services by households that reside in the area. Expenditures are shown by broad budget categories that are not mutually exclusive. Consumer spending does not equal business revenue. Total and Average Amount Spent Per Household represent annual figures. The Spending Potential Index represents the amount spent in the area relative to a national average of 100. Source: Consumer Spending data are derived from the 2016 and 2017 Consumer Expenditure Surveys, Bureau of Labor Statistics. Esri. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2019 and 2024 Esri converted Census 2000 data into 2010 geography. January 22, 2020

©2020 Esri Page 7 of 7 Cultural Arts Center Market Areas

Town, 15- & 30-minute drive time

Webb Mgmt

Market Definition

Local Market: Town of Flower Mound

Primary Market: 15-minute drive time from Town Hall

Secondary Market: 30-minute drive time from Town Hall Source: ESRI Source: ©2019 Esri

January 25, 2020

©2020 Esri Page 1 of 1 Appendix B: Facility Inventories Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Rating

Building Hall Capacity Condition Facility Support and Staff Functionality Theatrical Acoustics Customer Amenities Amenities User Atmosphere & Character Users for Suitability Rating Trietsch Methodist Church Sanctuary 1,200 2 3 2 2 2 2 2 2 2.2 Flower Mound High School Theater 1,100 2 2 3 2 2 2 2 2 2.1 Marcus High School Theater 850 2 2 3 2 2 2 2 2 2.1 Trietsch Methodist Church Family Life Center 700 2 3 3 2 2 2 2 2 2.3 Local Facilities Local Lamb of God Sanctuary 500 2 2 2 2 2 2 2 2 2.0

Senior Center 500 2 2 1 2 1 2 2 1 1.7

Lamb of God Fellowship Hall 300 2 1 3 2 2 2 2 2 1.9 Trietsch Methodist Church Ministry Center 200 2 3 3 2 2 2 2 2 2.3 Marcus High School Black Box 200 2 2 2 2 2 2 2 2 2.0 Flower Mound High School Black Box 200 2 2 2 2 2 2 2 2 2.0 Trinity Presbyterian Church 150 2 2 2 2 2 2 2 2 2.0 Z Bar & Grill 100 2 2 1 2 2 2 3 2 2.0 Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Rating

Building Hall Capacity Condition Facility Support and Staff Functionality Theatrical Acoustics Customer Amenities Amenities User Atmosphere & Character Users for Suitability Rating Gas Monkey Live 2,500 3 2 2 3 3 3 2 3 2.6 University of North Texas Main Auditorium 1,200 3 3 3 2 2 2 3 2 2.6 Murchison Performing Arts Center Winspear Performance Hall 1,025 4 3 4 4 4 3 4 4 3.7 Collin College Preston Ridge Conference Center 850 2 3 2 1 2 2 2 3 2.2 Irving Arts Center Carpenter Performance Hall 707 3 4 4 3 4 4 3 4 3.6 Regional Facilities Regional Marshall Family PAC Rose Hall 600 4 3 4 3 3 4 3 3 3.4 Glass Cactus 500 3 2 1 2 3 2 2 2 2.2 Coppell Center for the Arts Main Stage Theater 441 4 3 3 3 3 3 3 3 3.2 Palace Arts Center Palace Theatre 432 2 2 2 2 3 2 3 2 2.2 University of North Texas University Theatre 409 3 3 3 3 3 4 2 3 3.0 University of North Texas Paul Voertman Concert Hall 380 4 3 2 4 3 2 3 3 3.1 Medical Center Lewisville Grand Performance Hall 306 3 3 3 3 3 4 3 4 3.2 Addison Theatre Center WaterTower Theatre 300 3 3 4 3 3 3 4 4 3.3 Legends Hall at the Marq Southlake Traditions Ballroom 300 3 3 2 2 2 2 2 2 2.4 Campus Theatre 300 2 2 3 2 3 3 3 3 2.5 Murchison Performing Arts Center Lyric Theatre 300 3 4 3 3 4 3 3 3 3.3 Irving Arts Center Dupree Theatre 250 3 3 3 3 2 3 3 3 2.9 Willow Bend Center for the Arts Mainstage 1 245 3 3 3 3 3 3 2 3 2.9 Tarrant County College NE Drama Playhouse* 240 3 2 3 2 2 2 2 2 2.3 Willow Bend Center for the Arts Blackbox 1 200 2 3 2 2 2 2 2 2 2.2 Palace Arts Center Lancaster Theatre 200 2 2 2 2 3 2 3 2 2.2 Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Rating

Building Hall Capacity Condition Facility Support and Staff Functionality Theatrical Acoustics Customer Amenities Amenities User Atmosphere & Character Users for Suitability Rating University of North Texas Recital Hall 200 3 3 4 3 2 3 3 3 3.0 Coppell Center for the Arts Flexibile Theater 195 4 3 3 2 3 3 3 3 3.1 Artisan Center Theater 195 3 3 3 2 2 3 2 2 2.6 Willow Bend Center for the Arts Mainstage 2 175 3 3 3 2 3 3 2 3 2.8 Medical Center Lewisville Grand Recital Hall 170 3 3 2 2 3 2 3 2 2.6 Regional Facilities Regional Medical Center Lewisville Grand Black Box 160 3 3 3 3 3 3 3 3 3.0 The Firehouse Theatre* 159 3 2 3 2 2 2 3 2 2.4 Marshall Family PAC Studio Theatre 150 4 3 4 3 3 3 3 3 3.3 Willow Bend Center for the Arts Blackbox 2 150 2 3 1 2 2 2 1 2 2.0 Lifestage Theatre 150 2 3 2 2 1 2 1 2 2.0 University of North Texas Merrill Ellis Intermedia Theater 120 4 3 4 3 2 4 3 3 3.3 University of North Texas Stan Kenton Hall 115 3 3 1 2 2 2 2 2 2.3 Texas Woman's University Redbud Theater Complex 110 2 3 3 3 2 4 2 3 2.7 Runway Theatre 105 2 1 2 2 1 2 2 2 1.7 OhLook Performing Arts Center* 100 2 2 3 2 2 3 3 3 2.4 Studio B Performing Arts Center Theater 100 2 2 3 2 2 2 2 2 2.1 Frisco Black Box Theater 100 3 3 2 2 2 3 2 3 2.6 PointBank Black Box Theatre 99 3 3 2 3 2 2 2 3 2.6 ONSTAGE in Bedford 97 2 1 2 2 1 2 2 2 1.7 Texas Star Dinner Theater 95 2 2 1 2 3 2 2 3 2.1 Central Arts Bedford 87 2 2 1 2 2 1 3 2 1.9 Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Disciplines Supported Type

Building Hall Supported Disciplines Film Dance Theatre MusicClassical Music Popular & Comedy Speakers Arts Education Performance &School University Church Bar & Restaurant Other Trietsch Methodist Church Sanctuary 2 1 1 1 Flower Mound High School Theater 5 1 1 1 1 1 1 Marcus High School Theater 5 1 1 1 1 1 1 Trietsch Methodist Church Family Life Center 4 1 1 1 1 1 Local Facilities Local Lamb of God Sanctuary 2 1 1 1 Senior Center 3 1 1 1 1 Lamb of God Fellowship Hall 4 1 1 1 1 1 Trietsch Methodist Church Ministry Center 4 1 1 1 1 1 Marcus High School Black Box 5 1 1 1 1 1 1 Flower Mound High School Black Box 5 1 1 1 1 1 1 Trinity Presbyterian Church 4 1 1 1 1 1 Z Bar & Grill 1 1 1 0% 67% 75 % 92% 8% 92% 33% 0% 33% 50% 8% 8% Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Disciplines Supported Type

Building Hall Supported Disciplines Film Dance Theatre MusicClassical Music Popular & Comedy Speakers Arts Education Performance &School University Church Bar & Restaurant Other Gas Monkey Live 1 1 1 University of North Texas Main Auditorium 1 1 1 Murchison Performing Arts Center Winspear Performance Hall 1 1 1 Collin College Preston Ridge Conference Center 1 1 1 Irving Arts Center Carpenter Performance Hall 6 1 1 1 1 1 1 1 Regional Facilities Regional Marshall Family PAC Rose Hall 4 1 1 1 1 1 Glass Cactus 1 1 1 Coppell Center for the Arts Main Stage Theater 6 1 1 1 1 1 1 1 Palace Arts Center Palace Theatre 4 1 1 1 1 1 University of North Texas University Theatre 2 1 1 1 University of North Texas Paul Voertman Concert Hall 1 1 1 Medical Center Lewisville Grand Performance Hall 6 1 1 1 1 1 1 1 Addison Theatre Center WaterTower Theatre 2 1 1 1 Legends Hall at the Marq Southlake Traditions Ballroom 3 1 1 1 1 Campus Theatre 2 1 1 1 Murchison Performing Arts Center Lyric Theatre 2 1 1 1 Irving Arts Center Dupree Theatre 6 1 1 1 1 1 1 1 Willow Bend Center for the Arts Mainstage 1 2 1 1 1 Tarrant County College NE Drama Playhouse* 1 1 1 Willow Bend Center for the Arts Blackbox 1 2 1 1 1 Palace Arts Center Lancaster Theatre 4 1 1 1 1 1 Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Disciplines Supported Type

Building Hall Supported Disciplines Film Dance Theatre MusicClassical Music Popular & Comedy Speakers Arts Education Performance &School University Church Bar & Restaurant Other University of North Texas Recital Hall 1 1 1 Coppell Center for the Arts Flexibile Theater 6 1 1 1 1 1 1 1 Artisan Center Theater 2 1 1 1 Willow Bend Center for the Arts Mainstage 2 2 1 1 1 Medical Center Lewisville Grand Recital Hall 4 1 1 1 1 1 Regional Facilities Regional Medical Center Lewisville Grand Black Box 5 1 1 1 1 1 1 The Firehouse Theatre* 3 1 1 1 1 Marshall Family PAC Studio Theatre 4 1 1 1 1 1 Willow Bend Center for the Arts Blackbox 2 2 1 1 1 Lifestage Theatre 3 1 1 1 1 University of North Texas Merrill Ellis Intermedia Theater 2 1 1 1 University of North Texas Stan Kenton Hall 1 1 1 Texas Woman's University Redbud Theater Complex 1 1 1 Runway Theatre 1 1 1 OhLook Performing Arts Center* 2 1 1 1 Studio B Performing Arts Center Theater 1 1 1 Frisco Black Box Theater 3 1 1 1 1 PointBank Black Box Theatre 2 1 1 1 ONSTAGE in Bedford 1 1 1 Texas Star Dinner Theater 1 1 1 Central Arts Bedford 3 1 1 1 1 7% 31% 69% 50% 26% 29% 45% 69% 31% 0% 0% 0% Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Features Amenities

Building Hall Seating Flexible Commercial Kitchen Catering Kitchen Rehearsal & Program Space Backstage Accommodations Equipment &Sound Lighting Equipment Projection & Film Space Fly Pit Orchestra Space Wing Sizeable Alcohol Permit Parking Dedicated Café & Concessions Services Ticketing Trietsch Methodist Church Sanctuary 1 1 1 1 1 Flower Mound High School Theater 1 1 1 1 1 1 1 Marcus High School Theater 1 1 1 1 1 1 1 1 Trietsch Methodist Church Family Life Center 1 1 1 1 1 1 Local Facilities Local Lamb of God Sanctuary 1 1 1 1 1 Senior Center 1 1 1 1 1 1 Lamb of God Fellowship Hall 1 1 1 1 1 1 Trietsch Methodist Church Ministry Center 1 1 1 1 1 1 Marcus High School Black Box 1 1 1 1 1 Flower Mound High School Black Box 1 1 1 1 1 Trinity Presbyterian Church 1 1 1 1 1 Z Bar & Grill 1 1 1 1 1 67% 17% 50% 92% 17% 100% 83% 17% 8% 17% 0% 100% 8% 0% Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Features Amenities

Building Hall Seating Flexible Commercial Kitchen Catering Kitchen Rehearsal & Program Space Backstage Accommodations Equipment &Sound Lighting Equipment Projection & Film Space Fly Pit Orchestra Space Wing Sizeable Alcohol Permit Parking Dedicated Café & Concessions Services Ticketing Gas Monkey Live 1 1 1 1 1 1 1 1 1 University of North Texas Main Auditorium 1 1 1 1 1 1 Murchison Performing Arts Center Winspear Performance Hall 1 1 1 1 1 1 Collin College Preston Ridge Conference Center 1 1 1 1 Irving Arts Center Carpenter Performance Hall 1 1 1 1 1 1 1 1 1 1 1 Regional Facilities Regional Marshall Family PAC Rose Hall 1 1 1 1 1 1 1 1 Glass Cactus 1 1 1 1 1 1 1 1 Coppell Center for the Arts Main Stage Theater 1 1 1 1 1 1 1 1 1 1 1 Palace Arts Center Palace Theatre 1 1 1 1 1 1 1 1 1 1 1 University of North Texas University Theatre 1 1 1 1 1 1 University of North Texas Paul Voertman Concert Hall 1 1 1 1 1 Medical Center Lewisville Grand Performance Hall 1 1 1 1 1 1 1 1 1 1 Addison Theatre Center WaterTower Theatre 1 1 1 1 1 1 Legends Hall at the Marq Southlake Traditions Ballroom 1 1 1 1 1 1 1 Campus Theatre 1 1 1 1 1 Murchison Performing Arts Center Lyric Theatre 1 1 1 1 1 1 1 1 Irving Arts Center Dupree Theatre 1 1 1 1 1 1 1 1 1 1 1 Willow Bend Center for the Arts Mainstage 1 1 1 1 1 1 1 1 1 1 Tarrant County College NE Drama Playhouse* 1 1 1 1 1 Willow Bend Center for the Arts Blackbox 1 1 1 1 1 1 1 Palace Arts Center Lancaster Theatre 1 1 1 1 1 1 1 1 1 Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Facility Features Amenities

Building Hall Seating Flexible Commercial Kitchen Catering Kitchen Rehearsal & Program Space Backstage Accommodations Equipment &Sound Lighting Equipment Projection & Film Space Fly Pit Orchestra Space Wing Sizeable Alcohol Permit Parking Dedicated Café & Concessions Services Ticketing University of North Texas Recital Hall 1 Coppell Center for the Arts Flexibile Theater 1 1 1 1 1 1 1 1 1 1 Artisan Center Theater 1 1 1 1 1 1 Willow Bend Center for the Arts Mainstage 2 1 1 1 1 1 1 1 1 Medical Center Lewisville Grand Recital Hall 1 1 1 1 1 1 1 Regional Facilities Regional Medical Center Lewisville Grand Black Box 1 1 1 1 1 1 1 1 1 The Firehouse Theatre* 1 1 1 Marshall Family PAC Studio Theatre 1 1 1 1 Willow Bend Center for the Arts Blackbox 2 1 1 1 1 1 1 Lifestage Theatre 1 1 1 1 1 1 1 1 University of North Texas Merrill Ellis Intermedia Theater 1 1 1 1 1 University of North Texas Stan Kenton Hall 1 1 1 1 Texas Woman's University Redbud Theater Complex 1 1 1 1 1 1 1 Runway Theatre 1 1 1 1 OhLook Performing Arts Center* 1 1 1 1 Studio B Performing Arts Center Theater 1 1 1 1 1 1 1 Frisco Black Box Theater 1 1 1 1 1 1 PointBank Black Box Theatre 1 1 1 1 1 1 1 ONSTAGE in Bedford 1 1 1 1 Texas Star Dinner Theater 1 1 1 1 1 1 1 1 Central Arts Bedford 1 1 1 1 45% 5% 26% 83% 64% 90% 62% 19% 10% 33% 40% 71 % 48% 76 % Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Availability Location

Building Hall Available Not Low Medium High City State Zip Trietsch Methodist Church Sanctuary 1 Flower Mound TX 75028 Flower Mound High School Theater 1 Flower Mound TX 75022 Marcus High School Theater 1 Flower Mound TX 75028 Trietsch Methodist Church Family Life Center 1 Flower Mound TX 75028 Local Facilities Local Lamb of God Sanctuary 1 Flower Mound TX 75028

Senior Center 1 Flower Mound TX 75028 Lamb of God Fellowship Hall 1 Flower Mound TX 75028 Trietsch Methodist Church Ministry Center 1 Flower Mound TX 75028 Marcus High School Black Box 1 Flower Mound TX 75028 Flower Mound High School Black Box 1 Flower Mound TX 75022 Trinity Presbyterian Church 1 Flower Mound TX 75028 Z Bar & Grill 1 Flower Mound TX 75028 0% 42% 58% 0% Indoor Performance Facilities Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Availability Location

Building Hall Available Not Low Medium High City State Zip Gas Monkey Live 1 Dallas TX 75220 University of North Texas Main Auditorium 1 Denton TX 76201 Murchison Performing Arts Center Winspear Performance Hall 1 Denton TX 76203 Collin College Preston Ridge Conference Center 1 Frisco TX 75035 Irving Arts Center Carpenter Performance Hall 1 Irving TX 75062 Regional Facilities Regional Marshall Family PAC Rose Hall 1 Addison TX 75001 Glass Cactus 1 Grapevine TX 76051 Coppell Center for the Arts Main Stage Theater 1 Coppell TX 75019 Palace Arts Center Palace Theatre 1 Grapevine TX 76051 University of North Texas University Theatre 1 Denton TX 76201 University of North Texas Paul Voertman Concert Hall 1 Denton TX 76201 Medical Center Lewisville Grand Performance Hall 1 Lewisville TX 75057 Addison Theatre Center WaterTower Theatre 1 Addison TX 75001 Legends Hall at the Marq Southlake Traditions Ballroom 1 Southlake TX 76092 Campus Theatre 1 Denton TX 76201 Murchison Performing Arts Center Lyric Theatre 1 Denton TX 76203 Irving Arts Center Dupree Theatre 1 Irving TX 75062 Willow Bend Center for the Arts Mainstage 1 1 Plano TX 75093 Tarrant County College NE Drama Playhouse* 1 Hurst TX 76054 Willow Bend Center for the Arts Blackbox 1 1 Plano TX 75093 Palace Arts Center Lancaster Theatre 1 Grapevine TX 76051 Permanent indoor facilities within 30-minutes of Flower Mound Town Hall with a capacity between 75 seats and 2,500 seats

Availability Location

Building Hall Available Not Low Medium High City State Zip University of North Texas Recital Hall 1 Denton TX 76203 Coppell Center for the Arts Flexibile Theater 1 Coppell TX 75019 Artisan Center Theater 1 Hurst TX 76053 Willow Bend Center for the Arts Mainstage 2 1 Plano TX 75093 Medical Center Lewisville Grand Recital Hall 1 Lewisville TX 75057 Regional Facilities Regional Medical Center Lewisville Grand Black Box 1 Lewisville TX 75057 The Firehouse Theatre* 1 Farmers Branch TX 75234 Marshall Family PAC Studio Theatre 1 Addison TX 75001 Willow Bend Center for the Arts Blackbox 2 1 Plano TX 75093 Lifestage Theatre 1 Grapevine TX 76051 University of North Texas Merrill Ellis Intermedia Theater 1 Denton TX 76203 University of North Texas Stan Kenton Hall 1 Denton TX 76203 Texas Woman's University Redbud Theater Complex 1 Denton TX 76201 Runway Theatre 1 Grapevine TX 76051 OhLook Performing Arts Center* 1 Grapevine TX 76051 Studio B Performing Arts Center Theater 1 Highland Village TX 75028 Frisco Black Box Theater 1 Frisco TX 75034 PointBank Black Box Theatre 1 Denton TX 76201 ONSTAGE in Bedford 1 Bedford TX 76021 Texas Star Dinner Theater 1 Grapevine TX 76051 Central Arts Bedford 1 Bedford TX 76021 24% 50% 26% 0% Appendix C: Pro-forma Operating Budget

Flower Mound Arts Center Pro-forma Operating Budget

A.1 ACTIVITY SUMMARY Year 1 Year 2 Year 3 Year 4 Year 5 Theater Presented Event Use Days 22 20 21 22 23 Film Screening Days 5 6 6 7 7 Internal Use Days 47 49 50 51 53 Resident Arts Use Days 54 57 59 62 65 Other Nonprofit Use Days 27 30 32 35 38 Commerical Rental Days 25 26 29 33 36 Total Use Days 180 186 198 210 221 Event Attendance 1,500 1,683 1,872 2,067 2,268 Multipurpose Room Presented Event Use Days 22 20 21 22 23 Film Screening Days 5 6 6 7 7 Internal Use Days 54 55 57 58 59 Resident Arts Use Days 54 57 59 62 65 Other Nonprofit Use Days 27 30 32 35 38 Commerical Rental Days 25 26 29 33 36 Total Use Days 187 193 205 216 228 Practice Studios (2) Internal Use Days 200 201 202 203 204 Resident Arts Use Days 100 101 102 103 104 Other Nonprofit Use Days 50 51 52 53 54 Commerical Rental Days 50 51 52 53 54 Total Use Days 400 404 408 412 416 Wet & Dry Classroms (4) Internal Use Days 267 269 272 275 277 Resident Arts Use Days 267 269 272 275 277 Other Nonprofit Use Days 133 135 136 137 139 Commerical Rental Days 133 135 136 137 139 Total Average Use Days 400 404 408 412 416

A.2 BUDGET SUMMARY Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5 Earned Income Ticket Sales 253,500 228,720 241,518 254,165 266,636 Rental Income 318,300 337,021 363,392 386,709 410,262 Theater User Fees 106,260 113,903 126,139 136,364 146,603 Program Revenues 25,000 26,250 27,563 55,125 57,881 Food & Beverage 53,340 59,144 65,254 72,471 79,232 Miscellaneous Income 104,145 115,114 126,766 139,109 152,174 860,545 880,151 950,633 1,043,944 1,112,788 Contributed Income Annual Membership Income 0 10,000 10,710 11,470 12,285 13,157 Event Sponsorship 0 7,000 6,426 6,919 7,428 7,956 City/County/State Grant Programs 125,000 250,000 255,000 260,100 265,302 270,608 Individual Contributions 25,000 50,000 51,000 52,020 53,060 54,122 Corporate Contributions 0 50,000 51,000 52,020 53,060 54,122 Foundation Grants 25,000 50,000 51,000 52,020 53,060 54,122 175,000 417,000 425,136 434,549 444,196 454,086

Total Income 175,000 1,277,545 1,305,287 1,385,182 1,488,140 1,566,874

Operating Expenses Total Personnel 282,750 710,710 737,231 769,670 803,166 837,750 Programming Costs 0 249,750 245,832 259,269 292,218 306,364 Fundraising Expenses 18,000 36,000 37,080 38,192 39,338 40,518 Box Office 0 17,708 18,123 18,531 20,152 21,846 Administration 32,750 68,000 71,400 74,970 78,719 82,654 Occupancy Costs 0 190,750 194,565 198,456 202,425 206,474 Total Operating Expenses 333,500 1,272,918 1,304,231 1,359,088 1,436,018 1,495,607

Result of Operations -158,500 4,627 1,056 26,094 52,123 71,267

Earned Income/Operating Expenses 0 68% 67% 70% 73% 74%

Webb Mgmt Page 1 7/6/21 Flower Mound Arts Center Pro-forma Operating Budget

Tab % % % % B.1 MULTI-YEAR FORECAST YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Reference Change Change Change Change SPACES AND RATES Usable Square Feet Capacity Rental Period Renter Type Rental Rates Theater 7,500 300 Daily Internal Free Free Free Free Free Resident Tab D $600 2% $612 2% $624 2% $624 2% $624 Nonprofit Tab D $900 $918 $936 $936 $936 Commercial Tab D $1,800 $1,836 $1,873 $1,873 $1,873 Multipurpose Room 2,400 150 Daily Internal Free Free Free Free Free Resident Tab D $300 2% $306 2% $312 2% $312 2% $312 Nonprofit Tab D $450 $459 $468 $468 $468 Commercial Tab D $900 $918 $936 $936 $936 Practice Studios (2) 1,600 each 50 Four-hour Internal Free Free Free Free Free Resident Tab D $50 2% $51 2% $52 2% $53 2% $54 Nonprofit Tab D $75 $77 $78 $80 $81 Commercial Tab D $150 $153 $156 $159 $162 Wet & Dry Classroms (4) 800 each 25 Four-hour Internal Free Free Free Free Free Resident Tab D $25 2% $26 2% $26 2% $27 2% $27 Nonprofit Tab D $38 $38 $39 $40 $41 Commercial Tab D $75 $77 $78 $80 $81 Gallery 2,000 100 Daily Internal Free Free Free Free Free Resident Tab D $400 2% $408 2% $416 2% $424 2% $433 Nonprofit Tab D $600 $612 $624 $637 $649 Commercial Tab D $1,200 $1,224 $1,248 $1,273 $1,299

ACTIVITY BY SPACE Theater Presented Events Live Events 20 18 19 20 21 Average Capacity Sold 70% 67% 64% 61% 58% Average Attendance 210 201 192 183 174 Average Ticket Price $40.00 2% $40.80 2% $41.62 2% $42.45 2% $43.30 Average Ticket Sales $8,400 $8,201 $7,990 $7,768 $7,534 Total Ticket Sales $168,000 $147,614 $151,815 $155,361 $158,208 Ave. Sponsorship Fee/Performance $250 2% $255 2% $260 2% $265 2% $271 Sponsorship Income $5,000 $4,590 $4,942 $5,306 $5,683 Event Days 20 18 19 20 21 Prep Days 2 2 2 2 2 Total Use Days 22 20 21 22 23 Average Artist Fees & Costs $4,620 $4,510 $4,395 $4,272 $4,144 Average Promotion Costs $2,940 $2,870 $2,797 $2,719 $2,637 Other Direct Costs $840 $820 $799 $777 $753 Total Direct Costs $168,000 $147,614 $151,815 $155,361 $158,208 Net from Live Presenting $5,000 $4,590 $4,942 $5,306 $5,683

Film Screenings 10 11 12 13 14 Total Use Days 5 6 6 7 7 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 1,500 1,683 1,872 2,067 2,268 Average Ticket Price $10.00 2% $10.20 2% $10.40 2% $10.61 2% $10.82 Film Box Office $15,000 $17,167 $19,476 $21,935 $24,550 50% Share to Distributor $7,500 $8,583 $9,738 $10,968 $12,275 Marketing Costs $4,500 $5,150 $5,843 $6,581 $7,365 Other Direct Costs $1,500 $1,717 $1,948 $2,194 $2,455 Total Direct Costs $13,500 $15,450 $17,529 $19,742 $22,095 Net from Film Presenting $1,500 $1,717 $1,948 $2,194 $2,455 Rentals Internal Programs Performances 35 36 37 38 39 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 5,250 5,508 5,772 6,042 6,318 Event Days 32 32 33 34 35 Prep Days 16 16 17 17 18 Total Use Days 47 49 50 51 53 Rental Income $0 $0 $0 $0 $0

Residents Performances 40 42 44 46 48 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 6,000 6,426 6,864 7,314 7,776 Event Days 36 38 40 41 43 Prep Days 18 19 20 21 22 Total Use Days 54 57 59 62 65 Rental Income $32,400 $34,700 $37,080 $38,765 $40,451

Nonprofits Performances 20 22 24 26 28 Average Capacity Sold 50% 51% 52% 53% 54%

Webb Management Services, Inc. Page 2 7/6/21 Flower Mound Arts Center Pro-forma Operating Budget

Tab % % % % B.1 MULTI-YEAR FORECAST YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Reference Change Change Change Change Attendance 3,000 3,366 3,744 4,134 4,536 Event Days 18 20 22 23 25 Prep Days 9 10 11 12 13 Total Use Days 27 30 32 35 38 Rental Income $24,300 $27,265 $30,338 $32,866 $35,394

Commercial Performances 20 23 26 29 32 Average Capacity Sold 60% 61% 62% 63% 64% Attendance 3,600 4,209 4,836 5,481 6,144 Event Days 20 21 23 26 29 Prep Days 5 5 6 7 7 Total Use Days 25 26 29 33 36 Rental Income $45,000 $47,507 $54,777 $61,097 $67,418

All Uses & Users Performances 145 152 162 172 182 Live Event Attendance 18,060 19,710 21,408 23,154 24,948 Film Attendance 1,500 1,683 1,872 2,067 2,268 Total Event Attendance 19,560 21,393 23,280 25,221 27,216 Use Days 180 186 198 210 221 Use/Potential Days 49% 51% 54% 57% 61% Rental Income $101,700 $109,472 $122,195 $132,729 $143,263

Multipurpose Room Presented Events Live Events 20 18 19 20 21 Average Capacity Sold 70% 67% 68% 69% 70% Average Attendance 105 101 102 104 105 Average Ticket Price $30.00 2% $30.60 2% $31.21 2% $31.84 2% $32.47 Average Ticket Sales $3,150 $3,075 $3,184 $3,295 $3,410 Total Ticket Sales $63,000 $55,355 $60,489 $65,901 $71,603 Ave. Sponsorship Fee/Performance $100 2% $102 2% $104 2% $106 2% $108 Sponsorship Income $2,000 $1,836 $1,977 $2,122 $2,273 Event Days 20 18 19 20 21 Prep Days 2 2 2 2 2 Total Use Days 22 20 21 22 23 Average Artist Fees & Costs $1,575 $1,538 $1,592 $1,648 $1,705 Average Promotion Costs $1,103 $1,076 $1,114 $1,153 $1,193 Other Direct Costs $473 $461 $478 $494 $511 Total Direct Costs $63,000 $55,355 $60,489 $65,901 $71,603 Net from Live Presenting $2,000 $1,836 $1,977 $2,122 $2,273

Film Screenings 10 11 12 13 14 Total Use Days 5 6 6 7 7 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 750 842 936 1,034 1,134 Average Ticket Price $10.00 2% $10.20 2% $10.40 2% $10.61 2% $10.82 Film Box Office $7,500 $8,583 $9,738 $10,968 $12,275 50% Share to Distributor $3,750 $4,292 $4,869 $5,484 $6,137 Marketing Costs $2,250 $2,575 $2,921 $3,290 $3,682 Other Direct Costs $750 $858 $974 $1,097 $1,227 Total Direct Costs $6,750 $7,725 $8,764 $9,871 $11,047 Net from Film Presenting $750 $858 $974 $1,097 $1,227 Rentals Internal Programs Performances 40 41 42 43 44 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 3,000 3,137 3,276 3,419 3,564 Event Days 36 37 38 39 40 Prep Days 18 18 19 19 20 Total Use Days 54 55 57 58 59 Rental Income $0 $0 $0 $0 $0

Residents Performances 40 42 44 46 48 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 3,000 3,213 3,432 3,657 3,888 Event Days 36 38 40 41 43 Prep Days 18 19 20 21 22 Total Use Days 54 57 59 62 65 Rental Income $16,200 $17,350 $18,540 $19,383 $20,225

Nonprofits Performances 20 22 24 26 28 Average Capacity Sold 50% 51% 52% 53% 54% Attendance 1,500 1,683 1,872 2,067 2,268

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Tab % % % % B.1 MULTI-YEAR FORECAST YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Reference Change Change Change Change Event Days 18 20 22 23 25 Prep Days 9 10 11 12 13 Total Use Days 27 30 32 35 38 Rental Income $12,150 $13,632 $15,169 $16,433 $17,697

Commercial Performances 20 23 26 29 32 Average Capacity Sold 60% 61% 62% 63% 64% Attendance 1,800 2,105 2,418 2,741 3,072 Event Days 20 21 23 26 29 Prep Days 5 5 6 7 7 Total Use Days 25 26 29 33 36 Rental Income $22,500 $23,753 $27,389 $30,549 $33,709

All Uses & Users Performances 150 157 167 177 187 Live Event Attendance 9,405 10,238 11,100 11,987 12,897 Film Attendance 750 842 936 1,034 1,134 Total Event Attendance 10,155 11,079 12,036 13,020 14,031 Use Days 187 193 205 216 228 Rental Income $50,850 $54,736 $61,097 $66,365 $71,632

Practice Studios (2) Rentals Internal Programs Four-hour Rentals 600 603 606 609 612 Total Use Days 200 201 202 203 204 Rental Income $0 $0 $0 $0 $0

Residents Four-hour Rentals 300 303 306 309 312 Total Use Days 100 101 102 103 104 Rental Income $15,000 $15,453 $15,918 $16,396 $16,886

Nonprofits Four-hour Rentals 150 153 156 159 162 Total Use Days 50 51 52 53 54 Rental Income $11,250 $11,705 $12,173 $12,655 $13,152

Commercial Four-hour Rentals 150 153 156 159 162 Total Use Days 50 51 52 53 54 Rental Income $22,500 $23,409 $24,345 $25,310 $26,303

All Uses & Users Four-hour Rentals 1200 1212 1224 1236 1248 Average Attendance 30 30 30 30 30 Total Attendance 36,000 36,360 36,720 37,080 37,440 Average Use Days/Studio 200 202 204 206 208 Rental Income $48,750 $50,567 $52,436 $54,360 $56,341

Wet & Dry Classroms (4) Rentals Internal Programs Four-hour Rentals 800 808 816 824 832 Total Use Days 267 269 272 275 277 Rental Income $0 $0 $0 $0 $0

Residents Four-hour Rentals 800 808 816 824 832 Total Use Days 267 269 272 275 277 Rental Income $20,000 $20,604 $21,226 $21,867 $22,528

Nonprofits Four-hour Rentals 400 404 408 412 416 Total Use Days 133 135 136 137 139 Rental Income $15,000 $15,453 $15,920 $16,400 $16,896

Commercial Four-hour Rentals 400 404 408 412 416 Total Use Days 133 135 136 137 139 Rental Income $30,000 $30,906 $31,839 $32,801 $33,791

All Uses & Users Four-hour Rentals 2,400 2,424 2,448 2,473 2,497 Average Attendance 20 20 20 20 20 Total Attendance 48,000 48,480 48,965 49,454 49,949 Total Use Days 800 808 816 824 832 Average Use Days/Classroom 400 404 408 412 416 Rental Income $65,000 $66,963 $68,985 $71,069 $73,215

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C. PRO-FORMA OPERATING BUDGET

Pre- Tab % % % % % C.1 MULTI-YEAR BUDGET Opening Year 1 Year 2 Year 3 Year 4 Year 5 Reference Change Change Change Change Change Year EARNED INCOME Ticket Sales Live Presented Events Tab B 231,000 202,970 212,304 221,262 229,811 Film Screenings Tab B 22,500 25,750 29,214 32,903 36,824

Rental Income Theater Tab B 101,700 109,472 122,195 132,729 143,263 Multipurpose Room Tab B 50,850 54,736 61,097 66,365 71,632 Practice Studios (2) Tab B 48,750 50,567 52,436 54,360 56,341 Wet & Dry Classroms (4) Tab B 65,000 66,963 68,985 71,069 73,215 Gallery Tab B 52,000 55,284 58,679 62,187 65,812

Theater User Fees Theater Tab D 81,360 87,577 97,756 106,183 114,610 Multipurpose Room Tab D 12,713 13,684 15,274 16,591 17,908 Practice Studios (2) Tab D 12,188 12,642 13,109 13,590 14,085

Program Revenues 25,000 5% 26,250 5% 27,563 100% 55,125 5% 57,881

Food & Beverage Live Event Concessions (net) Tab E 27,465 30,546 33,821 37,291 40,965 Film Concessions (net) Tab E 3,375 3,862 4,382 4,935 5,524 Income from Catered Events (net) Tab E 22,500 24,735 27,050 30,244 32,744

Miscellaneous Income Ticketing Fees Tab H 59,430 66,243 73,486 81,163 89,294 Program Advertising Tab H 15,000 0.05 15,750 0.05 16,538 0.05 17,364 0.05 18,233 Facility Fee Tab H 29,715 33,121 36,743 40,582 44,647 Total Earned Income 0 860,545 880,151 950,633 1,043,944 1,112,788

CONTRIBUTED INCOME Annual Membership Income Tab L 10,000 10,710 11,470 12,285 13,157 Event Sponsorship Tab L 7,000 6,426 6,919 7,428 7,956 City/County/State Grant Programs Tab L 125,000 100% 250,000 2% 255,000 2% 260,100 2% 265,302 2% 270,608 Individual Contributions Tab L 25,000 100% 50,000 2% 51,000 2% 52,020 2% 53,060 2% 54,122 Corporate Contributions Tab L 50,000 2% 51,000 2% 52,020 2% 53,060 2% 54,122 Foundation Grants Tab L 25,000 100% 50,000 2% 51,000 2% 52,020 2% 53,060 2% 54,122 Total Contributed Income 175,000 417,000 425,136 434,549 444,196 454,086

Total Income 175,000 1,277,545 1,305,287 1,385,182 1,488,140 1,566,874

OPERATING EXPENSES Full-time Personnel Facility Manager Tab G 90,000 3% 92,700 3% 95,481 3% 98,345 3% 101,296 3% 104,335 Development Manager Tab G 37,500 100% 75,000 3% 77,250 3% 79,568 3% 81,955 3% 84,413 Technical Director Tab G 35,000 100% 70,000 3% 72,100 3% 74,263 3% 76,491 3% 78,786 Custodian Tab G 30,000 100% 60,000 3% 61,800 3% 63,654 3% 65,564 3% 67,531 Administrative Assistant Tab G 25,000 100% 50,000 3% 51,500 3% 53,045 3% 54,636 3% 56,275 Salary Sub-Total 217,500 347,700 358,131 368,875 379,941 391,339 Benefits 65,250 104,310 107,439 110,662 113,982 117,402 Sub-total 282,750 452,010 465,570 479,537 493,924 508,741

Part-time Personnel Front of House Managers Tab G 20,000 3% 20,600 3% 21,218 3% 21,855 3% 22,510 Accountant Tab G 15,000 3% 15,450 3% 15,914 3% 16,391 3% 16,883 Ticket Office Mgr. and Staff Tab G 25,000 3% 25,750 3% 26,523 3% 27,318 3% 28,138 Volunteer Manager Tab G 10,000 3% 10,300 3% 10,609 3% 10,927 3% 11,255 Sub-total Tab G 0 70,000 72,100 74,263 76,491 78,786 Benefits Tab G 0 10,500 10,815 11,139 11,474 11,818 Sub-total 0 80,500 82,915 85,402 87,965 90,603

Event-based Staff Technical Labor Tab G 109,500 115,316 124,942 134,906 145,219 Event Staff Tab G 46,800 50,021 54,350 58,833 63,474 Event Cleaning Tab G 21,900 23,409 25,438 27,538 29,713 Sub-total 0 178,200 188,746 204,730 221,278 238,406

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Pre- Tab % % % % % C.1 MULTI-YEAR BUDGET Opening Year 1 Year 2 Year 3 Year 4 Year 5 Reference Change Change Change Change Change Year

Programming Costs Internal Educaitonal Program Cost Tab B 18,750 19,688 20,672 41,344 43,411 Direct Costs of Live Presented Events Tab B 231,000 202,970 212,304 221,262 229,811 Direct Costs of Film Events Tab B 20,250 23,175 26,293 29,612 33,142 0 249,750 245,832 259,269 292,218 306,364 Fundraising Expenses Hospitality (meals & travel) Tab M 5,000 100% 10,000 3% 10,300 3% 10,609 3% 10,927 3% 11,255 Individual Membership Tab M 2,500 100% 5,000 3% 5,150 3% 5,305 3% 5,464 3% 5,628 Corporate Membership Tab M 1,250 100% 2,500 3% 2,575 3% 2,652 3% 2,732 3% 2,814 Special Events Tab M 7,500 100% 15,000 3% 15,450 3% 15,914 3% 16,391 3% 16,883 Professional Development Tab M 500 100% 1,000 3% 1,030 3% 1,061 3% 1,093 3% 1,126 Miscellaneous Tab M 1,250 100% 2,500 3% 2,575 3% 2,652 3% 2,732 3% 2,814 Sub-total 18,000 36,000 37,080 38,192 39,338 40,518

Box Office Network Maintenance Tab H 1,486 1,656 1,837 2,029 2,232 Postage Tab H 1,189 1,325 1,470 1,623 1,786 Ticket Printing Tab H 2,377 2,650 2,939 3,247 3,572 Supplies Tab H 594 662 735 812 893 Credit Card Fees Tab H 7,605 6,862 6,038 6,354 6,666 Ticketing Service (net) Tab H 4,457 4,968 5,511 6,087 6,697 Sub-total 0 17,708 18,123 18,531 20,152 21,846

Administration Institutional Promotion/Advertising Tab M 12,500 100% 25,000 5% 26,250 5% 27,563 5% 28,941 5% 30,388 Printing & Publications Tab M 2,500 100% 5,000 5% 5,250 5% 5,513 5% 5,788 5% 6,078 Office Equipment/Systems Tab M 2,500 100% 5,000 5% 5,250 5% 5,513 5% 5,788 5% 6,078 Office Supplies/Services Tab M 2,500 100% 5,000 5% 5,250 5% 5,513 5% 5,788 5% 6,078 Legal/Accounting Tab M 3,750 100% 7,500 5% 7,875 5% 8,269 5% 8,682 5% 9,116 Volunteer Management Tab M 2,500 5% 2,625 5% 2,756 5% 2,894 5% 3,039 Professional Development Tab M 2,500 100% 5,000 5% 5,250 5% 5,513 5% 5,788 5% 6,078 IT Tab M 5,000 100% 10,000 5% 10,500 5% 11,025 5% 11,576 5% 12,155 Telephone Tab M 1,000 100% 2,000 5% 2,100 5% 2,205 5% 2,315 5% 2,431 Miscellaneous Tab M 500 100% 1,000 5% 1,050 5% 1,103 5% 1,158 5% 1,216 Sub-total 32,750 68,000 71,400 74,970 78,719 82,654

Occupancy Costs Fire Safety Tab I 17,500 17,850 18,207 18,571 18,943 Building Security System Tab I 8,750 8,925 9,104 9,286 9,471 Waste Management/Recycling Tab I 3,500 3,570 3,641 3,714 3,789 Landscaping/Sidewalk Maintenance Tab I 3,500 3,570 3,641 3,714 3,789 Building Supplies (light bulbs, power cords, etc.) Tab I 17,500 17,850 18,207 18,571 18,943 Cleaning Service (not for events) Tab I 17,500 17,850 18,207 18,571 18,943 Repairs and Maintenance Tab I 35,000 35,700 36,414 37,142 37,885 Technical Production Materials Tab I 17,500 17,850 18,207 18,571 18,943 Utilities (HVAC/water/sewer) Tab I 70,000 71,400 72,828 74,285 75,770 Sub-total 0 190,750 194,565 198,456 202,425 206,474

Total Operating Expenses 333,500 1,272,918 1,304,231 1,359,088 1,436,018 1,495,607

Result of Operations -158,500 4,627 1,056 26,094 52,123 71,267

Earned Income as % of Operating Expenses 0% 68% 67% 70% 73% 74%

CPI-Based Escalation Rate 2% 2% 2% 2% 2%

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D. RENTAL RATES & USER FEES % % % % D.1 Calculating User & Ticketing Fees Year 1 Year 2 Year 3 Year 4 Year 5 Change Change Change Change User Fees as a % of Rent Theater 80% 80% 80% 80% 80% Multipurpose Room 25% 25% 25% 25% 25% Practice Studios (2) 25% 25% 25% 25% 25%

Ticketing Fees Total Event Tickets Sold 29,715 32,472 35,316 38,241 41,247 Average Ticketing Fee $2.00 2% $2.04 2% $2.08 2% $2.12 2% $2.16

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E. FOOD & BEVERAGE OPERATIONS % % % % E.1 Calculating F&B Revenues Year 1 Year 2 Year 3 Year 4 Year 5 Change Change Change Change Concessions Concession Net per Live Theater Attender $1.00 2% $1.02 2% $1.04 2% $1.06 2% $1.08 Live Theater Attenders 27,465 29,948 32,508 35,141 37,845 Concession Net per Film Attender $1.50 2% $1.53 2% $1.56 2% $1.59 2% $1.62 Film Attenders 2,250 2,525 2,808 3,101 3,402

Catering Large Catered Events 15 16 17 18 19 Fee/per Event $1,000 2% $1,020 2% $1,040 2% $1,061 2% $1,082 Small Catered Events 10 11 12 14 15 Fee/per Event $750 2% $765 2% $780 2% $796 2% $812

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F. MISCELLANEOUS INCOME F.1 Calculating Miscellaneous % % % % Year 1 Year 2 Year 3 Year 4 Year 5 Income Change Change Change Change Membership Income # of Center Members 100 5% 105 5% 110 5% 116 5% 122 Average Membership Fee $100.00 2% $102.00 2% $104.04 2% $106.12 2% $108.24

Facility Fee Charge/ticket sold $1.00 2% $1.02 2% $1.04 2% $1.06 2% $1.08 Total Events Tickets Sold 29,715 32,472 35,316 38,241 41,247

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G. STAFFING & COMPENSATION Pre- % % % % % G.1 Benefit Levels Opening Year 1 Year 2 Year 3 Year 4 Year 5 Change Change Change Change Change Year Benefits Full-time 30% 30% 30% 30% 30% 30% Part-time 15% 15% 15% 15% 15% 15%

G.2 Hourly Staff % % % % Year 1 Year 2 Year 3 Year 4 Year 5 Rates Change Change Change Change Event-based Labor Cost/Use Day Technical Labor Theater $ 400 2% $ 408 2% $ 416 2% $ 424 2% $ 433 Multipurpose Room $ 200 2% $ 204 2% $ 208 2% $ 212 2% $ 216 Cost/Performance Event Staff & Security Theater $ 240 2% $ 245 2% $ 250 2% $ 255 2% $ 260 Multipurpose Room $ 80 2% $ 82 2% $ 83 2% $ 85 2% $ 87

Event Cleaning Theater $ 120 2% $ 122 2% $ 125 2% $ 127 2% $ 130 Multipurpose Room $ 30 2% $ 31 2% $ 31 2% $ 32 2% $ 32

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H. BOX OFFICE EXPENSES % % % % H.1 Calculating Box Office Expenses Year 1 Year 2 Year 3 Year 4 Year 5 Change Change Change Change Box Office Expenses Total Tickets Sold 29,715 32,472 35,316 38,241 41,247 Cost/Ticket Sold Network Maintenance $0.05 2% $0.05 2% $0.05 2% $0.05 2% $0.05 Postage $0.04 2% $0.04 2% $0.04 2% $0.04 2% $0.04 Ticket Printing $0.08 2% $0.08 2% $0.08 2% $0.08 2% $0.09 Supplies $0.02 2% $0.02 2% $0.02 2% $0.02 2% $0.02 Ticketing Service (net) $0.15 2% $0.15 2% $0.16 2% $0.16 2% $0.16

Credit Card Fees 3% 3% 3% 3% 3%

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I. OCCUPANCY COSTS % % % % I.1 Calculating Occupancy Costs Year 1 Year 2 Year 3 Year 4 Year 5 Change Change Change Change Occupancy Costs Total Gross Square Footage 35,000 35,000 35,000 35,000 35,000

Direct Costs/Square Foot Fire Safety $0.50 2% $0.51 2% $0.52 2% $0.53 2% $0.54 Building Security System $0.25 2% $0.26 2% $0.26 2% $0.27 2% $0.27 Waste Management/Recycling $0.10 2% $0.10 2% $0.10 2% $0.11 2% $0.11 Landscaping/Sidewalk Maintenance $0.10 2% $0.10 2% $0.10 2% $0.11 2% $0.11 Building Supplies (light bulbs, power cords, etc.) $0.50 2% $0.51 2% $0.52 2% $0.53 2% $0.54 Cleaning Service (not for events) $0.50 2% $0.51 2% $0.52 2% $0.53 2% $0.54

Repairs and Maintenance $1.00 2% $1.02 2% $1.04 2% $1.06 2% $1.08 Technical Production Materials $0.50 2% $0.51 2% $0.52 2% $0.53 2% $0.54 Utilities (electric & water/sewer) $2.00 2% $2.04 2% $2.08 2% $2.12 2% $2.16 $5.45 $5.56 $5.67 $5.78 $5.90

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J. RENTAL ACTIVITY J.1 Estimating Performing Arts Use These are days of use requested by key local groups in our scheduling charrette Music & Music Flower Mound Community Arts Center Rehearsal Dance 500- to 700-seat Theater Productio Charrette Calendar Totals Room Classroo n Studio m Event Four-hour Four-hour Four-hour by user Type Days Prep days Total Rentals Rentals Rentals Flower Mound Community Orchestras Com 7 11 18 74 - - Joint Community Concert Com 4 2 6 - - - LakeCities Ballet Theater Com 2 11 13 9 - - Lewisville Lake Symphony Com 4 8 12 - - - LISD Elementary School Ed - - - - LISD Middle School Ed 3 3 6 - - LISD High School Ed 1 - 2 - 8 Rojas School of Music Com 2 2 - 98 - Town of Flower Mound Cultural Arts Town 3 1 4 4 108 - Voices of Flower Mound Com 2 2 4 47 - - Total 28 35 62 142 206 8

J.2 Estimating Visual Arts Use These are days of use requested by key local groups in our scheduling charrette

Visual Art Flower Mound Community Arts Center Gallery Classroo Charrette Calendar Totals m

Event Four-hour by user Type Days Prep days Total Rentals Beth Dilley Studio Arts Exhibit Com 27 3 30 14 Brenda Gribbin Studio Exhibit Com 27 2 29 - Cross Timbers Artists Guild Com 15 3 18 10 LISD Elementary School Ed 20 6 26 - LISD Middle School Ed - - LISD High School Ed 26 5 31 - Nancy Lawrence & Eilene Carver Art Exhibit Com 18 5 23 - Town of Flower Mound Cultural Arts Town 124 27 151 87 Total 257 51 308 111

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K. LOCAL & REGIONAL RENTAL RATES & USER FEES K.1 Rental Rates and User Fees from Local Arts Facilities

Regional Performance Facilities Irving Arts Center Coppell Center for the Arts MCL Grand Performance Lamb of God Sanctuary Carpenter Performance Main Hall Hall Hall Performance Space Church Theater Theater Theater Capacity 500 707 440 306 Prime Day: $660 / 6hrs, $112 / Base Rental Rates Per Renter Basis $400 / hr, $1,600 minimum $5,000 / 8hrs hr, Off-Prime Day: $495 / 6hrs, $85 / hr

Local Commercial - Prime Day: $528 / 6hrs, $90 / hr, Off-Prime 15% discount for Coppell Day: $396 / 6hrs, $68 / hr Resident Org. Rate $500 / week Yes, TBD residents & businesses Local Nonprofit - Prime Day: $462 / 6hrs, $79 / hr, Off-Prime Day: $330 / 6hrs, $56 / hr

Prime Day: $561 / 6hrs, $96 / Nonprofit Rate $100 / hr $200 / hr, $800 minimum 30% discount for nonprofits hr, Off-Prime Day: $429 / 6hrs, $74 / hr Includes Basic Lighting/Sound None Basic Lighting & Sound Box Office Fee None $1.50/per ticket fee None None Tech: $19.50/hr, 4 required, Security: $45/hr, Coppell Off- House Supervisor: $15.50/hr, Lighting/Sound Tech: $30.50 / duty Police: $65/hr, Production Labor Fee AV Tech: $75 / 4 hr 2 required, Usher/Ticket Taker: hr, Audio Engineer: $32 / hr, Tech: $40/hr, Coat Check $15.50 - $18/hr, Security: $30 - Rigger: $50 / hr Attendant: $150/event 35 Custom Quote Cleaning Fee $50 / day None None (Cost + 40%)

Standard Audio Package: Dance Floor: $450, Follow $250, Premium Audio Basic Sound/Lighting: Spots: $60/day, In-Ear Package: $550, Video $100/1st Day, $50/extra days, Monitor: $50/day, Orchestra Equipment None Package: $250, Standard Piano: $115/day, Projector & Shell: $450/day, Grand Piano: Lighting Package: $250, Screen: $200/day $300/day, Projector/Screen: Premium Lighting Package: $120, Rigging Package: $100 $550

Dedicated Parking Attendant: Rehearsal Fee: Nonprofit - $10/car, Featured Social $100 / hr, $400 minimum; Other Fees None Media Post: $150/per post, Lighting Plot Restore: $120 Commercial - $150 / hr, $600 Eblast Ad: $150/ad, Dedicated minimum Eblast Promotion: $500

K.2 Rental Rates and User Fees for Meeting and Event Facilities

Regional Meeting & Event Facilities Coppell Center Reception MCL Grand Theater Bridlewood Golf Club 4forty Events Community Activity Center Hall Recital Hall Standing Capacity 180 150 200 60 Banquet Capacity 160 110 150 60 Max. Total Rooms 1 6 1 4 On-site Catering/Kitchen n n n n Exclusive Catering Company n Back of House Amenities (dressing n n n and green rooms, etc.) Front of House Amenities n n n n n (restrooms, coat check, etc.) Onsite Accommodations Outdoor Space n n n n n Other n

Reference Points: Rental Rates & User Fees

Commercial: Full Day - $4,000, Recital Hall - Commercial Prime Half Day - $1,500 (daytime), $900/4hrs + 20/per person Day: $264 / 6hrs, Off-Prime One Multipurpose Room - $3,000 (evening) Nonprofit: Peak Season: $3,500/event, Main Space(s) F&B minimum, Extra Event Day: $198 / 6 hrs, Nonprofit During Facility Hours: $60/hr, Full Day - $4,000, Half Day - Off-Peak Season: $2,000 Hours: $150/hr Prime Day: $224 / 6hrs, Off- After Hours: $75/hr $1,050 (daytime), $2,100 Prime Day: $172 / 6 hrs (evening)

Classrooms - Commercial Prime Day: $168 / 6hrs, Off-Prime Three Multipurpose Room - Meeting Rooms None Wedding Package: $7,000 None Day: $126 / 6 hrs, Nonprofit During Facility Hours: $130/hr, Prime Day: $132 / 6hrs, Off- After Hours: $145/hr Prime Day: $48 / 6 hrs

Courtyard - Commercial Prime Wedding Ceremony Peak Day: $264 / 6hrs, Off-Prime Outdoor Space None $3,000 / 8hrs Season: $800, Off-Peak Day: $198 / 6 hrs, Nonprofit Pavilion:$75/hr Season: $500 Prime Day: $224 / 6hrs, Off- Prime Day: $172 / 6 hrs

Food Service/Kitchen Fees Included None Included None Catering Kitchen flat fee: $20

Security: $45/hr, Coppell Off- Labor Fees Event Staff provided duty Police: $65/hr, Coat Included None Secuirty - $40/hr Check Attendant: $150/event

Reference Points: Amenities

Tables, Chairs, Podium & Complimentary Equipment Basic Audio Package Tables, Chairs None Tables, Chairs Microphone, Creen & Projector

Standard Audio Package: $250, Premium Audio Banquet Package A - C: $240, Dance Floor: $150, Additional Package: $550, Video 336, 432; Portable Bar: Projector/Screen: $40, Rental Equipment Lighting: $20, Upgraded Package: $250, Standard 3rd Party Rental $60/each, Portable Sound Podium/Microphone: $35, Chairs: $2/per Lighting Package: $250, System: $120, Projector/Cart: TV/DVD Player: $20 Premium Lighting Package: $100 $550

Dedicated Parking Attendant: $10/car, Featured Social Additional Services None Media Post: $150/per post, None None None Eblast Ad: $150/ad, Dedicated Eblast Promotion: $500

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L. REGIONAL FINANCIAL BENCHMARKS L.1 Regional Income Benchmarks

Facility Characteristics Lewisville Grand Theater Coppell Arts Center Patterson-Appleton Arts (Lewisville, TX) (Coppell, TX) Center (Denton, TX) Owner City City City Operator City City Nonprofit Year Opened 2011 2020 1984 250-seat event and Main Space Capacity 296-seat theater 440-seat theater exhibition space 2,400-sqft recital hall, 299-theater (Operated by Secondary Space Capacity 3,000-sqft black box 196-seat black box Theatre Denton) theater

1,485-sqft Reception Hall, Two Large Galleries, Art 2,200-sqft Art Gallery, 756-sqft Multi-purpose Studio, Dance Rehearsal Other Public Spaces 1,750-sqft of Classrooms, Room, Art Gallery, Hall and Sculpture Courtyard Performance Plaza Garden

Contributed Income Year of Budget 2019/20 2020/21 2019/20 Total Operating Expenses $1,039,000 $1,900,000 $522,387 Payroll Expenses $525,000 $700,000 $293,806 Total Contributed Income $814,000 $2,350,000 $223,689 Private Sector (Business, Sponsors) $65,000 $60,000 $2,504 Private Donors (Individuals, Grants, Foundation) - $90,000 $74,101 General Fund: $585,000 Public Sources (Local, Regional, State Funding) Hotel Occupancy Tax $2,200,000 $147,084 (HOT) Fund: $173,000 Contributed Income (as % of Operating Expenses) 78% 124% 43%

General Fund income goes towards 2/3 of staffing costs and building operations. HOT Fund covers the remainder of staffing costs, as well as utilities, marketing costs $147,084 from Public and some programs. Sources is Hotel Motel Community Activities Fund $2.2M from Public Tax. Art center is operated ($281,000) is mixture of Sources is from Coppell and programmed by earned revenue (space Recreational Greater Denton Arts Notes: and equipment rentals, Development Corporation. Council. Council owns the ticket sales, education Funded by 1/2 cent Sales 299-seat historic Campus programs), and Tax Theater but local Theatre sponsorships. The naming Denton company operates rights sponsorship is a and programs the space. front loaded 10 year deal. Overall a $750,000 contract, annual payments started at $85,000 per year and then gradually reducing

Webb Management Services, Inc. Page 15 7/6/21 Flower Mound Arts Center Pro-forma Operating Budget

M. National Benchmarks M.1 National Community Art Center Benchmarks

Market Characteristics* Sharon Lynne Wilson Lone Tree Arts Center Roswell Cultural Arts Chesapeake Arts Center Paramount Center for Center for the Arts (Lone Tree, CO) Center (Roswell, GA) (Brooklyn, MD) the Arts (St. Cloud, MN) (Brookfield, WI) Local Population 39,115 13,082 94,763 14,373 68,462 Nearby Metro Area (MSA) Milwaukee Denver Atlanta Baltimore Minneapolis Metro Area Population (MSA) 1,575,179 2,967,239 6,020,364 2,800,053 3,654,908

Local Educational Attain 61% 70% 58% 13% 31% (age 25+ with Bach. Deg.) Local Median Household Income $108,198 $120,382 $99,726 $61,250 $49,135

*Based on 2018 American Community Survey

Facility Characteristics Owner Nonprofit Public Public Public Nonprofit Operator Nonprofit City City Nonprofit Nonprofit Square Feet 43,000 43,000 - 58,000 46,000 Year Opened 2002 2011 1993 1998 1921 Main Space Capacity 619 484 600 752 806 Secondary Space Capacity 200 225 - 120 Ceramics Lab, Art Gallery, Art Gallery, Multi-purpose Visual Art Studios, Multi- Two Dance Studio, Music Other Public Spaces studio, Dance studio, Outdoor Terrace Theater Meeting Rooms A & B Purpose Arts Studios, Room, Makerspace, Outdoor theater Gallery Classroom

Staffing Levels Ches Payroll Expenses $952,338 $1,341,000 $599,041 $510,122 $840,926 Payroll Expenses (as % of Operating Expenses) 36% 46% 44% 51% 43% Full-time Staff 12 14 10 10 11

Income Year of Budget 2018 2018 2018 2018 2018 Total Operating Expenses $2,626,018 $2,922,958 $1,348,430 $1,001,259 $1,950,684 Total Earned Income $1,244,559 $1,693,326 $735,560 $503,034 $1,478,843 Total Contributed Income $1,180,231 $563,746 $1,065,000 $701,501 $3,685,661 Contributed Income from Private Sources $1,180,231 $290,246 $65,000 $383,151 $3,511,856 Contributed Income from Public Sources $0 $273,500 $1,000,000 $318,350 $173,805 Operating Surplus (Deficit) ($201,228) ($665,886) $452,130 $203,276 $3,213,820

Earned Income (as % of Operating Expenses) 47% 58% 55% 50% 76%

Webb Management Services, Inc. Page 16 7/6/21 Appendix D: Economic Impact Metrics

RIMS II Multipliers (2012/2019) 1 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 1111C0 Oilseed and grain farming 1.7746 0.3249 13.1742 0.7963 1.7640 1.3639 111200 Vegetable and melon farming 1.6953 0.3970 14.7835 0.9289 1.5075 1.2832 111300 Fruit and tree nut farming 1.5514 0.4157 18.1256 0.9983 1.3795 1.1868 111400 Greenhouse, nursery, and floriculture production 1.8115 0.5582 22.3593 0.9944 1.4446 1.2628 111900 Other crop farming 1.6592 0.3907 14.1158 0.8844 1.4939 1.2991 112120 Dairy cattle and milk production 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 1121A0 Beef cattle ranching and farming, including feedlots and dual-purpose ranching and farming 1.5818 0.2716 9.4384 0.6295 1.6678 1.4206 112300 Poultry and egg production 1.7714 0.2937 9.9805 0.5232 1.9969 1.4802 112A00 Animal production, except cattle and poultry and eggs 1.4659 0.3133 10.6930 0.9227 1.4343 1.2908 113000 Forestry and logging 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 114000 Fishing, hunting and trapping 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 115000 Support activities for agriculture and forestry 1.8664 0.7663 27.6092 1.2248 1.2957 1.1762 211000 Oil and gas extraction 1.4961 0.3173 3.4019 0.9163 1.5063 2.6013 212100 Coal mining 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 212230 Copper, nickel, lead, and zinc mining 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 2122A0 Iron, gold, silver, and other metal ore mining 1.4770 0.2147 4.0706 0.7508 1.7733 1.8139 212310 Stone mining and quarrying 1.5833 0.2428 5.2040 0.8804 2.0057 1.8488 2123A0 Other nonmetallic mineral mining and quarrying 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 213111 Drilling oil and gas wells 1.5903 0.3286 4.5096 0.8889 1.6518 2.3851 21311A Other support activities for mining 1.6494 0.3626 5.0364 0.9294 1.6461 2.4630 2211A0 Electric power generation, transmission, and distribution* 1.4817 0.2118 2.8017 0.8639 1.8765 3.4774 221200 Natural gas distribution 1.5097 0.2233 2.8338 0.9097 1.9784 3.5691 221300 Water, sewage and other systems 1.4466 0.2207 3.4652 0.9180 1.7950 2.3512 2332E0 Nonresidential structures 1.7206 0.4648 8.3899 0.9690 1.4618 1.6294 23030A Maintenance and repair 1.7130 0.3219 6.3090 0.8447 1.8576 2.1112 2334B0 Residential structures 1.7734 0.4519 8.4777 0.9882 1.5636 1.7954 2332F0 Transportation structures and highways and streets 1.6027 0.2995 5.2646 0.8590 1.6629 1.8816 321100 Sawmills and wood preservation 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 321200 Veneer, plywood, and engineered wood product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 321910 Millwork 1.5660 0.2395 5.2501 0.6559 1.8207 1.7563 3219A0 All other wood product manufacturing 1.5917 0.2385 5.2317 0.6759 1.9093 1.8298 327100 Clay product and refractory manufacturing 1.6964 0.2915 5.3002 0.8567 1.8509 2.0398 327200 Glass and glass product manufacturing 1.6275 0.2489 4.4707 0.7783 1.8940 2.1283 327310 Cement manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327320 Ready-mix concrete manufacturing 1.5526 0.2427 4.2920 0.6502 1.8010 2.0942 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 2 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 327330 Concrete pipe, brick, and block manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327390 Other concrete product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327400 Lime and gypsum product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327910 Abrasive product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327991 Cut stone and stone product manufacturing 1.6183 0.2955 6.0318 0.8120 1.7209 1.8021 327992 Ground or treated mineral and earth manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327993 Mineral wool manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 327999 Miscellaneous nonmetallic mineral products 1.5884 0.2087 3.8826 0.8127 2.0005 2.1666 331110 Iron and steel mills and ferroalloy manufacturing 1.6320 0.2126 3.5731 0.5431 2.1677 2.6921 331200 Steel product manufacturing from purchased steel 1.5213 0.1926 3.3618 0.5539 1.9633 2.3164 331314 Secondary smelting and alloying of aluminum 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 331313 Alumina refining and primary aluminum production 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33131B Aluminum product manufacturing from purchased aluminum 1.4415 0.1807 3.4730 0.4693 1.8426 1.9373 331410 Nonferrous metal (except aluminum) smelting and refining 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 331420 Copper rolling, drawing, extruding, and alloying 1.7222 0.2134 3.8611 0.4326 2.1755 2.4389 331490 Nonferrous metal (except copper and aluminum) rolling, drawing, extruding, and alloying 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 331510 Ferrous metal foundries 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 331520 Nonferrous metal foundries 1.5684 0.2575 5.6553 0.7132 1.7902 1.7701 332114 Custom roll forming 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33211A All other forging, stamping, and sintering 1.5312 0.2193 3.8329 0.6219 1.8739 2.2952 332119 Metal crown, closure, and other metal stamping (except automotive) 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332200 Cutlery and handtool manufacturing 1.5828 0.2939 5.7510 0.8235 1.6277 1.7210 332310 Plate work and fabricated structural product manufacturing 1.6517 0.2651 4.8536 0.6889 1.8661 2.1586 332320 Ornamental and architectural metal products manufacturing 1.6236 0.2882 5.8076 0.7364 1.7195 1.7928 332410 Power boiler and heat exchanger manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332420 Metal tank (heavy gauge) manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332430 Metal can, box, and other metal container (light gauge) manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332500 Hardware manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332600 Spring and wire product manufacturing 1.6426 0.2675 5.1915 0.6959 1.8168 1.9463 332710 Machine shops 1.6843 0.3755 6.9932 0.8867 1.5756 1.7476 332720 Turned product and screw, nut, and bolt manufacturing 1.5649 0.2015 3.7768 0.7054 2.0543 2.2513 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 3 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 332800 Coating, engraving, heat treating and allied activities 1.5877 0.2585 4.9446 0.7610 1.7126 1.8071 332913 Plumbing fixture fitting and trim manufacturing 1.6789 0.2139 4.1423 0.7039 2.1811 2.2611 33291A Valve and fittings other than plumbing 1.5761 0.2364 3.8246 0.7238 1.8518 2.4244 332991 Ball and roller bearing manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332996 Fabricated pipe and pipe fitting manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33299A Ammunition, arms, ordnance, and accessories manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 332999 Other fabricated metal manufacturing 1.5896 0.2653 4.9283 0.7226 1.7277 1.9116 333111 Farm machinery and equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333112 Lawn and garden equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333120 Construction machinery manufacturing 1.4872 0.1921 3.4574 0.6433 1.9584 2.1974 333130 Mining and oil and gas field machinery manufacturing 1.5525 0.2658 4.3546 0.7028 1.6759 2.1303 333242 Semiconductor machinery manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33329A Other industrial machinery manufacturing 1.5767 0.2377 3.9281 0.7272 1.9407 2.3695 333314 Optical instrument and lens manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333316 Photographic and photocopying equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333318 Other commercial and service industry machinery manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333414 Heating equipment (except warm air furnaces) manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333415 Air conditioning, refrigeration, and warm air heating equipment manufacturing 1.4988 0.1913 3.5778 0.6504 1.9331 1.9972 333413 Industrial and commercial fan and blower and air purification equipment manufacturing 1.6514 0.2572 5.2730 0.7272 1.8313 1.8060 333511 Industrial mold manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333514 Special tool, die, jig, and fixture manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333517 Machine tool manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33351B Cutting and machine tool accessory, rolling mill, and other metalworking machinery manufacturing 1.5772 0.2823 5.2006 0.7602 1.7078 1.8171 333611 Turbine and turbine generator set units manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333612 Speed changer, industrial high-speed drive, and gear manufacturing 1.5603 0.2232 4.0469 0.7389 1.8969 2.1437 333613 Mechanical power transmission equipment manufacturing 1.5030 0.2230 4.2000 0.7442 1.7636 1.8605 333618 Other engine equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333912 Air and gas compressor manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33391A Pump and pumping equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333920 Material handling equipment manufacturing 1.5056 0.1925 3.3463 0.6200 1.9625 2.2595 333991 Power-driven handtool manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 4 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 333993 Packaging machinery manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 333994 Industrial process furnace and oven manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33399A Other general purpose machinery manufacturing 1.6096 0.2261 4.0673 0.7075 1.9976 2.2319 33399B Fluid power process machinery 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334111 Electronic computer manufacturing 1.4832 0.4309 4.7177 1.0349 1.3310 2.0783 334112 Computer storage device manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334118 Computer terminals and other computer peripheral equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334210 Telephone apparatus manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334220 Broadcast and wireless communications equipment 1.4671 0.2465 3.3157 0.9197 1.6503 2.3628 334290 Other communications equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334413 Semiconductor and related device manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334418 Printed circuit assembly (electronic assembly) manufacturing 1.5418 0.2620 4.5173 0.7792 1.8325 2.0241 33441A Other electronic component manufacturing 1.6736 0.4157 6.9144 0.9392 1.5362 1.7836 334510 Electromedical and electrotherapeutic apparatus manufacturing 1.3334 0.2006 2.6728 0.9833 1.5176 2.1260 334511 Search, detection, and navigation instruments manufacturing 1.4098 0.2894 3.6571 1.0269 1.4554 2.1024 334512 Automatic environmental control manufacturing 1.6641 0.4573 8.9007 1.0071 1.4402 1.5028 334513 Industrial process variable instruments manufacturing 1.6733 0.4885 7.1519 1.0463 1.4161 1.7564 334514 Totalizing fluid meter and counting device manufacturing 1.2672 0.1548 2.4317 0.9606 1.5786 1.8833 334515 Electricity and signal testing instruments manufacturing 1.6686 0.3404 5.1094 0.9519 1.7587 2.3536 334516 Analytical laboratory instrument manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334517 Irradiation apparatus manufacturing 1.4580 0.2670 4.1487 0.9322 1.5511 1.8695 33451A Watch, clock, and other measuring and controlling device manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 334300 Audio and video equipment manufacturing 1.6595 0.3786 5.3912 0.9815 1.5708 2.0887 334610 Manufacturing and reproducing magnetic and optical media 1.4508 0.2607 3.3173 0.9703 1.5845 2.4532 335110 Electric lamp bulb and part manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335120 Lighting fixture manufacturing 1.5818 0.2421 4.4355 0.7512 1.8210 2.0353 335210 Small electrical appliance manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335220 Major household appliance manufacturing 1.4787 0.1843 3.0934 0.7006 1.8536 2.2038 335311 Power, distribution, and specialty transformer manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335312 Motor and generator manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335313 Switchgear and switchboard apparatus manufacturing 1.5681 0.2396 4.0404 0.7498 1.7947 2.1315 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 5 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 335314 Relay and industrial control manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335911 Storage battery manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335912 Primary battery manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335920 Communication and energy wire and cable manufacturing 1.7776 0.2193 3.7123 0.6210 2.2356 2.7412 335930 Wiring device manufacturing 1.4850 0.2175 3.7599 0.7618 1.7026 1.9634 335991 Carbon and graphite product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 335999 All other miscellaneous electrical equipment and component manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336111 Automobile manufacturing 1.5574 0.1910 2.9005 0.5550 1.9477 2.7079 336112 Light truck and utility vehicle manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336120 Heavy duty truck manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336211 Motor vehicle body manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336212 Truck trailer manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336213 Motor home manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336214 Travel trailer and camper manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336310 Motor vehicle gasoline engine and engine parts manufacturing 1.6718 0.2229 4.0275 0.5720 2.2730 2.6108 336320 Motor vehicle electrical and electronic equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336350 Motor vehicle transmission and power train parts manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336360 Motor vehicle seating and interior trim manufacturing 1.7854 0.2310 4.3266 0.5717 2.3553 2.5193 336370 Motor vehicle metal stamping 1.5967 0.2029 3.9843 0.5639 2.0688 2.0671 336390 Other motor vehicle parts manufacturing 1.6884 0.2234 4.2209 0.5829 2.2774 2.4583 3363A0 Motor vehicle steering, suspension component (except spring), and brake systems manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336411 Aircraft manufacturing 1.5263 0.2076 2.9194 0.7292 2.0060 3.0788 336412 Aircraft engine and engine parts manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336413 Other aircraft parts and auxiliary equipment manufacturing 1.5752 0.2613 4.0259 0.7989 1.7477 2.2735 336414 Guided missile and space vehicle manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 33641A Propulsion units and parts for space vehicles and guided missiles 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336500 Railroad rolling stock manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336611 Ship building and repairing 1.6387 0.3468 5.9214 0.8284 1.6216 1.9751 336612 Boat building 1.6306 0.2548 5.4834 0.6604 1.9030 1.8059 336991 Motorcycle, bicycle, and parts manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336992 Military armored vehicle, tank, and tank component manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 336999 All other transportation equipment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 6 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 337110 Wood kitchen cabinet and countertop manufacturing 1.6616 0.3575 8.2650 0.8039 1.5611 1.5222 337121 Upholstered household furniture manufacturing 1.6148 0.2344 5.0591 0.6266 1.9313 1.8584 337122 Nonupholstered wood household furniture manufacturing 1.6744 0.3006 6.9970 0.7359 1.7419 1.6310 337127 Institutional furniture manufacturing 1.6846 0.2640 5.4439 0.6953 1.9740 1.9878 33712N Other household nonupholstered furniture 1.6562 0.2251 5.0963 0.6221 2.2951 2.0859 337215 Showcase, partition, shelving, and locker manufacturing 1.6283 0.2966 6.2990 0.7044 1.6398 1.6425 33721A Office furniture and custom architectural woodwork and millwork manufacturing 1.6357 0.2465 5.1406 0.6976 1.9880 2.0242 337900 Other furniture related product manufacturing 1.8603 0.2527 5.3992 0.7234 2.5761 2.3577 339112 Surgical and medical instrument manufacturing 1.5137 0.2760 4.8910 0.9095 1.5937 1.8238 339113 Surgical appliance and supplies manufacturing 1.4866 0.2256 3.6195 0.8472 1.7557 2.2475 339114 Dental equipment and supplies manufacturing 1.4419 0.2398 3.9995 0.7950 1.6181 1.9265 339115 Ophthalmic goods manufacturing 1.4873 0.2353 4.9773 0.9093 1.7465 1.8191 339116 Dental laboratories 1.7019 0.4304 9.9378 0.9888 1.5245 1.4869 339910 Jewelry and silverware manufacturing 1.5570 0.2050 4.2889 0.6880 2.0897 2.0893 339920 Sporting and athletic goods manufacturing 1.6441 0.2426 4.8094 0.7411 2.0511 2.1212 339930 Doll, toy, and game manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 339940 Office supplies (except paper) manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 339950 Sign manufacturing 1.6859 0.3191 6.6068 0.7732 1.6786 1.6888 339990 All other miscellaneous manufacturing 1.6140 0.2623 4.9934 0.7888 1.8541 2.0305 311111 Dog and cat food manufacturing 1.5355 0.1985 4.0105 0.5405 1.8913 1.9654 311119 Other animal food manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311210 Flour milling and malt manufacturing 1.4809 0.1929 3.5606 0.4205 1.8384 2.3246 311221 Wet corn milling 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311225 Fats and oils refining and blending 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311224 Soybean and other oilseed processing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311230 Breakfast cereal manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311300 Sugar and confectionery product manufacturing 1.5901 0.2178 4.3415 0.5555 2.0759 2.1094 311410 Frozen food manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311420 Fruit and vegetable canning, pickling, and drying 1.5755 0.2085 4.0081 0.5454 1.9865 2.0681 311513 Cheese manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311514 Dry, condensed, and evaporated dairy product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 31151A Fluid milk and butter manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311520 Ice cream and frozen dessert manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311615 Poultry processing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 31161A Animal (except poultry) slaughtering, rendering, and processing 1.6395 0.2231 5.1733 0.4442 2.1258 2.4920 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 7 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 311700 Seafood product preparation and packaging 1.4531 0.1963 4.7769 0.4497 1.8704 1.6282 311810 Bread and bakery product manufacturing 1.6911 0.3032 6.9018 0.7203 1.7600 1.6573 3118A0 Cookie, cracker, pasta, and tortilla manufacturing 1.7678 0.2367 5.2537 0.6399 2.2554 1.9975 311910 Snack food manufacturing 1.6469 0.2200 4.1935 0.6021 2.0968 2.3447 311920 Coffee and tea manufacturing 1.6162 0.2197 4.3083 0.5377 2.0936 2.1899 311930 Flavoring syrup and concentrate manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 311940 Seasoning and dressing manufacturing 1.6539 0.2245 4.2295 0.5759 2.1394 2.5480 311990 All other food manufacturing 1.6515 0.2275 5.2104 0.5597 2.1676 2.0332 312110 Soft drink and ice manufacturing 1.6697 0.2196 4.1551 0.5731 2.0926 2.2603 312120 Breweries 1.5160 0.1953 4.0947 0.6761 1.8609 1.8218 312130 Wineries 1.5206 0.2034 5.5419 0.6390 1.9378 1.5523 312140 Distilleries 1.5613 0.2012 3.9055 0.8348 1.9170 1.9853 312200 Tobacco product manufacturing 1.3563 0.1711 3.1113 0.9118 1.6309 1.8418 313100 Fiber, yarn, and thread mills 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 313200 Fabric mills 1.4756 0.2089 4.8950 0.5938 1.7667 1.6457 313300 Textile and fabric finishing and fabric coating mills 1.6409 0.2734 6.6058 0.6295 1.8096 1.6223 314110 Carpet and rug mills 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 314120 Curtain and linen mills 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 314900 Other textile product mills 1.6741 0.3101 9.1588 0.7594 1.7546 1.5959 315000 Apparel manufacturing 1.6437 0.4591 16.2168 0.9653 1.4152 1.2366 316000 Leather and allied product manufacturing 1.6493 0.2796 8.3449 0.7712 1.7949 1.4382 322110 Pulp mills 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 322120 Paper mills 1.5278 0.2025 3.4503 0.6194 1.9292 2.2622 322130 Paperboard mills 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 322210 Paperboard container manufacturing 1.6234 0.2251 3.9758 0.5749 1.9520 2.2755 322220 Paper bag and coated and treated paper manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 322230 Stationery product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 322291 Sanitary paper product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 322299 All other converted paper product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 323110 Printing 1.6236 0.3069 7.2581 0.8140 1.7037 1.6895 323120 Support activities for printing 1.6466 0.3867 8.7224 0.9953 1.5587 1.5752 324110 Petroleum refineries 1.4782 0.2044 2.2493 0.4696 1.9478 3.2711 324121 Asphalt paving mixture and block manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 324122 Asphalt shingle and coating materials manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 324190 Other petroleum and coal products manufacturing 1.4090 0.1876 2.5698 0.5733 1.7879 2.5137 325110 Petrochemical manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325120 Industrial gas manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 8 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 325130 Synthetic dye and pigment manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325180 Other basic inorganic chemical manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325190 Other basic organic chemical manufacturing 1.4224 0.1861 2.7134 0.4487 1.7738 2.7166 325211 Plastics material and resin manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 3252A0 Synthetic rubber and artificial and synthetic fibers and filaments manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325411 Medicinal and botanical manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325412 Pharmaceutical preparation manufacturing 1.4168 0.2158 2.8791 0.8459 1.7158 2.7174 325413 In-vitro diagnostic substance manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325414 Biological product (except diagnostic) manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 325310 Fertilizer manufacturing 1.6932 0.2233 3.5704 0.7547 2.1276 2.6410 325320 Pesticide and other agricultural chemical manufacturing 1.4059 0.1812 2.5763 0.5638 1.7267 2.4613 325510 Paint and coating manufacturing 1.4221 0.1840 2.8117 0.5704 1.7530 2.2507 325520 Adhesive manufacturing 1.5140 0.1998 3.3006 0.6135 1.9042 2.3251 325610 Soap and cleaning compound manufacturing 1.5099 0.1969 3.4961 0.7054 1.8760 2.1856 325620 Toilet preparation manufacturing 1.5107 0.2030 3.5132 0.7913 1.9344 2.3314 325910 Printing ink manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 3259A0 All other chemical product and preparation manufacturing 1.4956 0.1983 3.0696 0.5996 1.8898 2.4594 326110 Plastics packaging materials and unlaminated film and sheet manufacturing 1.5323 0.1997 3.7971 0.5572 1.9030 2.0334 326120 Plastics pipe, pipe fitting, and unlaminated profile shape manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 326130 Laminated plastics plate, sheet (except packaging), and shape manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 326140 Polystyrene foam product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 326150 Urethane and other foam product (except polystyrene) manufacturing 1.5327 0.2028 3.9930 0.5682 1.9329 1.9847 326160 Plastics bottle manufacturing 1.4882 0.1920 3.6521 0.5277 1.8296 1.9477 326190 Other plastics product manufacturing 1.5708 0.2163 4.1661 0.6443 1.9657 2.0976 326210 Tire manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 326220 Rubber and plastics hoses and belting manufacturing 1.4774 0.2584 4.7567 0.6385 1.5744 1.7108 326290 Other rubber product manufacturing 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 420000 Wholesale trade 1.6632 0.3040 5.0813 1.0030 1.8775 2.6172 441000 Motor vehicle and parts dealers 1.6301 0.4370 8.6898 1.1047 1.4179 1.5605 445000 Food and beverage stores 1.7393 0.4312 13.1007 1.0773 1.5063 1.3642 452000 General merchandise stores 1.7241 0.3966 13.0308 1.0686 1.5880 1.3379 444000 Building material and garden equipment and supplies dealers 1.6183 0.4031 10.3082 1.1113 1.4452 1.4105 446000 Health and personal care stores 1.7817 0.5024 13.8957 1.1396 1.4550 1.3828 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 9 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 447000 Gasoline stations 1.8126 0.4209 12.0872 1.0697 1.6114 1.4662 448000 Clothing and clothing accessories stores 1.8216 0.3652 13.1065 1.0231 1.7943 1.3980 454000 Nonstore retailers 1.5722 0.2963 12.9805 1.0160 1.6738 1.2708 4B0000 All other retail 1.7948 0.4760 14.7419 1.1076 1.4948 1.3499 481000 Air transportation 1.5382 0.1982 3.3001 0.7540 2.2814 4.0304 482000 Rail transportation 1.5972 0.2319 3.4948 0.8575 2.2122 3.4538 483000 Water transportation 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 484000 Truck transportation 1.7473 0.3188 6.6053 0.8672 1.9651 2.1841 485A00 Transit and ground passenger transportation* 1.6339 0.3077 15.4078 0.7458 1.7106 1.2134 486000 Pipeline transportation 1.6239 0.4105 5.1669 1.0613 1.4935 2.5142 48A000 Scenic and sightseeing transportation and support activities for transportation 1.8383 0.3663 7.0821 0.9616 1.8936 2.1961 492000 Couriers and messengers 1.6546 0.2795 9.7809 0.9071 1.8572 1.4121 493000 Warehousing and storage 1.8832 0.2946 7.0379 0.9571 2.1445 2.1189 511110 Newspaper publishers 1.5741 0.3703 8.1807 1.0263 1.5013 1.5187 511120 Periodical publishers 1.6289 0.3079 5.8827 0.9779 1.7761 2.0287 511130 Book publishers 1.6907 0.2730 5.0274 0.9163 2.2370 2.7521 5111A0 Directory, mailing list, and other publishers 1.6030 0.2529 4.5880 0.9296 2.0077 2.6398 511200 Software publishers 1.5433 0.3855 5.0741 1.0746 1.4844 2.3035 512100 Motion picture and video industries 1.6590 0.3280 11.1406 1.0077 1.7384 1.5587 512200 Sound recording industries 1.2421 0.1732 3.4288 0.9918 1.4191 1.5851 515100 Radio and television broadcasting 1.0000 0.0000 0.0000 0.0000 0.0000 0.0000 515200 Cable and other subscription programming 1.6430 0.4168 7.4867 0.9547 1.5074 2.0008 517110 Wired telecommunications carriers 1.5799 0.2520 4.8296 0.9101 1.9715 2.8865 517210 Wireless telecommunications carriers (except satellite) 1.7392 0.2846 5.1940 0.8818 2.3318 3.0938 517A00 Satellite, telecommunications resellers, and all other telecommunications 1.8301 0.3158 5.5992 0.8888 2.0840 2.6569 518200 Data processing, hosting, and related services 1.8036 0.3234 5.5018 0.9537 2.3191 3.6263 519130 Internet publishing and broadcasting and web search portals 1.6862 0.2762 4.3610 0.8820 2.2628 4.2435 5191A0 News syndicates, libraries, archives, and all other information services 1.6025 0.3440 7.2233 1.0167 1.8157 2.0619 522A00 Nondepository credit intermediation and related activities 1.6302 0.3484 5.5346 1.0269 1.6564 2.2859 52A000 Monetary authorities and depository credit intermediation 1.5028 0.2535 4.3261 1.0221 1.7912 2.3519 523900 Other financial investment activities 1.9304 0.4499 11.8791 1.0225 1.8104 1.5746 523A00 Securities and commodity contracts intermediation and brokerage 1.6978 0.4316 10.5959 0.9610 1.5802 1.5025 524113 Direct life insurance carriers 1.5281 0.3015 5.4250 1.0352 1.5631 1.7578 5241XX Insurance carriers, except direct life insurance 1.8393 0.2933 5.2720 0.9535 2.0505 2.5401 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 10 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 524200 Insurance agencies, brokerages, and related activities 2.2882 0.3611 7.0547 1.0811 2.4758 2.7148 525000 Funds, trusts, and other financial vehicles 1.7560 0.2578 7.1144 0.5382 2.6720 2.0574 531000 Real estate 1.4556 0.2055 6.9374 1.0172 1.8063 1.4419 532100 Automotive equipment rental and leasing 1.7239 0.3296 6.6526 0.9712 1.8419 2.0029 532400 Commercial and industrial machinery and equipment rental and leasing 1.7635 0.3440 5.5755 0.9894 1.8746 2.6776 532A00 General and consumer goods rental 1.8473 0.4442 8.4694 1.0690 1.6131 1.8229 533000 Lessors of nonfinancial intangible assets 1.6005 0.2398 3.8887 0.9939 2.1075 3.5871 541100 Legal services 1.8207 0.6350 8.0335 1.2155 1.3797 2.1455 541511 Custom computer programming services 1.7554 0.6098 8.6298 1.1976 1.4297 2.0351 541512 Computer systems design services 1.6887 0.5841 8.3556 1.1758 1.3699 1.8053 54151A Other computer related services, including facilities management 1.8343 0.5251 7.8816 1.0956 1.5832 2.2375 541200 Accounting, tax preparation, bookkeeping, and payroll services 1.7278 0.6143 12.2797 1.2197 1.3484 1.4598 541300 Architectural, engineering, and related services 1.7966 0.5511 8.4894 1.0950 1.5152 2.0193 541610 Management consulting services 1.8495 0.5934 10.7515 1.1606 1.4737 1.7188 5416A0 Environmental and other technical consulting services 1.8525 0.6804 12.3179 1.2024 1.4071 1.6047 541700 Scientific research and development services 1.7904 0.4818 7.1872 1.0242 1.5995 2.2786 541800 Advertising, public relations, and related services 1.6433 0.3679 7.6216 1.0291 1.6133 1.8315 541400 Specialized design services 1.7109 0.6271 17.9060 1.2052 1.3275 1.2678 541920 Photographic services 1.8185 0.6053 19.7301 1.1588 1.4003 1.2816 541940 Veterinary services 1.6676 0.6512 15.8869 1.0965 1.2710 1.2702 5419A0 All other miscellaneous professional, scientific, and technical services 1.6355 0.4277 7.1651 1.0617 1.5065 1.8754 550000 Management of companies and enterprises 1.6855 0.4043 6.1617 1.0588 1.6024 2.1622 561300 Employment services 1.6882 0.5723 15.8838 1.1977 1.3825 1.3125 561700 Services to buildings and dwellings 1.6254 0.3775 12.8145 0.9743 1.5659 1.3252 561100 Office administrative services 1.8312 0.5096 8.6277 1.0858 1.5935 1.9934 561200 Facilities support services 1.7102 0.3165 7.1401 0.9516 2.0754 2.0689 561400 Business support services 1.7978 0.4830 12.6282 1.0618 1.6023 1.4957 561500 Travel arrangement and reservation services 1.7718 0.3315 6.7849 0.9586 2.0525 2.2372 561600 Investigation and security services 1.7280 0.5071 15.5067 1.1105 1.4605 1.3152 561900 Other support services 1.7451 0.3843 9.3690 1.0011 1.7564 1.7377 562000 Waste management and remediation services 1.6912 0.3042 5.5613 0.9128 1.8841 2.2247 611100 Elementary and secondary schools 1.6007 0.5338 18.8261 1.1642 1.2991 1.2049 611A00 Junior colleges, colleges, universities, and professional schools 1.6423 0.4546 10.9615 1.1301 1.3853 1.4151 611B00 Other educational services 1.8618 0.4705 15.6657 1.0402 1.6004 1.3750 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 11 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 621100 Offices of physicians 1.7500 0.5429 7.7471 1.1389 1.4408 2.0247 621200 Offices of dentists 1.7418 0.4855 9.5983 1.1117 1.4828 1.6288 621300 Offices of other health practitioners 1.5810 0.4104 9.0657 1.0503 1.4212 1.4933 621400 Outpatient care centers 1.6857 0.2888 5.8591 1.0009 1.9918 2.6756 621500 Medical and diagnostic laboratories 1.6174 0.4283 7.5574 1.0288 1.4822 1.7113 621600 Home health care services 1.7099 0.5631 16.8087 1.1598 1.3757 1.2931 621900 Other ambulatory health care services 1.7277 0.4585 9.3188 1.0325 1.4943 1.6012 622000 Hospitals 1.7147 0.4318 7.7854 1.0023 1.6077 1.9320 623A00 Nursing and community care facilities 1.7704 0.4696 13.9031 1.0746 1.5367 1.4280 623B00 Residential mental health, substance abuse, and other residential care facilities 1.7020 0.4667 12.5867 1.0820 1.4449 1.4050 624100 Individual and family services 1.7807 0.4817 18.2055 1.0600 1.5127 1.2758 624400 Child day care services 1.6733 0.4394 20.1417 1.0906 1.4159 1.2042 624A00 Community food, housing, and other relief services, including rehabilitation services 1.7562 0.3792 11.4392 0.8709 1.6748 1.4656 711100 Performing arts companies 1.6840 0.4256 23.1716 1.0865 1.5506 1.2493 711200 Spectator sports 1.7850 0.5666 10.2897 1.1530 1.4807 1.8951 711500 Independent artists, writers, and performers 1.4597 0.4130 18.5472 1.1641 1.3338 1.2156 711A00 Promoters of performing arts and sports and agents for public figures 1.7034 0.3754 23.5968 1.0580 1.6585 1.2536 712000 Museums, historical sites, zoos, and parks 1.6897 0.3268 9.4909 1.0314 1.7214 1.5583 713100 Amusement parks and arcades 1.5059 0.3221 14.6111 0.9796 1.5022 1.1988 713200 Gambling industries (except casino hotels) 1.5605 0.2949 8.8775 0.9915 1.7773 1.4817 713900 Other amusement and recreation industries 1.7687 0.3912 14.8580 1.0051 1.6426 1.3294 721000 Accommodation 1.6254 0.3297 9.8415 0.9792 1.7056 1.4579 722110 Full-service restaurants 1.6983 0.3980 13.6656 1.0016 1.5651 1.3152 722211 Limited-service restaurants 1.7547 0.3061 11.4240 0.8966 1.9619 1.4266 722A00 All other food and drinking places 1.7134 0.4690 16.4385 1.0609 1.4903 1.2694 811100 Automotive repair and maintenance 1.6539 0.4833 12.5554 1.0143 1.3866 1.3406 811200 Electronic and precision equipment repair and maintenance 1.6276 0.5131 10.1637 1.0513 1.3603 1.4586 811300 Commercial and industrial machinery and equipment repair and maintenance 1.6455 0.4847 8.3163 1.0052 1.3894 1.6167 811400 Personal and household goods repair and maintenance 1.4240 0.3665 9.6647 1.0721 1.3179 1.2856 812100 Personal care services 1.7942 0.6033 22.3679 1.1928 1.3682 1.2245 812200 Death care services 1.4199 0.4430 12.0962 0.8687 1.2433 1.2160 812300 Dry-cleaning and laundry services 1.6958 0.4864 15.7489 1.0763 1.4394 1.2998 812900 Other personal services 1.7318 0.5323 18.7846 1.1105 1.4020 1.2561 813100 Religious organizations 1.9596 0.2975 7.6120 0.8658 2.7062 2.6745 (Continued)

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. RIMS II Multipliers (2012/2019) 12 Table 1.5 Total Multipliers for Output, Earnings, Employment, and Value Added by Detailed Industry Denton County (Type II)

Multiplier Final Demand Direct Effect INDUSTRY Output/1/ Earnings/2/ Employment/3/ Value-added/4/ Earnings/5/ Employment/6/ (dollars) (dollars) (jobs) (dollars) (dollars) (jobs) 813A00 Grantmaking, giving, and social advocacy organizations 1.7421 0.4823 9.9787 1.1216 1.5199 1.6344 813B00 Civic, social, professional, and similar organizations 1.7963 0.5123 13.0599 1.0871 1.4970 1.4471 491000 Postal service 1.7351 0.4145 7.4611 1.0291 1.6257 1.9436 S00A00 Other government enterprises 1.8681 0.3632 6.1782 0.9518 1.9827 2.5516 H00000 Households 0.9523 0.2033 5.2945 0.5861 0.0000 0.0000

Region Definition: Denton, TX *Includes Government enterprises. 1. Each entry in column 1 represents the total dollar change in output that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 2. Each entry in column 2 represents the total dollar change in earnings of households employed by all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 3. Each entry in column 3 represents the total change in number of jobs that occurs in all industries for each additional 1 million dollars of output delivered to final demand by the industry corresponding to the entry. Because the employment multipliers are based on 2019 data, the output delivered to final demand should be in 2019 dollars. 4. Each entry in column 4 represents the total dollar change in value added that occurs in all industries for each additional dollar of output delivered to final demand by the industry corresponding to the entry. 5. Each entry in column 5 represents the total dollar change in earnings of households employed by all industries for each additional dollar of earnings paid directly to households employed by the industry corresponding to the entry. 6. Each entry in column 6 represents the total change in number of jobs in all industries for each additional job in the industry corresponding to the entry. NOTE.--Multipliers are based on the 2012 Benchmark Input-Output Table for the Nation and 2019 regional data. Industry List A identifies the industries corresponding to the entries. SOURCE.--Regional Input-Output Modeling System (RIMS II), Regional Product Division, Bureau of Economic Analysis. Explanation of Table 23: Average Per Person Audience Spending by Resident Attendees to Nonprofit Arts and Cultural Events Per Study Region During 2016 This table presents the average dollars spent per person by resident audience members as a direct result of their attendance to nonprofit arts and cultural events in each participating study region during 2016. Residents are attendees who reside within the county in which the nonprofit arts and cultural event at which they were surveyed took place (within the multi-city or multi-county region for regional analyses, and within the state for statewide analyses). Residency is determined based on the ZIP code provided by each audience-intercept survey respondent. Summary statistics are calculated for each population group.

Column Two: The average dollars spent per person by resident audience members to purchase refreshments (e.g., snacks) while attending nonprofit arts and cultural events. Column Three: The average dollars spent per person by resident audience members to purchase food, drinks, and/or meals (e.g., dinner at a restaurant, coffee at a cafe) before or after attending nonprofit arts and cultural events. Column Four: The average dollars spent per person by resident audience members to purchase souvenirs and/or gifts (e.g., books, recordings, art) as a result of attending nonprofit arts and cultural events. Column Five: The average dollars spent per person by resident audience members to purchase clothing or accessories for the purpose of attending nonprofit arts and cultural events. Column Six: The average dollars spent per person by resident audience members on local ground transportation (e.g., gas, parking, taxi fares, tolls, car rentals) for the purpose of attending nonprofit arts and cultural events. Column Seven: The average dollars spent per person by resident audience members on child care for the purpose of attending nonprofit arts and cultural events. Column Eight: The average dollars spent per person by resident audience members on overnight lodging (e.g., hotel, motel, bed-and-breakfast) for the purpose of attending nonprofit arts and cultural events. (The audience-intercept survey instrument requested that respondents limit their response by providing the cost of one night only.) Column Nine: The average dollars spent per person by resident audience members on miscellaneous products and services for the purpose of or as a result of attending nonprofit arts and cultural events. Column Ten: The average dollars spent per person by resident audience members for the purpose of or as a result of attending nonprofit arts and cultural events. This figure is the sum of Column Two through Column Nine.

SOURCE: Arts and Economic Prosperity 5, Americans for the Arts, 2017. For more information, visit www.AmericansForTheArts.org/EconomicImpact. B–331 Table 23: Average Per Person Audience Spending by Resident Attendees to Nonprofit Arts and Cultural Events Per Study Region During 2016

Population Cohort Group B RESIDENT ARTS ATTENDEES ONLY Per Person Population 50,000 to 99,999 Refreshments Meals/Drinks Retail/Gifts Clothing and Local Overnight Other/ Audience Sample Size = 38 and/or Snacks (before/after) and Souvenirs Accessories Transportation Child Care Lodging Miscellaneous Expenditures

City of Asheville (NC) $2.53 $12.21 $3.35 $0.99 $1.79 $0.37 $0.13 $0.00 $21.37 Buchanan County (MO) $5.94 $7.12 $4.84 $1.33 $0.99 $0.06 $0.00 $0.01 $20.29 City of Boca Raton (FL) $2.57 $9.11 $5.15 $2.78 $1.47 $0.15 $1.18 $0.75 $23.16 City of Miami Beach (FL) $4.92 $20.61 $0.72 $2.43 $4.25 $0.48 $0.82 $0.06 $34.29 Moore County (NC) $1.87 $8.79 $3.12 $1.69 $1.20 $0.14 $0.18 $0.00 $16.99 Sevier County (TN) $4.09 $4.65 $5.16 $2.29 $2.01 $0.08 $1.55 $0.00 $19.83 Cape May County (NJ) $2.89 $9.56 $3.90 $0.72 $0.44 $0.01 $0.00 $0.23 $17.75 Cleveland County (NC) $4.11 $9.63 $5.87 $0.92 $1.64 $0.05 $0.59 $0.17 $22.98

Group B Average $3.77 $10.00 $4.27 $1.67 $1.72 $0.38 $0.41 $0.21 $22.44 Percent of Group B Total 16.8% 44.6% 19.0% 7.4% 7.7% 1.7% 1.8% 0.9% 100.0% Group B Median $3.18 $9.27 $3.52 $1.47 $1.71 $0.25 $0.26 $0.12 $20.46

SOURCE: Arts and Economic Prosperity 5, Americans for the Arts, 2017. For more information, visit www.AmericansForTheArts.org/EconomicImpact. B–335 Explanation of Table 25: Average Per Person Audience Spending by Non-Resident Attendees to Nonprofit Arts and Cultural Events Per Study Region During 2016 This table presents the average dollars spent per person by non-resident audience members as a direct result of their attendance to nonprofit arts and cultural events in each participating study region during 2016. Non-residents are attendees who reside outside the county in which the nonprofit arts and cultural event at which they were surveyed took place (ourside the multi-city or multi-county region for regional analyses, and outside the state for statewide analyses). Residency is determined based on the ZIP code provided by each audience-intercept survey respondent. Summary statistics are calculated for each population group.

Column Two: The average dollars spent per person by non-resident audience members to purchase refreshments (e.g., snacks) while attending nonprofit arts and cultural events. Column Three: The average dollars spent per person by non-resident audience members to purchase food, drinks, and/or meals (e.g., dinner at a restaurant, coffee at a cafe) before or after attending nonprofit arts and cultural events. Column Four: The average dollars spent per person by non-resident audience members to purchase souvenirs and/or gifts (e.g., books, recordings, art) as a result of attending nonprofit arts and cultural events. Column Five: The average dollars spent per person by non-resident audience members to purchase clothing or accessories for the purpose of attending nonprofit arts and cultural events. Column Six: The average dollars spent per person by non-resident audience members on local ground transportation (e.g., gas, parking, taxi fares, tolls, car rentals) for the purpose of attending nonprofit arts and cultural events. Column Seven: The average dollars spent per person by non-resident audience members on child care for the purpose of attending nonprofit arts and cultural events. Column Eight: The average dollars spent per person by non-resident audience members on overnight lodging (e.g., hotel, motel, bed-and-breakfast) for the purpose of attending nonprofit arts and cultural events. (The audience-intercept survey instrument requested that respondents limit their response by providing the cost of one night only.) Column Nine: The average dollars spent per person by non-resident audience members on miscellaneous products and services for the purpose of or as a result of attending nonprofit arts and cultural events. Column Ten: The average dollars spent per person by non-resident audience members for the purpose of or as a result of attending nonprofit arts and cultural events. This figure is the sum of Column Two through Column Nine.

SOURCE: Arts and Economic Prosperity 5, Americans for the Arts, 2017. For more information, visit www.AmericansForTheArts.org/EconomicImpact. B–363 Table 25: Average Per Person Audience Spending by NonResident Attendees to Nonprofit Arts and Cultural Events Per Study Region During 2016

Population Cohort Group B NONRESIDENT ARTS ATTENDEES ONLY Per Person Population 50,000 to 99,999 Refreshments Meals/Drinks Retail/Gifts Clothing and Local Overnight Other/ Audience Sample Size = 38 and/or Snacks (before/after) and Souvenirs Accessories Transportation Child Care Lodging Miscellaneous Expenditures

City of Joplin (MO) $2.10 $11.96 $1.92 $0.31 $4.58 $0.15 $3.71 $0.03 $24.76 City of La Crosse (I) $4.95 $10.98 $2.03 $0.81 $3.25 $0.24 $5.00 $0.46 $27.72 McMinn County (TN) $4.02 $13.55 $4.91 $0.74 $4.44 $0.46 $4.83 $0.34 $33.29 Lafayette County (MS) $7.35 $19.36 $10.81 $4.05 $6.34 $0.91 $17.91 $0.77 $67.50 Chisago County (MN) $2.48 $7.83 $17.39 $0.41 $6.67 $0.42 $8.65 $0.00 $43.85 City of Grand Fors (N) $5.58 $11.75 $7.40 $3.44 $3.53 $0.22 $4.41 $0.47 $36.80 City of Corvallis (OR) $4.60 $14.33 $4.18 $0.68 $3.63 $0.34 $8.76 $0.91 $37.43 City of Nolesville (IN) $4.39 $9.31 $0.93 $0.17 $1.41 $0.14 $1.71 $0.05 $18.11 City of Ocala (FL) $6.12 $19.47 $7.08 $5.23 $6.76 $0.16 $19.54 $0.12 $64.48 Lenoir County (NC) $3.59 $32.55 $10.97 $2.64 $13.23 $0.57 $15.28 $0.00 $78.83 Town of Chapel ill (NC) $2.76 $9.47 $2.15 $1.12 $2.68 $0.37 $2.67 $0.05 $21.27 City of Grand Junction (CO) $5.97 $21.07 $4.55 $3.50 $8.88 $0.24 $26.87 $1.04 $72.12 Town of Jupiter (FL) $2.38 $13.72 $4.28 $1.23 $5.14 $0.08 $14.41 $1.91 $43.15 amlen County (TN) $3.28 $16.51 $3.72 $0.32 $3.64 $1.69 $2.87 $0.05 $32.08 City of elray Beach (FL) $10.68 $6.78 $8.08 $1.14 $4.39 $0.23 $12.80 $0.77 $44.87 City of St. Cloud (MN) $1.34 $7.54 $4.35 $0.30 $2.72 $0.36 $7.04 $0.17 $23.82 City of Portland (ME) $4.84 $20.05 $2.47 $1.17 $4.88 $0.24 $6.98 $0.67 $41.30 City of Jacson (TN) $3.16 $8.32 $2.14 $2.63 $3.75 $0.14 $1.90 $0.00 $22.04 City of alnut Cree (CA) $3.18 $23.14 $0.79 $1.50 $3.05 $0.24 $2.93 $0.20 $35.03 Greene County (TN) $7.75 $7.48 $6.29 $0.43 $3.94 $0.10 $1.92 $0.10 $28.01 City of Flagstaff (A) $6.23 $16.81 $15.14 $4.10 $17.59 $0.23 $26.21 $0.56 $86.87 City of Missoula (MT) $6.28 $17.65 $5.69 $2.32 $5.17 $0.08 $15.43 $0.83 $53.45 City of Fort Myers (FL) $4.83 $17.03 $6.96 $4.70 $3.67 $0.38 $7.04 $0.14 $44.75 Putnam County (TN) $1.20 $8.21 $0.91 $0.36 $1.98 $0.36 $1.14 $0.18 $14.34 Monroe County (FL) $5.32 $15.00 $4.44 $2.47 $5.40 $0.33 $12.03 $0.78 $45.77 City of Lynchurg (A) $2.71 $10.96 $3.60 $1.20 $2.67 $0.14 $3.35 $0.05 $24.68 City of uluth (MN) $0.80 $12.73 $5.43 $0.22 $7.14 $0.00 $18.44 $0.20 $44.96 City of Fishers (IN) $4.63 $5.51 $2.75 $0.89 $1.23 $0.11 $1.58 $0.10 $16.80 City of Carmel (IN) $6.04 $14.69 $2.00 $4.57 $2.82 $0.25 $11.83 $0.06 $42.26 City of Sugar Land (T) $3.79 $8.89 $2.06 $1.41 $3.22 $0.34 $5.03 $0.00 $24.74

SOURCE: Arts and Economic Prosperity 5, Americans for the Arts, 2017. For more information, visit www.AmericansForTheArts.org/EconomicImpact. B–366 Table 25: Average Per Person Audience Spending by NonResident Attendees to Nonprofit Arts and Cultural Events Per Study Region During 2016

Population Cohort Group B NONRESIDENT ARTS ATTENDEES ONLY Per Person Population 50,000 to 99,999 Refreshments Meals/Drinks Retail/Gifts Clothing and Local Overnight Other/ Audience Sample Size = 38 and/or Snacks (before/after) and Souvenirs Accessories Transportation Child Care Lodging Miscellaneous Expenditures

City of Asheville (NC) $3.65 $20.80 $15.10 $3.71 $7.20 $0.53 $26.39 $0.41 $77.79 Buchanan County (MO) $5.00 $9.53 $1.73 $0.67 $3.27 $0.12 $6.55 $1.65 $28.52 City of Boca Raton (FL) $3.22 $11.04 $5.67 $0.77 $5.29 $0.83 $14.27 $2.49 $43.58 City of Miami Beach (FL) $4.86 $24.37 $1.26 $3.48 $6.56 $0.03 $12.55 $0.40 $53.51 Moore County (NC) $7.00 $14.08 $2.36 $1.56 $2.53 $0.27 $2.88 $0.00 $30.68 Sevier County (TN) $11.46 $21.88 $13.83 $3.48 $7.61 $0.03 $33.22 $0.41 $91.92 Cape May County (NJ) $5.87 $28.08 $8.75 $2.27 $5.66 $1.20 $47.97 $1.24 $101.04 Cleveland County (NC) $5.83 $10.52 $10.16 $2.48 $4.01 $0.12 $7.39 $1.24 $41.75

Group B Average $4.72 $14.55 $5.64 $1.91 $5.00 $0.33 $11.14 $0.50 $43.79 Percent of Group B Total 10.8% 33.2% 12.9% 4.4% 11.4% 0.8% 25.5% 1.1% 100.0% Group B Median $4.73 $13.64 $4.40 $1.32 $4.20 $0.24 $7.22 $0.27 $41.53

SOURCE: Arts and Economic Prosperity 5, Americans for the Arts, 2017. For more information, visit www.AmericansForTheArts.org/EconomicImpact. B–367 Appendix E: Critical Path Plan FLOWER MOUND ARTS CENTER CRITICAL PATH PLAN 2021 2022 2023 2024 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Track One: Fundraising Form Finance Committee ● Financing plan approval ● Capital Campaign Study ● Capital Campaign ● ○ Naming rights secured ● Annual funding plan ● ○ Annual fundraising ● ○ Track Two: Design & Construction Form Building Committee ● Design Team Selection ● ○ Design team contracting ● Programming and costing study ● Schematic design ● Design development ● Contract documents ● ○ Bid period ● Construction ● ○ Commissioning ● Track Three: Planning for Operations ARTS CENTER OPENS CENTER ARTS Form Operations Committee ● Confirm Arts Center Mission ● Develop diversity, inclusion and equity plan ● Review and adopt rental strategy ● Review and adopt programming strategy ● Review and adopt ticketing plan ● Review and adopt F&B plan ● Review and adopt safety and security plan ● Opening year operating budget approval ● Approve maintenance plan ● Approve capital replacement plan ●

Webb Mgmt 7/6/21