Village of Pinecrest Pinecrest Gardens
Banyan Bowl Renovation Study
April, 2010
Village of Pinecrest Banyan Bowl Renovation Study Final Report
Table of Contents
Background & Executive Summary………………………………Page 3
Community Input…………………………………………………..Page 5
Comparable Facilities……………………………………………...Page 9
Mission, Vision & Characteristics of Success…………………….Page 13
Activity Profile……………………...………………………………Page 15
Operating Pro Forma…….………………………………………...Page 17
Appendices I. Interview Report II. Survey Report III. Comparable Facilities Report IV. Operating Pro Forma V. Theatre Consultant’s Report VI. Conceptual Estimate
2 Village of Pinecrest Banyan Bowl Renovation Study Final Report Background & Executive Summary
Background Pinecrest Gardens, the former location of Parrot Jungle, has been developed into a public park by the Village of Pinecrest. Current amenities include extensive botanical gardens, a “Splash-n-Play” water park, petting zoo and playground area for children, and two renovated facilities for small gatherings. Adjacent to the park is a community center, library and soccer fields. Due to its unique architecture, landscape, and history as an early tourist attraction, Pinecrest Gardens was designated as an historic site by the Metro Dade Historic Preservation Board in 1992.
Situated just inside the entrance to the Gardens is the Banyan Bowl; a fixed-seat, raked performance facility which used to be the location of the main parrot show. This venue currently seats approximately 500, and is in need of restoration. The vision is to develop the venue into a multi-functional performing arts facility offering professional and local performances including chamber music, choral and band concerts, local theater, musical productions, dance and other events serving residents of the region as well as visitors. As Village of Pinecrest leadership considered different options for investment in the facility, they engaged AMS Planning & Research to define appropriate capital investment options and create an operating plan and budget for the facility once it was operational.
AMS undertook a series of tasks to identify community and market interest in the project, assess potential use of a renovated facility, study comparable facilities in the United States, make recommendations regarding the physical needs and potential solutions for the space, estimate related capital costs, and create a base-line activity profile and operating plan based on input received. AMS engaged Fisher Dachs Associates to assist with the physical program recommendations, and the cost estimating firm Venue Consulting to provide the capital cost estimate.
Throughout the study AMS received guidance from the Banyan Bowl Steering Committee comprised of members of the original Banyan Bowl Arts Committee, Pinecrest Gardens Park Manager, and Parks & Recreation staff. Background provided included the 2008 report by the Banyan Bowl Arts Committee, Pinecrest Gardens Master Plan of 2002 and other historical documents concerning Pinecrest Gardens. The study was conducted in parallel with the Village of Pinecrest five-year strategic plan development, and was informed by community input through that process as well.
Executive Summary A renovated Banyan Bowl can be a valuable asset to the community by providing diverse cultural opportunities for residents of Pinecrest and the surrounding area. Local and regional performing groups are interested in bringing events to Pinecrest and view the renovated facility as an opportunity to reach new audiences.
There are several levels of phased investment possible for the Banyan Bowl. Most, but not all, of interested organizations will consider using the Banyan Bowl once the minimum required renovations have been accomplished; further investments will
3 Village of Pinecrest Banyan Bowl Renovation Study Final Report encourage additional renters and provide a significantly improved patron experience. AMS recommends that an architect be hired with expertise in working with historic facilities to ensure that the solutions proposed here satisfy the requirements of the Historic Preservation Board and retain the important characteristics of this unique facility.
AMS engaged Fisher Dachs Theatre Consultants and Venue Cost Consultants to recommend phases of investment in the facility as resources are developed. Full reports are located in Appendix V and VI to this report. The minimum investment recommended addresses the major code and production issues but leaves the stage area open to the elements. A second level of investment would extend the dome over the stage but not fully enclose the facility. The third phase investment would fully enclose the Banyan Bowl and provide a permanent resilient stage floor and stage lighting system; be air conditioned; and acoustically separate from the outdoors.
Venue Cost Consultants estimates the Phase I renovation at $1.9 million; Phase II $4.5 million; Phase III $3.0 million.
To ensure success the venue must accommodate a significant variety of uses and users, with a special focus on youth and family. Many potential users suggested a partnership relationship with the facility, to allow for entry into a new market with minimum risk at the outset.
AMS recommends that the Banyan Bowl continue to be operated by the Village of Pinecrest through Pinecrest Gardens; however, with a few dedicated staff members. In addition, we urge a close working relationship with one or several local 501 c-3 organizations (i.e. Pinecrest Community Foundation) to engage in annual fundraising and/or a membership campaign the proceeds from which can be used to sponsor education, family or outreach programming, or to subsidize rental expense for organizations that offer the same.
AMS tested the operating profile and financial plan for both a partially renovated facility and a fully enclosed venue. While the overall level of activity and financial profile is greater in the enclosed venue, the level of annual subsidy required, is approximately $110,000 to $120,000 whether or not the facility is enclosed.
4 Village of Pinecrest Banyan Bowl Renovation Study Final Report Community Input
Leadership Interviews AMS interviewed 23 local stakeholders to gather feedback in regard to the renovation of the facility, vision for programming, thoughts on who would attend events at the Banyan Bowl and comments as to how the space might be managed. A full report on the interview responses can be found in Appendix I to this report.
Those interviewed that were in support of renovation view the facility space as an added asset to the community that could offer quality entertainment for residents as well as those in surrounding communities and felt that the community would support the renovation efforts. The key challenges respondents cited were funding for capital investment and on-going operations, and concern that Pinecrest Gardens neighbors not be inconvenienced by activity in the theatre.
The consensus vision for the facility was a popular facility that is seen as a major asset, offering diverse, quality, family entertainment that is reasonably priced and draws artists and patrons from the Pinecrest community, and beyond. The facility is a consistently active, comfortable space that is enhanced by its historical nature. It is envisioned that activity will provide a source of revenue for the Village and spur additional activity at local businesses and restaurants.
A wide variety of programming recommendations were made, including theatre, different types of music, dance programs, art films, poetry readings, and lectures. A significant percentage of the interviewees envision programs offered for school children and families, and programming provided by local arts and cultural groups as well as by local schools (K-12, and universities). Most participants believe that events at Banyan Bowl would draw attendance from beyond Pinecrest. Respondents expect that those using the facility should pay a fee, and that ticket prices for events should be moderate.
There was a diversity of opinion regarding whether or not the space should be fully enclosed. Interviewees felt very strongly one way or another in regard to this topic with those opposed citing the importance of keeping the space in its originally intended open- air structure and expressing concerns regarding cost, and those in favor of enclosure noting the possibility of program offerings all year-round, in an air-conditioned space that would keep sound inside the space and mosquitoes at bay. Most interviewees would like to see a concessions area on-site, and several perceive a restaurant as positive. Most support the availability of alcoholic beverages; however, those opposed are adamantly so. Other desired patron amenities included comfortable seating, sufficient restrooms and parking.
Some participants believe that the facility should be managed by Pinecrest Village personnel, but it should be staffed by those with demonstrated skills to successfully program and market arts and cultural activities.
5 Village of Pinecrest Banyan Bowl Renovation Study Final Report Web Survey Results AMS conducted an online survey of potential users of the Banyan Bowl facility to determine overall interest in using the Banyan Bowl facility, understand a potential mix of activity, solicit feedback on desired facility characteristics and potential rental rates, and offer an opportunity for respondents to provide additional feedback. A full Survey Results Report is attached as Appendix II.
The survey was released to 164 artists and arts organizations in Miami-Dade County. AMS would like to thank the Miami-Dade Department of Cultural Affairs for making their list available for use. Additional individuals and organizations were identified by Village of Pinecrest staff and members of the study committee. The survey protocol was also used in a round-table discussion with local educators. Recipients were encouraged to forward the survey to others for whom the topic was of interest.
Overall, 25 individuals responded to the survey (15% response rate), representing 18 performing organizations, 4 visual arts organizations, a facility management company, social service organization, and public radio station. Three educators from the local elementary, middle and high school participated in the roundtable.
Respondents currently perform in a wide array of venues, including theatres, parks, schools and churches. A total of 42 venues were named. Those respondents engaged in providing classes, lectures or visual arts programs pay little to no rent. About half of those providing programs for youth and 75% of those providing public performances do pay rent.
Of the 25 respondents, 20 would consider using the Banyan Bowl facility. Only three would not use the facility if it were not completely enclosed. Regardless of enclosure, respondents prefer weekend utilization, and also regardless of enclosure, respondents will use the facility year-round in equal measure, with proposed summer activities more geared towards programs for youth.
While a greater number of respondents would bring musical events to Banyan Bowl, the number of days used would be dominated by theater. A majority of respondents require a box office, stage, lighting & sound equipment and dressing rooms. There is only some interest in concessions or catering support, and very little need for ancillary spaces such as scene shops, or storage.
While some respondents would like to use the facility for performances at no charge, most anticipate a daily rental rate of $400 to $800.
Meeting with Local School Representatives AMS also met with representatives from the three local schools: Pinecrest Elementary, Palmetto Middle School and Palmetto High School. While supportive of the concept universally the feedback was that the schools would only use the facility if access was provided free of charge.
6 Village of Pinecrest Banyan Bowl Renovation Study Final Report The Elementary School views the opportunity more for field trips or event attendance, while both the Middle and High Schools would like to use the venue for existing events on a limited basis, in order to reach a broader community. In addition, both the Middle and High Schools regularly turn down requests by other schools looking to use their auditorium for their productions. The schools would use the space whether or not it was enclosed.
Community Survey Results As part of its five-year strategic plan development the Village of Pinecrest retained the firm of PMG Associates, Inc. (PMGA) to create and complete a random telephone survey of the City’s residents to determine their attitudes and perceptions toward municipal services and a plan for the future. The survey documented attitudes, perceptions and opinions the citizens felt during the year of 2009. The sample size of 400 included a cross-section of the community. The sampling error associated with this random-sample survey was +/-5 percent at the 95 percent level of confidence.
In collaboration with the Strategic Planning consultant Melissa Hege City Planning LLC., AMS provided questions for inclusion in the survey to test community support for a renovated Banyan Bowl, level of interest in attending events at the facility, and attitudes regarding programming and cost.
Support for development of Pinecrest Gardens into a community facility for entertainment was very strong. 70% of respondents support restoring restaurant operations, while 74.2% responded positively to cultural/entertainment events and 64.5% supported night-time events. Of the 294 responses regarding what cultural events they would like to see in the Banyan Bowl, 174 (59%) of residents indicated that they would be interested in concerts, 47 (16%) would be interested in plays/theater, and 27 (9%) would be interested in art shows.
When asked when they would be willing to attend events at the Banyan Bowl, 74.8% of residents indicated they would attend during the weekend, while 22% indicated they would be willing to attend during the workweek. Fifty-one percent of residents indicated they would attend evening events, while 36% said they would attend daytime events. The majority (55.5%) of respondents indicated they would not be willing to spend more than $25 to attend events, while only 2.2% said they would be willing to spend more than $50.
Public Meeting At the mid-point of the study AMS tested emerging recommendations at a public meeting attended by more than two dozen individuals at the Pinecrest Community Center. Approximately 30 individuals attended. A majority of participants were receptive to the vision of a partially enclosed facility, renovated to include new stage & seating, dressing rooms, sound and lighting equipment. Potential patrons would desire a box office on site, and feel that the venue would be adequately served by existing concessions & catering.
As with feedback provided through other mechanisms, participants envision a variety of programs to include performances of theater, music, dance, festivals and programs for
7 Village of Pinecrest Banyan Bowl Renovation Study Final Report youth and families. Programs would be provided by outside groups (rather than Pinecrest Gardens) and take place mostly on the weekend. Events with amplified music would be limited in number, or, perhaps, only during daytime hours.
Two groups present expressed interest in being a “resident company” or “program partner” for the facility: Pinecrest Repertory Theatre and Orchestra Miami. Others present would consider providing programs in African folklore, puppet shows, World Arts, multi-media and film.
Those present concur that events would mostly take place on the weekend (Thursday through Sunday) and that attendance would be largely from the local and area community. Ticket prices should be reasonable.
Citizens in attendance recognize that in order to keep ticket fees and rental fees low the Village will need to provide financial support for operations. Those in attendance expect that staffing and other expenses be kept to a minimum, but that in addition to staff support the Village could provide marketing assistance to those using the facility.
8 Village of Pinecrest Banyan Bowl Renovation Study Final Report Comparable Facilities
AMS researched three comparable facilities in other markets to provide comparisons for the Banyan Bowl’s proposed facility attributes, programs, attendance forecasts, staffing, and operating estimates. Criteria established to select theatres for study included similar seating capacity (500-530 seats); diverse programming that might include theatre, dance, music, and educational programming for youth; a variety of management structures; location in a suburban (quiet) setting; and those that are part of larger recreational complex.
The theatres selected for study are the John Anson Ford Theatre in Hollywood, CA; Holly Springs Cultural Center in Holly Springs, North Carolina; and Idaho Shakespeare Festival Amphitheatre in Boise, Idaho.
Full reports on each of these facilities can be found in Appendix III.
Venue Location Population Facilities Capacity Governance John Anson Hollywood, 34,675 Amphitheater & Amphitheater - Publicly owned Ford Theatre CA (suburb of Los indoor theater 1,245 seats; and operated Angeles) Indoor Theatre (County) - 87 seats Holly Springs Holly 20, 870 Outdoor space, Theater has 194 Publicly owned Cultural Center Springs, (Suburb of Indoor theater, seats, Outdoor and operated NC Raleigh) meeting rooms, space seats up (Town & educational to 250 Country) kitchen & library grand lobby Idaho Boise, ID Amphitheater & 770 seats Privately Shakespeare 125,738 warehouse operated, co- Festival operative Amphitheatre ownership Banyan Bowl, Pinecrest, Village: Amphitheatre 500 seats Publicly owned Pinecrest FL 19,000 in a and operated Gardens metro area of 5 million
John Anson Ford Theatre Hollywood, Florida
The mission of the John Anson Ford Theatre is to be “a center that fosters the excellence, diversity, vitality, understanding, appreciation and accessibility of the performing arts in Los Angeles County.” One of the oldest performing arts venues in Los Angeles still in use, this 1200-seat open-air amphitheatre sits on a 45-acre park-like
9 Village of Pinecrest Banyan Bowl Renovation Study Final Report setting in the Cahuenga Pass in Hollywood, California. Between 1995 and 2000, $4.3 million in capital improvements were made to the stage, backstage, and public areas of the Ford complex, including a $1.6 million renovation of the entryway. One of the goals of these renovations was to make the facility completely ADA compliant.
Owned and operated by the County of Los Angeles, it is the home of the Ford Amphitheatre Season, a multi-disciplinary performing arts series running May through October, coordinated by the Los Angeles County Arts Commission which features music, dance, film, theatre and family events provided by Los Angeles County resident arts organizations. Selected annually through a proposal process, participants receive free rent (includes all on-site equipment), front of house, box office, and marketing assistance. The artist/producer provides the talent, artist fees, any additional equipment or materials, and crew costs. The artists keep 80-90% of ticket revenues and the County keeps the remaining amount to cover its overhead costs. During the winter months the county runs a similar program in the 87-seat indoor theatre for theatre companies without a permanent performance venue to produce a theatrical work at a highly subsidized cost and with significant marketing support.
Total operating expenses run between $2.0 and $2.5 million annually. There is a full- time staff of fifteen. The Ford Theatre Foundation is a private fundraising organization created to enhance Los Angeles County's support of the theatres. The County funds any operating expenses not covered by ticket sales, rental fees and funds raised by the Foundation.
Holly Springs Cultural Center Holly Springs, North Carolina
The Holly Springs Cultural Center’s mission it: “To bring the community together with cultural programs and great events that are diverse, inspiring, festive and memorable.” Completed in 2007, the cultural center is part of a larger complex which includes the town’s new public library. The cost of this $5 million project was shared between the town of Holly Springs and Wake County; with an annual $1/year lease payment from the town to the county. The county owns the building, property, and parking lot, and is responsible for major capital improvements not specific to business within the facility. The town manages the cultural center and the county manages the library.
The 20,000 square-foot facility includes meeting rooms, classrooms, library, lobby, cultural space, outdoor space, and a fully functioning learning kitchen. The outdoor lawn area can seat upwards of 250 people. This summer (2010) the plan is to block off the road to increase the seating capability to 400. The amphitheater is completely open with
10 Village of Pinecrest Banyan Bowl Renovation Study Final Report a very small stage (about 8 feet deep and 22 feet wide with a slight 2.5 foot overhang from the back wall).
There are no fixed or permanent seats in the outdoor facility nor permanent or fixed lighting or sound. There are small spot lights above the stage and some portable sound equipment. The indoor theater space can seat 191 and accommodate up to 250 standing when the seats are retracted. There is also the capability to host dinner theater for 100 with cabaret tables and chairs.
Overall there are about 74 events hosted annually at the Cultural Center. The outdoor space is host to approximately 14 events annually and the indoor space is host to approximately 60 events annually. Outdoor programming is predominantly amplified music (9 events), the lighting of the Christmas tree, and 4 outdoor library events annually.
“Alliance” groups, similar to resident companies, provide much of the programming for the indoor space: four local theater companies (three are “kids based” and one is professional), one dance school, one local jazz orchestra, and one community band. Groups keep 80% of the ticket revenues and remaining 20% is considered a contribution to overhead for the Cultural Center. Indoor programming includes film, puppetry, comedy, education, theater and music (predominantly bluegrass and pop music). Outdoor programming is all free of charge and indoor programming has an average ticket price of $15-$17.
Total operating expenses for the Cultural Center are $526,000; earned revenues $141,000. The Town of Holly Springs makes up the difference. The Cultural Center has three full-time and four part-time employees.
Idaho Shakespeare Festival Amphitheatre Boise, Idaho
“The Festival's mission is to produce great theater, entertain and educate.” In 1977, a group of actors rallied their talents to stage a production of A Midsummer Night’s Dream at the foot of Boise’s first modern skyscraper. For two decades, the Festival performed in temporary locations provided by business leaders in the community. A “quiet” $1.5 million campaign was launched in 1995 to build a permanent home for the Festival. In 1997, a public $3.6 million campaign led to expansion of staff and educational programs, along with groundbreaking for the Amphitheater and Reserve, inaugurated in 1998 at its scenic location along the Boise River. The Campaign ended in 2005 achieving all capital goals, tripling the company’s annual operations, paying off construction financing, and in receipt of contributions exceeding $12.9 million from more than 2,800 sources.
11 Village of Pinecrest Banyan Bowl Renovation Study Final Report
Creating 139 main stage productions and 32 educational tours, the Festival has evolved into one of the region’s premiere arts organizations, directly serving more than 100,000 people annually. 95% of the programming at the space is theater produced by Idaho Shakespeare Festival and 5% is other outside users.
The Idaho Shakespeare Festival (ISF), a 501c3 nonprofit, owns and manages the facility as well as the surrounding 12 acres in cooperation with the Idaho Foundation for Parks & Lands and the Idaho Department of Parks & Recreation. There is a 44-member Board of Trustees and a 40-member Advisory Board. A separately incorporated Foundation for the Idaho Shakespeare Festival is governed by a 12-member Board of Directors.
The 2008 operating budget was $2,7 million: covered by $1.8 million in earned revenues and $900,000 in contributed income. There are ten full-time and one part-time staff members, and it is an “artistic home” for over 180 artists, technicians and administrators, hired seasonally.
Comparable Facilities: Key Learnings
Two of the three case studies have indoor locations at their disposal for moving outdoor performances due to inclement weather and for year-round programming. Both facilities are unable to program the indoor and outdoor spaces simultaneously due to sound interference.
The two facilities that are subject to sound ordinances emphasized the importance of good planning – one had to make large investments in acoustic consultants and the other has a stiff penalty for violating the ordinance.
All three case studies have partnership relationships with at least one local arts organization. Programming at all of the case studies is comprised primarily by either a sole resident/owner (Shakespeare Festival), comprised of a group of resident companies (Alliance groups), or selected from a pool of applicants from the region. Commercial programming is extremely rare in facilities of this size. Rentals are comprised mainly of other nonprofit organizations or special events (weddings, etc).
None of the venues studied bread-even or make money form activity – the percentage of the operating budget covered by earned revenues ranges from 15% (John Anson Ford) to 67% (Idaho Shakespeare). The balance of funding required is provided by the locality and/or private fundraising.
12 Village of Pinecrest Banyan Bowl Renovation Study Final Report Banyan Bowl Operating Recommendations
Mission, Vision & Characteristics of Success
In 2003 a “Vision for Pinecrest Gardens” was developed for the Village of Pinecrest. It references the primary goals established in both the Master Plan and Management Plan and articulates the following: The facility’s principal objectives revolve around the preservation of the environmental and historical resources on the site; the provision of recreational and self enrichment opportunities through innovative programming; and the ability to operate a facility that will hopefully become self-sustaining.
Based on the overall vision for Pinecrest Gardens and community input received during the course of this study, AMS recommends the following mission, vision and characteristics of success for a renovated Banyan Bowl facility:
Mission The Banyan Bowl at Pinecrest Gardens is a valuable asset to the community which provides diverse cultural opportunities for residents of Pinecrest and the surrounding area.
Vision The Banyan Bowls is a popular facility that is seen as a major asset, offering diverse, quality, family entertainment that is reasonably priced and draws artists and patrons from the Pinecrest community, and beyond. The facility is a consistently active, comfortable space that is enhanced by its historical nature. It is envisioned that activity will provide a source of revenue for the Village and spur additional activity at local businesses and restaurants.
Characteristics of Success o Regular weekend (Thursday – Sunday) use by a variety of local and regional organizations. o A balanced variety of programs including theatre, music, dance, film, lectures. Programming by and for youth as a significant component. o Largely viewed as a community asset by Pinecrest residents
Governance
AMS recommends that the Banyan Bowl operations remain under the auspices of the Village of Pinecrest through Pinecrest Gardens, but with a dedicated Facility Manager and support staff. AMS recommends that staff develop a close working relationship with one or several local 501 c-3 organizations (i.e. Pinecrest Community Foundation) to engage in annual fundraising and/or a membership campaign the proceeds from which can be used to sponsor education, family or outreach programming, or to subsidize rental expense for organizations that offer the same.
13 Village of Pinecrest Banyan Bowl Renovation Study Final Report
Operating Policies AMS recommends that access to the Banyan Bowl facility be accommodated for a wide variety of users. In order to maximize utilization of the renovated facility, certain partner relationships may be beneficial.
AMS recommends the following categories for rental relationships: • Local (Pinecrest) educational institutions (Pinecrest Elementary, Palmetto Elementary, Howard Drive Elementary, Palmetto Middle School and Palmetto High School) Use the facility free of charge, with a cap on the number of uses annually • Miami-Dade County educational institutions Use the facility at a sharply discounted rate, viewed to cover custodial costs, and with a cap on the number of uses of this type annually • Partnering Organizations In exchange for a commitment to multiple uses throughout the year, partnering organizations would use the facility in a shared risk/benefit arrangement, book- ended with minimum (40% of standard non-profit rate) and maximum (100% of standard non-profit rate) fees based on a percentage of tickets sold. Organizations benefiting from this arrangement could change from year-to-year as necessary or appropriate. • Other non-profit organizations Would pay rates comparable to non-profit rates at area facilities • Commercial organizations Would pay rates comparable to commercial rates at area facilities
A rental rate policy would include different rates for weekday vs. weekend utilization. Rehearsal, load-in or set up rates would cover a 4-hour block of time; performance rates command the full day (up to a 12-hour block). Discounted rental rates would be in place for those providing youth or educational programming.
Rent of the Banyan Bowl facility includes access to fixed equipment (stage, sound, lights, dressing rooms, etc.) and one production coordinator to assist as appropriate. All additional labor (stage, engineers, box office) are the responsibility of the presenting organization. Concessions operations are the responsibility of Pinecrest Gardens who retains sole decision-making on the relative presence of concessions on a per event basis. At event settlement, organizations would be charged for event-based labor such as security, fire & police.
AMS recommends that the Banyan Bowl develop a core of volunteers to support such activities as ushering and concession sales.
14 Village of Pinecrest Banyan Bowl Renovation Study Final Report Activity Profile
The activity profile for a renovated Banyan Bowl facility differs according to whether or not it is fully enclosed during the renovation. A number of organizations would increase their utilization of the facility if it were enclosed (Pinecrest Repertory Theatre, Miami Lyric Opera), while others would only use it if it were enclosed (The M Ensemble, Theatre Institute of Dulce Art, Thomas Armour Youth Ballet).
Based on responses by local area organizations and our estimates for additional outside groups, for a partially enclosed facility we calculate 109 use days, 78 (720%) of which are days with audiences, and 159 use days with 123 audience days (77%) should the facility be fully enclosed:
Activity Profile: Days Utilization
Open Air Enclosed Pinecrest Gardens 7 7
Pinecrest Repertory Theatre 40 65 WDNA-FM Jazz 12 12 Local Educational 8 12 Other Non-profit 8 12 Shakespeare Miami 6 6 Miami Lyric Opera 4 8 South Florida Boys Choir 4 4 Commercial 4 6 Greater Miami Symphonic Band 3 3 Alhambra Orchestra 2 2 Orchestra Miami 2 2 South Florida Youth Symphony 2 2 Gold Coast Theatre Company 1 1 Friends of Chamber Music of Miami 1 1 Greater Miami Youth Symphony 1 1 South Florida Bluegrass Assn 1 1 University of Miami Frost School of Music 1 1 Ballet Flamenca la Rosa 1 1 Heroes Unite 1 1 The M Ensemble 4 Theatre Institute of Dulce Art 2 Thomas Armour Youth Ballet 5 Other Educational Total Days 109 159 Days With Audiences: 78 123
15 Village of Pinecrest Banyan Bowl Renovation Study Final Report AMS “tested” the draft activity profile against a generic booking calendar for both scenarios:
Banyan Bowl: Open Air Banyan Bowl: Enclosed Pinecrest Gardens Banyan Bowl Pinecrest Gardens Banyan Bowl Sample Calendar - Open Air Sample Calendar - Enclosed Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday July Week 1 July Week 1 Week 2 Week 2 Week 3 Week 3 Week 4 Week 4 August Week 5 August Week 5 Week 6 Week 6 Week 7 Week 7 Week 8 Week 8 September Week 9 Labor Day September Week 9 Labor Day Week 10 Week 10 Week 11 Week 11 Week 12 Week 12 Week 13 Week 13 October Week 14 October Week 14 Week 15 Week 15 Week 16 Week 16 Week 17 Week 17 November Week 18 November Week 18 Week 19 Week 19 Week 20 Week 20 Week 21 Thanksgiving Week 21 Thanksgiving December Week 22 December Week 22 Week 23 Week 23 Week 24 Week 24 Week 25 Christmas Week 25 Christmas Week 26 Week 26 January Week 27 January Week 27 Week 28 Week 28 Week 29 Week 29 Week 30 Week 30 February Week 31 February Week 31 Week 32 Week 32 Week 33 Week 33 Week 34 Week 34 March Week 35 March Week 35 Week 36 Week 36 Week 37 Week 37 Week 38 Week 38 April Week 39 April Week 39 Week 40 Week 40 Week 41 Week 41 Week 42 Week 42 Week 43 Week 43 May Week 44 May Week 44 Week 45 Week 45 Week 46 Week 46 Week 47 Memorial Week 47 Memorial June Week 48 June Week 48 Week 49 Week 49 Week 50 Week 50 Week 51 Week 51 Week 52 Week 52
Key: Pinecrest Gardens Events Key: Pinecrest Gardens Events Pinecrest Repertory Theatre Pinecrest Repertory Theatre Other Theatre Other Theatre Music Music Dance Dance Educational Educational Other Non Profit Other Non Profit Commercial Commercial Rehearsal Rehearsal
85% to 90% of use days are Thursday through Sunday. When the facility is only partially enclosed there is very little use between May and September. Even when fully enclosed the season is largely focused September through May, with fewer public events over the summer.
16 Village of Pinecrest Banyan Bowl Renovation Study Final Report Operating Pro Forma
Based on the activity profile, AMS prepared the operating pro forma estimates found in Appendix IV. As one purpose of the study was to enable decision-making regarding the level of enclosure of the facility, two operating scenarios were studied: that for a partially enclosed facility and that for a fully-enclosed and climate controlled facility.
Notes and Assumptions (Schedule 1) The five-year model contains the following escalations and assumptions: o Expenses escalate 3% annually; non-activity based revenues escalate 1.5% bi- annually. o Rental rates increase 2% annually o Salaries escalate 3% annually; fringe benefits rate for full-time employees is 40%; part-time 12% o At this level of planning AMS includes a 5% expense contingency o All figures are rounded to the nearest $10 or $100, as appropriate
Summary AMS looks at the third year post-reopening as a base, stable year of operation. In year 3 the Banyan Bowl requires approximately the same level of subsidy whether or not it is enclosed. While the enclosed venue has an operating budget roughly 25% higher; additional revenues keep the operating subsidy for both versions at about $111,000 to $117,000: Pinecrest Gardens Banyan Bowl
Base Year (Year 3) Results Open Air Enclosed EARNED REVE NUES Rental Income $58,600 $85,900 Partner Share $26,700 $41,800 Concessions (net) $9,400 $14,900 Restoration Fee $20,800 $32,300 TOTAL EARNED REVENUES $115,500 $174,900
OPERATING EXPENSES Compensation $165,200 $177,100 Marketing $29,100 $29,100 Administrative Expenses $17,600 $21,800 Building Operations $24,000 $64,000 TOTAL OPERATING EXPENSES $235,900 $292,000
OPERATING RESULT ($120,400) ($117,100) SUPPORT & FUNDING Cultural Arts Council $15,200 $20,300 TOTAL FUNDING $15,200 $20,300
NET RESULTS ($105,200) ($96,800) (Less Contingency) ($11,800) ($14,600)
SURPLUS (DEFICIT) ($117,000) ($111,400)
17 Village of Pinecrest Banyan Bowl Renovation Study Final Report Revenue
Facility Rental
In establishing recommended rental rates AMS took area rates for non-profit organizations (on a per seat basis) into consideration. As noted above, local educational institutions do not pay rent. Other area educational institutions receive a 75% discount over the non-profit rent. Usage by educational institutions under these terms is capped.
“Partner organizations” pay 40% of the non-profit rate plus 25% of ticket sales up to the cap of the non-profit rate. Commercial organizations pay twice the non-profit rate.
Additional discounts are provided for youth or educational programming.
The base year rental rates are as follows:
Pinecrest Gardens Banyan Bowl Year 3 (Base) SCHEDULE 5: RENTAL RATE Rates SCHEDULE Weekday (Mon-Weekend (Fri- Thurs) Sun) Local Educational Institutions Performance (12 hr day) $0 $0 Rehearsal (4 hours) $0 $0 Miami-Dade County educational institutions
Performance (12 hr day) $160 $260
Rehearsal (4 hours) $100 $130 Partnering Organizations (minimum) Performance (12 hr day) $260 $420 Rehearsal (4 hours) $200 $200 Other non-profit organizations Performance (12 hr day) $650 $1,040 Performance for Youth $390 $520 Rehearsal (4 hours) $390 $520 Commercial organizations Performance (12 hr day) $1,300 $2,080 Performance for Youth $780 $1,040 Rehearsal (4 hours) $780 $1,040
Based on the Activity Profile above, and using these rental rates, total rental revenue for the venue grows from $51,000 to $67,000 in five years for the open air venue, and from $75,000 to $99,000 in the enclosed venue:
18 Village of Pinecrest Banyan Bowl Renovation Study Final Report
Pinecrest Gardens Banyan Bowl RENTAL INCOME SUMMARY TOTALS: OPEN AIR Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational $0 $0 $0 $0 $0 Partner Organizations (min.) $17,100 $18,314 $19,614 $21,007 $22,499 Non-Profit Organizations $22,000 $23,562 $25,235 $27,027 $28,945 Youth Programming $4,000 $4,284 $4,588 $4,914 $5,263 Commercial Uses $8,000 $8,568 $9,176 $9,828 $10,526 Total $51,100 $54,728 $58,614 $62,775 $67,232
Pinecrest Gardens Banyan Bowl RENTAL INCOME SUMMARY TOTALS: ENCLOSED Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational $0 $0 $0 $0 $0 Partner Organizations (min.) $26,700 $28,596 $30,626 $32,800 $35,129 Non-Profit Organizations $31,250 $33,469 $35,845 $38,390 $41,116 Youth Programming $6,500 $6,962 $7,456 $7,985 $8,552 Commercial Uses $10,500 $11,246 $12,044 $12,899 $13,815 Total $74,950 $80,271 $85,971 $92,075 $98,612
This contemplates only the minimum payment by the partnering organizations. Depending on box office success, additional rental income could range from $14,000 to $43,000.
19 Village of Pinecrest Banyan Bowl Renovation Study Final Report Other Earned Revenue In addition to facility rental charges, the Banyan Bowl will have revenue from concessions. (It should be noted that the availability of beer and wine at these events is included in our financial estimates.)
AMS also recommends a per ticket surcharge, often times referred to as a restoration fee.
These two sources of revenue are dependent on attendance, and as such are referred to as per capita revenues.
Attendance
Based on data provided through the web survey, public response to the community survey and our own knowledge base from projects of this nature, AMS estimated the following average ticket price and attendance capacity for the various users of the facility:
Pinecrest Gardens Banyan Bowl
SCHEDULE 9: ATTENDANCE Avg. Ticket Avg. % Sold PROJECTIONS Price
Alhambra Orchestra $15 50% Ballet Flamenca la Rosa $15 75% Commercial Uses $25 75% Educational, Local $0 80% Educational, Other $10 80% Friends of Chamber Music of Miami $25 75% Gold Coast Theatre Company $15 60% Greater Miami Symphonic Band $5 75% Greater Miami Youth Symphony $5 75% Heroes Unite $0 75% Miami Lyric Opera $30 65% Orchestra Miami $25 65% Other Non Profit $15 60% Pinecrest Repertory Theatre $20 40% Shakespeare Miami $20 65% South Florida Bluegrass Assn $5 75% South Florida Boys Choir $5 75% South Florida Youth Symphony $5 75% The M Ensemble $15 50% Theatre Institute of Dulce Art $10 50% Thomas Armour Youth Ballet $5 75% University of Miami Frost School of Music $10 50% WDNA-FM Jazz $15 60%
20 Village of Pinecrest Banyan Bowl Renovation Study Final Report Total attendance at Banyan Bowl ranges from a low of 22,000 in Year 1 of the open air facility to a high of 41,000 in Year 5 of the fully enclosed facility:
Pinecrest Gardens Banyan Bowl ATTENDANCE SUMMARY TOTALS: OPEN AIR
Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational 3,200 3,360 3,528 3,704 3,890 Partner Organizations (min.) 7,575 7,954 8,351 8,769 9,207 Non-Profit Organizations 6,750 7,088 7,442 7,814 8,205 Youth Programming 3,000 3,150 3,308 3,473 3,647 Commercial Uses 1,500 1,575 1,654 1,736 1,823 Total 22,025 23,126 24,283 25,497 26,772
Pinecrest Gardens Banyan Bowl ATTENDANCE SUMMARY TOTALS: ENCLOSED
Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational 4,800 5,040 5,292 5,557 5,834 Partner Organizations (min.) 12,875 13,519 14,195 14,904 15,650 Non-Profit Organizations 9,450 9,923 10,419 10,940 11,487 Youth Programming 4,875 5,119 5,375 5,643 5,926 Commercial Uses 2,250 2,363 2,481 2,605 2,735 Total 34,250 35,963 37,761 39,649 41,631
Concessions Estimates for concession sales vary according to type of facility use. Net figures reflect cost of sale plus one manager only – AMS recommends a volunteer corps to assist with concessions on a per event basis.
Pinecrest Gardens Banyan Bowl
CONCESSIONS Transaction Base Year (Year 3) Ba se Y ear (Year 3 ) Venue Charges Average Capture Rate Open Air Enclosed Tickets Gross Sales Contribution Tickets Gross Sales Contribution Educational Average Transaction $0.00 25% 3,528 $0 $0 5,292 $0 $0 Contribution Margin 40%
Partner Events Average Transaction $3.00 35% 8,351 $8,800 $3,500 14,195 $14,900 $6,000 Contribution Margin 40%
Non Profit Events Average Transaction $4.00 40% 7,442 $7,400 $3,000 10,419 $10,400 $4,200 Contribution Margin 40%
Youth Programming Events Average Transaction $2.50 40% 3,308 $3,300 $1,300 5,375 $5,400 $2,200 Contribution Margin 40%
Commercial Uses Average Transaction $5.00 50% 1,654 $4,100 $1,600 2,481 $6,200 $2,500 Contribution Margin 40%
Total Concessions 21 $9,400 $14,900 Village of Pinecrest Banyan Bowl Renovation Study Final Report
Restoration Fee A per ticket restoration fee is recommended. This is a fee customarily paid by patrons and is added on to all tickets sold. Given the desired mix of activities and the availability of the venue for educational institutions and youth oriented programming, AMS recommends a fee of $1.00 per ticket on all non-profit and partner organization events; $2.00 for commercial events, and $0.50 on youth events. Educational institutions would be exempt from this fee.
Pinecrest Gardens Banyan Bowl
Base Year (Year 3) Ticket Surcharge Open Air Enclosed Surcharge Amount Tickets Contribution Tickets Contribution Educational $0.00 3,528 $0 5,292 $0 Partner Events $1.00 8,351 $8,351 14,195 $14,195 Non Profit Events $1.00 7,442 $7,442 10,419 $10,419 Youth Programming Even $0.50 3,308 $1,654 5,375 $2,687 Commercial Uses $2.00 1,654 $3,308 2,481 $4,961
Total Ticket Surcharge $20,755 $32,262
Expenses Expenses fall into four general categories: staff, building expense (occupancy), marketing expense and administrative expense.
Staffing & Job Descriptions As noted above, AMS recommends a dedicated Facility Manager for the Banyan Bowl, with the ability to draw part-time resources from the department as needed on a per-event basis. AMS further recommends that Pinecrest Gardens expand its volunteer corps to include the Banyan Bowl, to assist with event needs such as ushering and concessions. The staffing complement for the Banyan Bowl operation as an open air facility is as follows (due to the increase in the number of events the position of Production Coordinator grows to full-time in the enclosed facililty):
Pinecrest Gardens Banyan Bowl
BASE SCHEDULE 15A: STAFFING AND SALARY % Fringe Year 3 (Base)
COMPENSATION
(Open Air)
Facility Ma nager (full-time) $52,000 40% $77,300 Promotions Assistant (part-time) $24,000 12% $28,500 Production Coordinator (part-time) $30,000 12% $35,600 Custodian (part-time) $20,000 12% $23,800 TOTAL STAFFING $126,000 $165,200
22 Village of Pinecrest Banyan Bowl Renovation Study Final Report Job Descriptions Summary job descriptions for recommended positions follow.
Facility Manager The Facility Manager is responsible for all aspects of managing the theatre, which includes supervising staff and volunteers, developing annual budgets and monitoring results. This individual bears responsibility for all bookings and promotional activity. An employee of the Village, s/he reports to the Pinecrest Gardens Director and manages community relationships with key user groups, local educational institutions, Pinecrest Gardens neighbors and other relevant stakeholders.
Promotions Assistant (part-time) The Promotions Assistant is responsible for marketing of the Banyan Bowl facility, as well as calendar listings, website presence and other efforts on behalf of events at the facility.
Production Coordinator The Production Coordinator is the primary technical contact for all parties renting the facility. This individual monitors the condition of the facility’s equipment and assists with facility maintenance, and provides technical assistance to users of the facility.
Custodian (part-time) The custodian is responsible for making sure that the facility is clean and maintained in a manner that ensures the safety of all building occupants, and for reporting needed maintenance and repairs to the appropriate parties.
Building Expense (Occupancy) AMS used current figures on a square foot basis for the community center to estimate occupancy costs for a fully enclosed facility. For the open air facility, occupancy costs are estimated on a per event basis rather than by square footage. It is assumed that insurance and non event-based security is absorbed within the larger Pinecrest Gardens budget. Occupancy costs in the base year are as follows:
Pinecrest Gardens Banyan Bowl
Base Year (Year 3) Building Annual Operations Expense Escalation Open Air Enclosed Utilities (Gas, Electric, Water, Sewer) $7,532 $38,988 Regular Cleaning & Maintenance 3% $11,139 $16,709 Insurance 3% $0 $0 Security 3% $0 $0 Annual Capital Improvements 3% $5,570 $8,355
Total $24,242 $64,052
23 Village of Pinecrest Banyan Bowl Renovation Study Final Report Programming & Marketing Expense The pro forma estimate includes a non event-based expense of $30,000 for facility advertising and website services. Renters of the facility will bear responsibility for event promotions.
Administrative Expense AMS projects general non-staff administrative expenses of $19,000 or $23,000 in the base year in support of general theater operations:
Pinecrest Gardens Banyan Bowl
Base Year (Year 3) Annual Administrative Expenses Escalation Open Air Enclosed Telephone - (based on headcount) 3% $4,000 $4,900 Postage & Mailing - Gen'l 3% $3,200 $4,000 Printing & Copying, General 3% $2,700 $3,300 Travel, Meetings, Mileage 3% $1,200 $1,500 Bank Charges 3% $1,200 $1,500 Licenses/Fees/Permits 3% $2,700 $3,300 Office Supplies (based on headcount) 3% $3,200 $4,000 Professional Development/Recruitment 3% $600 $800 Total $18,800 $23,300
Summary
Whether enclosed or not, annual losses from operations range from a low of $110,000 to a high of $126,000 annually for the Banyan Bowl.
Pinecrest Gardens Banyan Bowl
OPEN AIR: SUMMARY PRO FORMA 2010 Year 3 Year 1 Year 2 (Base ) Year 4 Year 5 TOTAL EARNED REVENUES $92,900 $109,800 $115,500 $121,700 $128,300 TOTAL OPERATING EXPENSES $222,800 $229,800 $235,900 $243,200 $250,700 OPERATING RESULT ($129,900) ($120,000) ($120,400) ($121,500) ($122,400) SUPPORT & FUNDING $15,000 $15,200 $15,200 $15,400 $15,400 NET RESULTS ($114,900) ($104,800) ($105,200) ($106,100) ($107,000) (Less Contingency) ($11,100) ($11,500) ($11,800) ($12,200) ($12,500) SURPLUS (DEFICIT) $(126,000) $(116,300) $(117,000) $(118,300) $(119,500)
Pinecrest Gardens Banyan Bowl
ENCLOSED: SUMMARY PRO FORMA 2010 Year 3 Year 1 Year 2 (Base ) Year 4 Year 5
TOTAL EARNED REVENUES $156,200 $166,000 $174, 900 $183,900 $193,900 TOTAL OPERATING EXPENSES $275,500 $283,700 $292, 000 $300,500 $309,500 OPERATING RESULT ($119,300) ($117,700) ($117, 100) ($116,600) ($115,600)
SUPPORT & FUNDING $20,000 $20,000 $20, 300 $20,300 $20,600 NET RESULTS ($99,300) ($97,700) ($96, 800) ($96,300) ($95,000) (Less Contingency) ($13,800) ($14,200) ($14, 600) ($15,000) ($15,500)
SURPLUS (DEFICIT) $(113,100) $(111,900) $(111,400) $(111,300) $(110,500)
24 Village of Pinecrest Banyan Bowl Renovation Study Final Report
There is quite a bit of interest on the part of outside groups to use the Banyan Bowl for performances should it be renovated, and, with the exception of direct neighbors concerned with noise, the residents of Pinecrest also enthusiastically support additional cultural activity at Pinecrest Gardens. Pinecrest leadership and citizens recognize that an asset of this nature will require capital investment as well as on-going financial support but believe the economic stimulus it may provide to the area as well as the quality of life that it would enhance merit public support.
25
To: Peter Lombardi, Village Manager, Village of Pinecrest
From: Lynette Turner and Michele Walter
Re: Key Informant Interviews Report
Date: January 2010
Background
AMS Planning & Research has been engaged by the Village of Pinecrest to determine the market and programming opportunity for a performance facility in the Banyan Bowl at Pinecrest Gardens. As part of this effort, AMS interviewed a number of local stakeholders to gather feedback in regard to the renovation of the facility, vision for programming, thoughts on who would attend events at the Banyan Bowl and comments as to how the space might be managed. This report documents the interviewees’ responses. The list of those interviewed is attached as an appendix to this report.
Awareness of Banyan Bowl Renovate Plans
Interviewees were asked if they were aware of discussions or plans to renovate the Banyan Bowl and everyone interviewed knew that discussions and some potential analysis had taken place. While interviewees may benefit from updates should the project move forward, initial efforts to ensure the community is aware of possible renovation activity have been successful.
Positive Factors Favoring Renovation
When those interviewed were asked to share what they believed to be positive factors favoring renovation, responses included seeing the space as an added asset to the community; a space that is unique and could offer quality entertainment for residents as well as those in surrounding communities. The possible combination of the historical elements of the space, infused with more modern characteristics, could be appealing. It was also thought that new and exciting activity in the area would be a plus and that program offerings would add to the quality of life. Those who answered this question felt that the community would support the renovation efforts and that rental activity could bring in additional income for the Village.
Village of Pinecrest Banyan Bowl Interview Report
Challenges in Regard to Facility Renovation
A number of challenges were articulated in regard to renovating the space. Key among them was locating sufficient funds to complete the project and once done, to operate the facility. It is perceived that correcting structural damage, making the theatre ADA compliant, updating the seating and adding spaces like dressing rooms may be expensive. Also high on the list of concerns is ensuring Pinecrest neighbors are not inconvenienced by activity in the theatre. It was suggested that loud sounds and ambient noises which may disturb area residents be avoided.
Additional concerns included ensuring that the historical preservation organization was in agreement with the renovation plans and whether or not the facility could be made useable in the summer months given the heat and mosquito issues.
One interviewee did state that they did not think money should be allocated for the renovation, while a few other individuals were adamant in stating that they did not want alcohol served on the premises.
How Banyan Bowl Fits Into the Overall Vision For Pinecrest Gardens
When asked how a renovated Banyan Bowl fits into the overall vision for Pinecrest Gardens, respondents said that it would be a community resource with a unique aesthetic that would compliment other activities available in the area.
Long-term Vision For a Renovated Banyan Bowl
The long-term vision for the facility was articulated to include a facility and programming that is known by word-of-mouth and offers quality, family- oriented entertainment in a comfortable setting. It is hoped that the new offerings will spur additional activity at local businesses and restaurants. Additional comments include having the area viewed as safe, having a space that enhances the historical aspects of the theatre and offering programming that is well-rounded and diverse.
A few respondents did not think the space should be a rental facility. Finally, some would like to see some kind of weather-proofing of the space to deal with weather issues.
Envisioned Programming in a Renovated Banyan Bowl
There was a wide variety of programming suggestions by those interviewed. Requests ranged from theatre productions (drama, comedy, Shakespeare, with both resident and non-resident companies mentioned), as well as musicals and music (singers, chamber music, jazz, string quartets, symphony orchestras, folk). Dance programs were also suggested. A large percentage of the interviewees want to see programs offered for school children in the
2 Village of Pinecrest Banyan Bowl Interview Report
genres mentioned above, in addition to puppet shows and juggling. Art films, poetry readings, lectures, seminars and classes (such as cooking) were also recommended. In addition, it was suggested that the space could be used for Sunday afternoon tea parties and jazz brunches, weddings, receptions and fundraisers. One person interviewed felt that the only activities that should take place in the theatre should be community- based, i.e. Boy or Girl Scout activities.
Suggested Facility Users
Interviewees envision a number of specific potential users for the facility, covering wide range of theatre, music, dance and other activity, as indicated by the list below: • Pinecrest Repertory Theatre • Actors Playhouse • Palmetto Bay Theatre Group • Miami Lyric Opera • Greater Miami Concert Band • Barbershop Quartet – Singing Miamians • Dance Dept. at FIU • The Florida Dance Festival • University of Miami arts and cultural activities • Jewish Holiday Celebration - Celebration Under The Stars • Renaissance Fair • Book Fair • Coral Gables Women’s Club
In addition to the specific list above, a number of general suggestions were made, including programming provided by local arts and cultural groups as well as by local schools (K-12, and universities). Dance troupes, local bands, music ensembles, touring orchestras, symphonies, choirs and small opera companies were also mentioned. Those presenting poetry readings, lectures and film were suggested, in addition to renting the space out for receptions and birthday parties.
Rental Fees
When asked what users should be charged to rent the Banyan Bowl, the responses were quite diverse. Some thought the space should be free, while one suggestion was that it should only be free for the first season or so, while the organizations establish an audience, after which they should be required to pay something. Others suggested a flat fee, a sliding scale, a dollar a seat, or a percentage of what the renter made on its ticket sales. Some respondents suggested that if the user was a Village resident, the fee should be decreased.
3 Village of Pinecrest Banyan Bowl Interview Report
Facility Physical Characteristics
In terms of what physical characteristics interviewees would like to see in the space, most mentioned a stage floor, comfortable seats, lights and sound equipment. Additional items included dressing rooms, a green room and storage area and an egress and wing space, in addition to a loading area. A sprung floor was mentioned in order to address the needs of dance companies and an energy conscious interviewee suggested solar lights. Those who envisioned an enclosed facility suggested some kind of ventilation, cooling or fanning system, and those concerned about the weather would like to see a stage that is structured to deal with drainage issues if it rains, mesh netting to keep mosquitoes out of the theatre and some kind of partial stage covering or retractable stage.
Enclosed vs. Open-Air
There was a diversity of opinion regarding whether or not the space should be fully enclosed, with slightly fewer people in favor of enclosure. Many acknowledged a good deal of expense would be involved, and there was some concern that historic preservation requirements could not be met. Interviewees felt very strongly one way or another in regard to this topic citing the importance of keeping the space in its originally intended open-air structure to the possibility of program offerings all year-round, in an air- conditioned space that would keep sound inside the space and mosquitoes at bay if the facility was enclosed.
Potential Partnerships
Likely programming partners mentioned included Parks and Recreation, the University of Miami film school, the Planetarium, other universities, schools and charitable organizations.
Audience – Program Attendees
While a few of those interviewed only envisioned local Pinecrest residents attending Banyan Bowl programs and activities, most thought people from outside of the immediate community would participate. Communities mentioned were Cutler Bay, East Kendall, Coconut Gove, Coral Gables, Snapper Creek, Miami Beach, Ft. Lauderdale, and Boca Raton.
Admission Costs
In terms of recommendations regarding how much attendees should pay to see programming, the consistent opinion was that the cost should be relatively low; generally from $5 to $30. A few people thought it should cost nothing to attend, while at the other end of the spectrum the highest suggested entrance fee was between $50 to $75, depending on the activity.
4 Village of Pinecrest Banyan Bowl Interview Report
Additional recommendations were the establishment of a subscription series cost structure and charging a nominal entrance fee for families.
Amenities
The individuals we talked to were asked what array of amenities they would desire on the grounds. Most interviewees would like to see a concessions area on-site. Other comments included restrooms, sufficient parking and alcoholic beverages, although a few were very much against having alcohol on the premises. Most interviewees did not think a gift shop would be worth the time and resources to provide. More people than not perceived having a restaurant available as positive.
Frequency of Events at a Renovated Banyan Bowl
How interviewees responded to the question of frequency of events tended to coincide with whether or not they thought the Banyan Bowl should be enclosed or remain an open-air venue. Those who envision the space remaining open-air suggested seasonal activity from December to May or April, with a preference for activity ranging from every day of the week to weekends only. Those favoring year-round activity primarily suggested activities Thursday through Sunday, or at a minimum every weekend. If air- conditioning was installed, respondents could see activity three or four nights a week, in addition to on the weekend.
Operating Policies
When asked who should maintain, manage and program the facility, many thought that the Village should maintain the space and manage it if they have knowledgeable personnel. However, most thought it should be staffed and programmed by third party experts who have a keen knowledge of how to program and market the programming to be offered.
Characteristics of Success
AMS staff asked the interviewees to describe what “success” looked like to them, assuming a renovated Banyan Bowl that was being operated successfully. Success included the vision of a space with comfortable seats, offering a series of popular family-oriented events, well known and appreciated by word-of-mouth. The diverse programming is offered in a theater space that is consistently active and offers programs that are of a professional quality. Local artists are included in the mix of program offerings. The area where the Banyan Bowl is located is safe, surrounded by nice restaurants and bars. Patrons come from not only the Pinecrest community, but other areas outside of the neighborhood. Activity provides a source of revenue, and the facility does not drain Village resources. To that end, it was suggested that a Cultural Arts Council be formed to raise money for Banyan Bowl programs. While admission is charged, the prices are not
5 Village of Pinecrest Banyan Bowl Interview Report
cost-prohibitive, which encourages vibrant participation. Finally, the community embraces the activity taking place at the Banyan Bowl. Pinecrest neighbors are pleased with the venue and what it has to offer. This well attended, productive and profitable space is seen as a major asset.
Additional Comments
Additional comments include requests that the renovation work be done in phases, as opposed to trying to do too much too soon. It was suggested that the programming for the facility start now and grow slowly as word gets out about the project and support increases. Finally, there is plenty of parking on site and the Banyan Bowl is located in a beautiful area, which should help to draw crowds.
Key Themes
Key themes articulated as a result of the interviews are:
¾ Funding o It should be a priority to secure the needed financial support to renovate the Banyan Bowl, as well as to maintain the space and operate the facility.
¾ Programming o A diverse mix of family-oriented programming offered by local talent, as well other professional groups, would be appreciated.
¾ Partnerships o Youth involvement is important and partnerships with educational institutions were seen as an example of a positive collaborative effort.
¾ Facility o The facility should be renovated and made to successfully accommodate the varied programming and include, at a minimum, comfortable seating, as well and lighting and sound equipment. Articulate reasoning for both enclosing the theatre and leaving it open was voiced.
¾ Facility Operations/Management o In regard to running Banyan Bowl, it is thought that it should be managed by Pinecrest Village personnel, but it should be staffed by those with demonstrated skills to successfully program and market arts and cultural activities.
6 Village of Pinecrest Banyan Bowl Interview Report Appendix
Interviewees Village Officials Mayor Cindy Lerner Councilman Joseph Corradino Councilman Bob Ross Councilwoman Nancy Harter Councilman Jeff Cutler
Steering Committee Members Jeff Dorn Kenneth Kurtz Max Pearl Darrel Calvin
Pinecrest Garden Neighbors Courtney Cunningham Michael Guilford Barbara Toland Steve Colsky
Charitable Garden Fund Karen Mashburn Pat Vanderberg
Pinecrest Foundation Steven Bailey, President Gloria Burns – Executive Director Paul Sasso
Pinecrest Gardens Advisory Council Susan Randall Germane Butler
Additional Interviews Gary Matzner – Former Mayor Leslie Bowe – Former Councilmember Bob Hingston – Former Councilmember
7 Pinecrest Gardens Banyan Bowl Performance Facility Feasibility Study
Potential User Survey Response Report January, 2010 Table of Contents
Subject Page #
Background and Methodology 3 Executive Summary 6 Section 1: Current Venue Utilization 10 Section 2: Interest in Using Banyan Bowl Facility 15 Section 3: Potential Activity at Banyan Bowl 20 Section 4: Desired Facility Characteristics 26 Section 5: Key Findings 31
Appendix A: Verbatim Responses to Open Ended Questions 34 Appendix B: List of Respondents 39
2 Background and Methodology Background and Methodology
• AMS has been contracted by the Village of Pinecrest to assess the feasibility of renovating the Banyan Bowl at Pinecrest Gardens into a multi-functional performance facility
• As part of that assessment, AMS conducted an online survey of potential users of the Banyan Bowl facility. The intended outcomes of the survey are to: – Determine overall interest in using Banyan Bowl facility – Understand a potential mix of activity for Banyan Bowl – Solicit feedback on desired facility characteristics and potential rental rates – Offer an opportunity for respondents to provide additional feedback
• The survey was released to 164 artists and arts organizations in Miami-Dade County. AMS would like to thank the Miami-Dade Department of Cultural Affairs for making their list available for use. Additional individuals and organizations were identified by Village of Pinecrest staff and members of the study committee. Recipients were encouraged to forward the survey to others for whom the topic may be of interest.
• Overall, 25 individuals responded to the survey (15% response rate)
4 Composition of Survey Respondents
Total Respondents: 25 Number of Performing Organizations: 18 Number of Museum or Visual Arts Organizations: 4 Other: Park Management Company, Social Service Organization, Public Radio Station
5 Executive Summary Executive Summary
• Respondents currently perform in a wide array of venues, including theatres, parks, schools and churches. A total of 42 venues were named. • Those respondents engaged in providing classes, lectures or visual arts programs pay little to no rent. About half of those providing programs for youth and 75% of those providing public performances do pay rent.
7 Executive Summary
• Of the 25 respondents, 20 would consider using the Banyan Bowl facility • Only three would not use the facility if it were not completely enclosed. • The facility would be used mostly on weekends, and year-round use can be projected. • The activity projected is mostly new (or repeat) activity that groups would bring to the area
8 Executive Summary
• While a greater number of respondents would bring musical events to Banyan Bowl, the number of days used would be dominated by theater. • A majority of respondents require a box office, stage, lighting & sound equipment and dressing rooms. • While some respondents would like to use the facility for performances at no charge, most anticipate a daily rental rate of $400 to $800. • 9 Section 1: Current Venue Utilization
Where are respondents currently performing? How frequently are they performing What are existing venue capacities? How much is paid in rent? Current Venue Utilization
Eighteen Responding Organizations present performances:
Number of Performing Organizations: 18 Total Number of Performances: 511 Total Attendance at Performances: 395,350
11 Venues Currently Utilized
Arts Exhibition Public Performances ArtCenter/ South Florida (150) Arsht Center (500) Brickell One Building (300) Byron Carlyle Theatre (300) Deering Estate (250) Clarke Hall (139) Miami Univ. Art & Design (1500) Colony Theater (450) WDNA Jazz Gallery (100) Dave & Mary Alper JCC (500) Excello Dance Space (50) Class / Workshop FIU Wertheim (600) ArtCenter/ South Florida (50) Flamingo Park Miami Beach (2000) Miami Children's Museum Florida Memorial University (2000) Morgan Levy Park Community Center (80) Glendale MBC (1500) Pinecrest Community Center (80) Greynolds Park (500) Haulover Beach Park (1000) Lecture / Speaker Series Kerr UMC (500) Art & Wine Lectures (50) Lehman Theatre Miami Dade College (450) Space Gallery (75) Lou Rawls Center for Performing Arts (450) Performances for Youth Maurice Gusman Concert Hall—University of Miami (600) Art South Homestead (300) Miami Children's Museum Byron Carlyle Theater (30) Miami Dade County Auditorium (2400) Churches (250) Miami Science Museum Theatre (200) Dade County Auditorium (2350) New World School of the Arts Dance Theater (300) Miami Science Museum Theatre (200) Old Cutler Presbyterian Church (700) Miami-Dade County Auditorium (2500) Peacock Park (2500) R.R. Moton Elem. School (350) Pinecrest Gardens Banyan Bowl (550) St John's Miami Beach (400) Planetarium (230 St Martha's Church Miami Shores (600) Ransom Everglades (900) 12 Thomas Armour Youth Ballet (50) Current Venue Utilization
Those respondents engaged in providing classes, lectures or visual arts programs pay little to no rent. About half of those providing programs for youth and 75% of those providing public performances do pay rent.
Performance Types Receiving Free Rent
Lecture series getting free rent
Classes getting free rent
Arts exhibitions getting free rent
Performances for youth getting free rent
% of performances receiving free rent free receiving % of performances Public performances getting free rent
0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% Performance type
13 Current Venue Utilization
As could be expected, current rental fees and terms for performing organizations vary widely.
Rent Expenses on a Per Use / Per Seat Basis Average Median $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00
Rent expense per seat per use in dollars in use per seat per expense Rent l t nt - al n re - s g rent re ing e y nc ing ay - pa p - orma - s rf h - e ut Arts exhibition -- all tion p o ic r y fo exhibi Publ s s erformances -- payin e rt p Performances for youth -- all A nc orma Public rf Pe Programming Type 14 Section 2: Interest in Using Banyan Bowl Facility
What interest is there in the Banyan Bowl as a roofed, open air facility? What interest is there in the Banyan Bowl as a completely enclosed facility? How frequently would respondents use the facility? When would people want to use the facility? Interest in Using Banyan Bowl
A majority of respondents expressed interest in using the Banyan Bowl facility whether or not it was enclosed.
Interest in Using Banyan Bowl Facility (n=25)
30
25
20
15
10
5
0 Roofed, open air facility (n=17) Completely enclosed facility (n=20) No interest (n=5) 16 Interest in Using Banyan Bowl
Regardless of enclosure, respondents prefer weekend utilization.
Preferred Day & Time of Usage - Completely Enclosed Facility (n=20)
Weekdays during the day Weekdays during the evening Preferred Day & Time of Usage - Roofed, Open Air Facility (n=17)
Weekends during Weekdays during the evening the day Weekdays during the evening
Weekends during the evening Weekends during the day
Weekends during the day 17 Interest in Using Banyan Bowl
Again regardless of enclosure, respondents will use the facility year-round in equal measure.
Preference of Seasons - Completely enclosed facility (n=20)
26% 30%
Spring Summer Fall Winter Preference of Seasons - Roofed, open air facility (n=17)
21% 24% 29% 23%
Spring Summer Fall Winter
18 26% 21% Interest in Using Banyan Bowl
Survey respondents project a total of 164 use days for the open-air facility and 256 use days for the enclosed facility.
Projected Utilization of Banyan Bowl
Roofed, Completely Open-air enclosed Number of Groups 17 20 Number of Events 34 40 Number of Days of Use 164 256
19 Section 3: Potential Activity
What kinds of activities are most likely to take place in the Banyan Bowl facility? What kinds of audiences would we anticipate? Activity Type
A majority of respondents envision presenting musical performances at Banyan Bowl. The facility is slightly more appealing as an enclosed venue for opera, drama and dance.
Types of Events Envisioned for Banyan Bowl
Completely enclosed Music Opera Drama Dance Roofed, Open-air Programs for Youth
0 1020304050
21 Activity Type
While the number of types of events are heavily weighted to music, drama would dominate the space in terms of number of days of use.
Number of Days Use by Event Type
Completely Music enclosed Opera Drama Dance Roofed, Open-air Programs for Youth
0 50 100 150 200 250 300 Number of Days
22 Activity Type
Relatively few theatre respondents would each use significant blocks of days. A larger variety of music and dance organizations would use one or two days at a time.
Number of Different Organizations Providing Programs
Completely Music enclosed Opera Drama Dance Roofed, Open-air Programs for Youth
Average Use Days per Organization
0 5 10 15 20 25 50 Number of Organizations 40 30 20 10 0 Music Opera Drama Dance Programs for Youth
23 Average # Days Used per Organization Roofed, Open-air Average # Days Used per Organization Completely enclosed Interest in Using Banyan Bowl
Of the projected days utilization, almost all activity represents new programming for the respondents.
New vs. Existing Programs
300
250 Relocation of current program 200 Repetition / expansion of 150 88% current program 100 90% New program
50
0 Roofed, Open-air Completely enclosed
24 Activity Type
Respondents envision providing a variety of interesting programs and events: Fiesta Flamenca Summer Music Institute Our Town Holiday Concert Spring Fling/Concert Children’s Day Concert Banyan Bowl Showcase Jazz concerts The Cherry Orchard Summer Concert Veterans' Day Concert Summer Camp Showcase Family Holiday Concert Who's Afraid of Virginia Woolf Family Concert Pops Concert Benefit Concert Presentation Pippin Bluegrass Festival Gala Concert A Tropical Dance Waiting for Godot Spring Family Concert Camps, Classes, etc. Rosencrantz and Guildenstern Are Dead The Fantasticks Shakespeare in the Park Opera An Evening of One-Acts 25 La Dama Macbeth Museum programs satellite location Section 4: Facility Characteristics
What needs to be included in the facility renovation in order to make it work for the users? How much will people be willing to pay in rent? Facility Characteristics
A majority of respondents require a box office, stage, lighting & sound equipment and dressing rooms. Least requested are a sprung floor, rigging & fly space, costume & scene shops and administrative space.
Preferred Amenities (n=20)
18 16 14 12 10 8 6 # of respondents of # 4 2 0
e nt nt e e r g e e ce c ties c o ent ace ta a a ili ilities a lo m hop S ipm m p p p S Sp u Rooms Sp S S g F ui quip g g Fac e n q me ve Box Office Eq in rsal in n ru Fly Space ti cene Shop g E a W io g E stu a S n nd e s ering Fac torag Sp ti u ess h es S Co istr gh Dr c n Li So Re n Cat Riggin mi Co Ad Amenities 27 Rental Rates
While some respondents would like to use the facility for performances at no charge, most anticipate a daily rental rate of $400 to $800.
Anticipated Rental Fee at Banyan Bowl -- Performances
7 6 5 4 3 2 1 0 Number of Respondents Number Free Rent Rent Under Rent $400 - Rent $600 to Rent Over $400 $600 $1,000 $1,000 Range of Anticipated Rental Rate
28 Rental Rates
Fewer respondents would use the facility for rehearsals, and of those, several would not anticipate an additional charge to do so.
Anticipated Rental Rate for Rehearsals
10 8 6
4 2
Number of Respondents Number 0 n/a Free Rent Rent Under $200 Rent Under $400 Anticipated Rental Fee
29 Rental Rates
Similarly most respondents would anticipate necessary performance equipment to be included in the rental rate.
Anticipated Equipment Rental Expense
8 7 6 5 4 3 2 1 0 Number of Respondents Number n/a Free Rent Expense Under Expense $200 to $200 $500 Range of Anticipated Expense
30 Section 5: Key Findings Key Findings
Conclusions • There is interest in using the Banyan Bowl facility whether or not it is fully enclosed • Investment in the facility should include a stage, dressing rooms, box office, and lighting & sound equipment. A fly tower with rigging, and ancillary spaces such as costume & scene shops are not needed. • The presence of concessions and catering facilities is not critical. • A daily rental rate of $1.00 to $1.50 per seat is considered reasonable
32 Key Findings
Recommendations • Adopt booking policies that both accommodate significant presence by one or two groups as well as ensure a diversity of offerings and organizations • Consider a phased approach to renovation; initially only partially enclosed with the ability to fully enclose in the future • Invest in stage and dressing rooms, lighting & sound as well as patron amenities including new seats and ADA accessibility • Tie in with existing park food service rather than including additional concessions
33 Appendix A: Verbatim Responses to Open Ended Questions Are there any additional considerations that would need to be addressed in order for your organization to consider using the facility?
• We manage a public space that includes performance spaces. We would be available to discuss this or any other public space management topic you would like to pursue. • Definitely the actual stage requires update and dressing rooms among other basic stage needs. • Help with marketing could be a plus. It would be good if the Village could help us to reach your audiences/patrons with mailouts and other marketing strategies. • helpful staff • I would have to know more about the suitability of the facility for serious concerts • A marketing or audience development component is very valuable in considering the rental of a full service facility • Shakespeare in the Park provides free public performances of the works of William Shakespeare in order to promote literacy and a love of the arts. We are usually sponsored by the hosting city. we provide the complete professional production and the city provides the 'house'. • No amount was entered under sound equipment rental because at present, we bring in our own sound. If it is determined that this is not the case, and we would use your sound equipment, we understand and would be willing to pay the cost for rental. • Free parking, adequate armless chairs for performers as needed -- usually 50 • If indoors, will it be air conditioned? That would allow use in summer. • This would be an ideal and much needed facility in the area. We are a not for profit organization with a main site and 4 free outreach sites across the community. Our focus is arts education and children. We do charge for tickets for our productions, but the price is minimal and we give away an average of 800 free tickets each year. Therefore a reasonable rental price is crucial. • It would be optimal to have a good piano available, in order to maximize repertoire possibilities. • Primary concerns for an art exhibition would be security, insurance and accessibility. • Must be accessible. I incorporate wheelchair dancers into choreography. • I require indoor gallery space • If we were invited to perform there as part of a community event, we may possibly do it free of charge. • Adequate acoustic shell, would need to supply chairs, adequate lighting. Would be desirable to supply music stands, large percussion equipment. Are you interested in pursuing any partnership or collaborative opportunities with Pinecrest Gardens? If so, what would be of interest to you?
• Yes. From Co-Production to financial support; it can be discussed • We would be interested in collaborating with the Village of Pinecrest children's programming; such as productions for youth. •I wish • Co-sponsorship •Yes • Yes, we are interested in collaborations that would develop audiences in the Pinecrest area • This is possible. We are the only Bluegrass association in South Florida. We have bands willing to play. Perhaps fund raisers or just entertainment. Currently we play @ Greynolds Park each month. We could add another festival to our schedule or your site could become a jamming location each week. • I would love to bring Shakespeare in the Park to Pinecrest. The setting is lovely and we have pushed to Broward county this year and our goal is to move south a bit for 2011. Shakespeare in the Park is a lovely family event. • Yes, we are always interested in partnerships where we can find new venues to offer outreach classes and programs. • Of course • Interested in a community- sponsored concert where rent is waived and we charge reduced (or no) admission for residents. We have done concerts for various holidays, or upon special themes. Can also produce a baroque orchestra or chamber orchestra from the main group, if desired. Would be willing to share a program with another group. • Yes. We would be interested in presenting children's programming for the community. • Theater/Dance groups • ArtCenter would be very interested in discussing outreach/ collaborative opportunities. These can entail art exhibitions, juried competitions, art classes, workshops and lectures, etc. • My dance troupe, Karen Peterson and Dancers, would be interested in performing for various Pinecrest events. • Yes! We are currently pursuing an opportunity to hold our society meetings and workshops at a Pinecrest facility. • Community events • In the past, Coral Gables and Miami Lakes have sponsored our concerts and paid us a fixed fee. The concerts have either been free to their residents or they have collected admission. 36 Can you suggest anyone else we should talk to who might be interested in using the space?
• I'm sure I can. I just don't have any contact information right now. You can try an organization I'm currently affiliated with: The Disapora Arts Coalition [email protected] This organization has many art organizations and individuals as members. Are you familiar with the Sunshine Jazz Festival? I will be more than happy to mention your facility in our next board meeting. • I'll send it out • Other arts organizations that present family programming. Miami Dade Arts Council has an extensive database that was recently updated. You should be able to identify the targeted organizations using their assistance • Miami String Project Greater Miami Youth Symphony Greater Miami Community Concert Band Civic Chorale of Greater Miami • Dance companies like Miami Contemporary Dance, Karen Peterson Dancers, etc. • I have many contacts. Mostly people with arts organizations.
37 Do you have any additional comments or suggestions?
• We would like to see the space. • Can we get a walk through of your facility? Please don't make this facility a union house. KEEP THE RATES AFFORDABLE. • I think using this theater is imperative. We don't have enough smaller venues in Florida. It is precisely because of its uniqueness that it should remain intact and marketed widely. Good luck • If you plan to have an administrator in charge of rentals, we would suggest they are adept at marketing and/or audience development as these two features will be a most valuable asset. • www.shakespearemiami.com • Great ideas! this facility will get used a lot. • Great location for a facility of this type. • We're thrilled to hear of this possibility and would like to be involved. • Not at this time. • We are actively looking for a site to host our bi-annual art exhibitions and are interested in the space available at the Pinecrest Library. • We always seek community partnerships and aim to bring our services to Miami Dade residents. However, we are severely limited by funds, so most outreach is part of grant funded programs.
38 Appendix B: List of Respondents List of Respondents
• Alhambra Orchestra • ArtCenter/ South Florida • Ballet Flamenco La Rosa • Bayfront Park Management Trust • Friends of Chamber Music of Miami • Gold Coast Theatre Company • Greater Miami Symphonic Band • Greater Miami Youth Symphony • Heroes Unite • Karen Peterson and Dancers Inc • Miami Children's Museum • Miami Lyric Opera • Miami Science Museum • Miami Watercolor Society • Orchestra Miami • Pinecrest Repertory Theatre Company, Inc. • Shakespeare Miami • South Florida Bluegrass Assoc, Inc. • South Florida Youth Symphony •The M Ensemble Company, Inc. • The South Florida Boys Choir, Inc. • The Theatre Institute of DulceArt, Inc. • Thomas Armour Youth Ballet • University of Miami Frost School of Music 40 • WDNA-FM 88.9 Public Radio
Village of Pinecrest Pinecrest Gardens Banyan Bowl Renovation Study
Comparable Case Studies April, 2010
John Anson Ford Theatre* Hollywood, California
MISSION STATEMENT The Ford Theatre Foundation, a not-for-profit organization, plays a key role in making the John Anson Ford Theatres a center that fosters the excellence, diversity, vitality, understanding, appreciation and accessibility of the performing arts in Los Angeles County. The Foundation, in partnership with the Los Angeles County Arts Commission and Department of Parks and Recreation, supports programs that nurture artists, arts organizations and community, providing a gateway for the people of greater Los Angeles to discover and appreciate cultures of their region and the world.
HISTORY The John Anson Ford Amphitheatre is one of the oldest performing arts venues in Los Angeles still in use. The open-air amphitheatre sits on a 45-acre park-like setting in the Cahuenga Pass in Hollywood, California. It is now the home of the Ford Amphitheatre Season, a multi-disciplinary performing arts series running May through October, coordinated by the Los Angeles County Arts Commission.
The amphitheatre was built in 1920 as the site of the Pilgrimage Play. A wooden, outdoor amphitheatre was built on the site; the play was performed by noted actors every summer from 1920 to 1929, until the original structure was destroyed by a brush fire in October 1929.
The present theatre, constructed of poured concrete and designed in the style of ancient Judaic architecture to resemble the gates of Jerusalem, was built on the same site and opened in 1931. The Pilgrimage Play was again performed there until 1964, interrupted only by World War II, when the structure was converted to dormitories for servicemen. In 1941 the land was deeded to the County of Los Angeles. The Pilgrimage Play continued to be presented until a lawsuit in 1964 forced its closure because of its religious nature.
The County continued to use the amphitheatre for a variety of concerts and performances, but public attendance dwindled. The structure gradually deteriorated until the late County Supervisor John Anson Ford obtained funding for capital improvements several decades ago. The Pilgrimage Theatre was then renamed in his honor. It was used intermittently for Shakespearean theater, jazz concerts, and dance performances until former County Supervisor Ed Edelman revived the historic theatre with the creation of the Ford Amphitheatre Season (originally called "Summer Nights at the Ford") in 1993.
* Data compiled from the AMS Database, an interview with Managing Director Adam Davis and from www.fordtheatres.org.
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Between 1995 and 2000, $4.3 million in capital improvements were made to the stage, backstage, and public areas of the Ford complex, including a $1.6 million renovation of the entryway. One of the goals of these renovations was to make the facility completely ADA compliant.
Following a massive rainstorm and landslide in January 2005, the outdoor stage was resurfaced and the wooden stage of [INSIDE] THE FORD was replaced by a flexible modular steel structure capable of withstanding future floods. Planned renovation of the middle-level bar area was also completed in 2005; including a new color scheme, lighting, ceiling fans and furnishings, and the installation of an exhibit on the history of the Ford.
The indoor theatre space at the Ford has a history of serving intimate theatre in Los Angeles. For decades it was rented by numerous groups, most notably the Mark Taper Forum, who made it the home of their second stage Taper, Too from 1972 to 1997. In 1998 the space was extensively renovated and re-named [Inside] the Ford. Its first season, 1998-1999, featured three productions presented under the Los Angeles County Art Commission’s subsidized rental program designed to help theatre companies without permanent facilities. From 2000 through 2004, [Inside] the Ford hosted a season of new plays and musicals co-produced by County-based theatre companies and the Arts Commission and supported by A.S.K. Theatre Projects. In 2005, [Inside] Ford became the home for the Ensemble Theatre Collective, known as ETC, a collaboration of five L.A.-based theatre companies supported in part by the L.A. County Arts Commission and the Flintridge Foundation. ETC ended its run at the Ford in early 2008.
On November 7, 2008, the Arts Commission launched the [Inside] the Ford Winter Partnership Program.
OWNERSHIP & GOVERNANCE The John Anson Ford Theatres, nestled in the Hollywood Hills, are owned and operated by the County of Los Angeles and located in a county regional park.
FACILITY The 1200-seat outdoor Ford Amphitheatre is set against a backdrop of cypresses and chaparral. It is relatively intimate: no patron is more than 96 feet away from the stage. Music, dance, film, theatre and family events are presented May to October. The Ford Amphitheatre Season is a program of the Los Angeles County Arts Commission.
The facility is completely open, which works very well for almost all of the events. For the family afternoon events, the sun can be very strong. In order to provide some shade for these events, an army parachute (replaced every coupe of years for $500) is used to cover the entire audience. Seating is permanent but lighting has to be taken in at the end of each season, and sound is taken in and out for every show, otherwise the moisture in the air destroys the equipment.
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The 87-seat indoor theatre space is the home of [Inside] the Ford New Play Series running November through April. The series is supported by the Los Angeles County Arts Commission and the Ford Theatre Foundation, with funding from the National Endowment for the Arts.
The Ford Theatre Foundation is a private fundraising organization created to enhance Los Angeles County's support of the theatres.
SOUND ORDINANCE There is an agreement in place with the neighbors that shows must end by 11 p.m. and the back of the house decibel levels cannot exceed 95. If the ordinance is exceeded, either by time or decibel levels, there is a penalty of $500 for every minute of violation.
“We have an agreement with the neighbors and for us, it’s not a problem. For renters, there’s more of an issue.”
PROGRAMMING The Ford Amphitheatre Summer Partnership Program, running from May through October, supports Los Angeles County resident arts organizations by assisting them to successfully present performances in the amphitheatre. The program seeks to develop new audiences for the partner arts organizations, John Anson Ford Theatres, and the larger Los Angeles County performing arts community. The Arts Commission provides significant presentation support to participating arts organizations which, in turn, provide the residents of Los Angeles County with a rich cultural sampling of performing arts of the region. The County provides free rent (includes all on-site equipment), front of house, box office, and marketing. The artist/producer provides the talent, artist fees, any additional equipment or materials, and crew costs. The artists keep 80-90% of ticket revenues and the County keeps the remaining amount to cover its overhead costs.
Under the Ford Amphitheatre Summer Partnership Program, the Arts Commission receives proposals for: 1) Performing Arts Performances: These are typically two-hour (or longer) evening events that are geared for adults or families with older children. Work may be in any performing arts discipline, and 2) Film Events: As the Ford is equipped with 35mm projectors and a full size movie screen, proposals for film screening events are also sought and will receive full consideration.
Similar to a grant program, proposals for the Ford’s Summer Partnership program are considered on a competitive basis. Those projects accepted receive significant presentation support and assistance
Page 3 of 5 toward realization of the proposed project. Approximately 65-70% of applicants make it to the outdoor stage.
The [Inside] the Ford Winter Partnership Program runs from October to May in the indoor theatre space. Recognizing that many Los Angeles County-based theatre companies do not have permanent performance homes and that the cost of producing theatrical works has become prohibitively expensive in the area, the Arts Commission through the Winter Partnership Program provides an opportunity for theatre companies without a permanent performance venue to produce in one of the best under 99-seat theatres in Los Angeles County at a highly subsidized cost and with significant marketing support.
Similar to a grant program, proposals for the [Inside] the Ford Winter program are considered on a competitive basis. In 2010 the Arts Commission partnered with three theatre companies and assisted each to present a proposed theatrical work. About 30% of applicants make it to the indoor stage annually.
Overall there about 200 events per year at the Theatre: the outdoor space hosts 95 events from June 1 to mid-October and the indoor space hosts 105 events from mid-October to mid May. The average ticket price ranges from $18-$23 per ticket for programming that represents the diversity of Los Angeles County and includes all genres. The mix of art forms changes annually, based on who applies to be part of the season.
RENTALS The basic rental price for a single stage performance (one 10-hour day) is $4,200 plus $1 per ticket issued. The following services are included in this price: house management, basic house staff (ushers, ticket takers), production manager (for pre-event planning), use of front-of-house sound system, use of the Ford's lighting equipment, maintenance, and concessions. Box office services may be negotiated.
Stage crew, security services, stage monitor sound system and insurance are not included. A fee of $2,100 per additional day is required to rent the amphitheatre for rehearsal and tech related to the event.
Organizations may be allowed to use their own technical crew for load-in, load-out, set-up of set, props and costume operation, but must use Ford Amphitheatre crew when hanging and focusing lights, rigging, and operating the Ford's sound and lighting control consoles.
Any security people needed beyond the Ford's basic house staff will be billed at $20 per hour. The Ford's Managing Director or his designee, in consultation with the event producer, will determine exact security staffing requirements.
The Ford has a high quality front-of-house sound system and a general lighting package, use of which is included in the licensing fee for the theatre. The Ford also has stage monitor sound equipment which it makes available for a nominal rental charge.
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A certificate of insurance must be received no later than 30 days prior to first use of the theatre. Insurance coverage may be purchased through the County's Special Events Liability Insurance provider, Municipality Insurance Services.
Upon submitting proof of 501(c)3 status, non-profit organizations may receive a rental rate of $3,500 and waiver of the $1 per ticket fee. All other financial requirements remain the same. A fee of $1,750 per additional day is required to rent the amphitheatre for rehearsal and tech related to the event.
FINANCIAL Total annual operating expenses are $2-2.5M: • Programming budget is $500K • Salaries are approx $800K -$1M (includes 15 FTE and 80-100 PTE) • Utilities are approx $200K • Foundation expenses are $500K (3 FTE & program expenses)
Total annual operating revenues equal total annual expenses and are $2-2.5M: • Ticket sales are $300K • Rental revenues are $50K • Foundation revenues are $500K • County makes up the difference
STAFFING There are fifteen year-round full time employees: a production manager, box office manager, general manager, event coordinator, managing director, park manager, finance manager, administrative coordinator, three Foundation employees, assistant production manager, two marketing staff, and one assistant box office/group sales manager. There are between 80-100 part time employees, depending on the time of year. Part time employees are usually added seasonally to the following departments: front of house (ushers), back of house (stagehands, technical and crew), and box office.
ADDITIONAL THOUGHTS “Before they start spending their money they need to have a clear understanding of what they want to do and who they are – this needs to drive the space. Anyone can operate a building; you need motivation and a mission to be a success.”
Page 5 of 5 Holly Springs Cultural Center* Holly Springs, North Carolina
MISSION STATEMENT To bring the community together with cultural programs and great events that are diverse, inspiring, festive and memorable.
HISTORY The town of Holly Springs was the fastest growing community that did not have a public library in North Carolina. The goal was to have everyone within ten minutes of a library so the town donated the land to the county and decided to add a cultural center with a shared lobby for the library.
Completed three years ago, the library is 7000 square feet, the lobby is 2000 square feet, and the cultural center is approximately 9000 square feet (total is just under 20,000 sq feet). The town and county paid for the structures (with the town paying more than the county) with a $1/year “lease” that the town pays to the county.
Holly Springs Cultural Center is located a block from Town Hall in the downtown Village District of Holly Springs. It is convenient to the entire Triangle and is just 20 minutes south of Raleigh's Interstate 440 Beltline. Developed in partnership with Wake County, this state-of-the-art $5 million facility lies in the heart of a thriving community. More than 150,000 live within a 10-mile radius.
OWNERSHIP & GOVERNANCE The county owns the building, property, and parking lot, and is responsible for major capital improvements not specific to business within the facility. The town manages the cultural center and the county manages the library.
FACILITY The facility includes meeting rooms, classrooms, library, lobby, cultural space, outdoor space, and a fully functioning learning kitchen (for classroom use only). There is a very successful coffee bar in the lobby that is open when the building is open. The coffee bar is now managed by the town, after an outside contracted manager failed to make it profitable. The shared lobby gets a significant amount of foot traffic due to the library and arts patrons.
The outdoor lawn area that ends at the roadway around the building can seat upwards of 250 people. This summer (2010) the plan is to block off the road to increase the seating capability to
* Data compiled from the AMS Database, an interview with Elena M. Owens, Branch Manager of the Holly Springs Community Library and Cultural Center Manager Don Briscar and from www.hollyspringsnc.us/dept/park/culture.
Page 1 of 4 400. The amphitheater is completely open with a very small stage (about 8 feet deep and 22 feet wide with a slight 2.5 foot overhang from the back wall).
There are no fixed or permanent seats in the outdoor facility; it is lawn seating only (blankets and lawn chairs). There is also no permanent or fixed lighting or sound. There are small spot lights above the stage and some portable sound equipment. However lighting is not really an issue, as the outdoor programming starts at 7 p.m. and is done before dark (9 p.m.)
The indoor theater space can seat 191 and accommodate up to 250 standing when the seats are retracted (like a high school gym). There is also the capability to host dinner theater for 100 with cabaret tables and chairs. Even though the facility is only three years old, there is already the desire to have a second indoor theater space with approximately 191 seats. The outdoor stage shares a wall with the indoor theater therefore the theater is dark on any days with outdoor programming due to the noise from the outdoor space “bleeding” into the indoor space. This may seem like a “con” but if there is bad weather, the outdoor programming can move into the indoor theater space.
SOUND ORDINANCE None.
PROGRAMMING Overall there are about 74 events hosted annually at the Cultural Center. The outdoor space is host to approximately 14 events annually and the indoor space is host to approximately 60 events annually. Outdoor programming is predominantly amplified music (9 events), the lighting of the Christmas tree, and 4 outdoor library events annually.
“Alliance” groups, similar to resident companies, provide much of the programming for the indoor space: four local theater companies (three are “kids based” and one is professional), one dance school, one local jazz orchestra, and one community band. Groups keep 80% of the ticket revenues and remaining 20% is considered a contribution to overhead for the Cultural Center. Indoor programming includes film, puppetry, comedy, education, theater and music (predominantly bluegrass and pop music). Outdoor programming is all free of charge and indoor programming has an average ticket price of $15-17.
Holly Springs Cultural Center is also the home to creative classes, workshops and week-long camps focusing on performing and visual arts. Opportunities are for students of all ages and include the following: • Art Classes - A variety of nationally renowned art programs for children and teens are offered in daytime, after-school and evening classes. • Stars! Holly Springs Youth Theatre - This youth theater program is led by a local theatre professional. • Dance Classes - A variety of dance classes for teens to adults including shag, ballroom dance, youth ballroom dance and more.
Page 2 of 4 • Music Classes - A variety of classes ranging from guitar and singing to preschool music classes. • Cooking Classes - A variety of cooking classes for children, teens, and adults are offered at a variety of times. • Special Interest Classes - Learn Spanish, explore the world of science or learn how to shoot outdoor photography with these new classes.
Artists are also invited to exhibit their art at the Cultural Center (proposals must be submitted for exhibition). Although the Cultural Center does not have cases for art display, art may be hung unless the artist is able to supply a display case. Art exhibition opportunities include: • Art is for Everyone - This program features fine art exhibitions throughout the center. New exhibitions debut monthly. • Art After Dark - Art, music and food is offered to the community on the second Friday evening of each month.
The Holly Springs Library, which adjoins the cultural center, also sponsors events and activities.
“450,000 people come through the facility annually, in a community of 22,000+ residents. Wonderful arrangement – keeps the building busy. Town subsidizes the use of the cultural facility – this was conceived as the heart of the community and it is!”
RENTALS There are very few outside renters of the facility – perhaps two per season. The commercial rental rate is $125/hour with a minimum of 2 hours. There is an additional cost of $10/hr for a Technical Director. In addition to the flat fee, there is a profit-sharing element that is included with a ticket surcharge of $2.88 per ticket sold.
FINANCIAL Total annual operating expenses for the Library = $380,000 • Includes staffing, supplies, programming and travel. • The County also pays for exterior maintenance, library books, and upkeep but no figures are available for these costs, as they are bundled into the overall county budget and difficult to isolate. Total annual operating revenues for the Library = $300K • Includes fees, fines, and merchandise. • The County makes up the difference.
Total operating expenses for the Cultural Center = $526,000 • Includes staffing, supplies, marketing, cleaning of the library and cultural center, and programming. • The Town also pays for maintenance and cleaning but no figures available for these costs, as they are bundled into the overall town budget and difficult to isolate. Total annual operating revenues for the Cultural Center = $141,000 • Includes programming, rent, concessions, and sponsorships. • The Town makes up the difference.
Page 3 of 4 The Cultural Center has three full time employees: a Director, Assistant (Rentals/finance/box office), and Programmer/Marketer. There are also four part time employees: Three event assistants and one technical director. All ushers are volunteers and dedicate about 360 hours annually. Police are required at outdoor events where beer and wine are distributed (beer and wine cannot be served when the library is open).
ADDITIONAL THOUGHTS "The collaborative space has worked really well – it is a pure benefit for the library! Most of the other libraries don’t have the opportunity to do what we do here and are rather jealous. Library can utilize the double classroom space, lobby and stages."
Page 4 of 4 Idaho Shakespeare Festival* Boise, Idaho
MISSION STATEMENT The Festival's mission is to produce great theater, entertain and educate. To realize this mission, the Festival seeks to: • Develop an artistic home for theater artists that supports emerging actors, encourages new regional and national playwrights, promotes sustained employment opportunities for artists, and attracts the very best artistic staff; • Educate through a range of programs, including programs and tours for K-12 children and teachers, on-going adult education, interpretive programming, affiliations with universities and cultural organizations, as well as residencies and training opportunities for actors; • Illuminate human nature and our rich cultural heritage through a repertory that includes the plays of William Shakespeare, the richest and most complex in the English language, together with other works from a variety of dramatic periods and genres; and, • Promote cultural understanding through highlighting diverse traditions and supporting artists and audiences of all ages, ethnicities and backgrounds.
HISTORY In 1977, a group of actors rallied their talents to stage a production of A Midsummer Night’s Dream at the foot of Boise’s first modern skyscraper. For two decades, the Festival performed in temporary locations provided by business leaders in the community.
A “quiet” $1.5 million campaign was launched in 1995 to build a permanent home for the Festival. In 1997, a public $3.6 million campaign led to expansion of staff and educational programs, along with groundbreaking for the Amphitheater and Reserve, inaugurated in 1998 at its scenic location along the Boise River. The Campaign ended in 2005 achieving all capital goals, tripling the company’s annual operations, paying off construction financing, and in receipt of contributions exceeding $12.9 million from more than 2,800 sources.
Creating 139 main stage productions and 32 educational tours, the Festival has evolved into one of the region’s premiere arts organizations, directly serving more than 100,000 people annually.
OWNERSHIP & GOVERNANCE The Idaho Shakespeare Festival (ISF), a 501c3 nonprofit, owns and manages the facility.
* Data compiled from the AMS Database, an interview with Managing Director Mark Hofflund and from www.idahoshakespeare.org.
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The ISF manages, in a co-operative, the 10 acres that surround their property. The ISF owns two- and-one-half acres of grounds and facilities surrounded by a seven-acre parkland, maintaining a total of 12 acres in cooperation with the Idaho Foundation for Parks & Lands and the Idaho Department of Parks & Recreation.
There is a 44-member Board of Trustees composed of leaders in government, medicine, education, environment, banking, law, small businesses and multi-national corporations (four statewide Consulting Members and three ex officio members). There is also a 40-member Advisory Board, composed of former Trustees and a separately incorporated Foundation for the Idaho Shakespeare Festival is governed by a 12-member Board of Directors.
The ISF actively programs the space.
FACILITY The facility is located in a rural setting within an urban setting – 6 miles from the capitol. In addition to the two-and-one-half acres of grounds and facilities surrounded by a seven-acre parkland, there is a 16,000 square foot warehouse that was acquired in 2004 and converted to the Festival’s production shops: carpentry, welding, painting, props, lighting, costumes, wigs, crafts and storage. The Festival also leases apartments (on a seasonal basis) offices, rehearsal space and classrooms downtown.
The outdoor Amphitheater and Reserve was built in 1998. The amphitheater seats 610 in reserved seating and 160 in general admission on the hillside. For the 2008 season, the amphitheater averaged 670 patrons per night.
The amphitheater is completely open – and the lighting and sound are both temporary. The audience in the three previous locations came to know and love Shakespeare under the stars, raindrops and wind. It is a rugged outdoor community that loves the space – ISF thinks about offering more protection but it never rises to any level of need.
The seating is quasi-temporary seating – there are four different kinds of seating: 1) Lawn terraces in the front half of the theatre (ring thrust stage) that have no fixed seating, you can rent or bring your own chair – it is reserved. 2) 29 boxes center aisle with chairs, a small cabaret table and half walls that are moveable to create expanded boxes. 3) Bulk of the seating is the back half of the semi-circle with comfortable plastic outdoor chairs. 4) Beyond the chairs is a grassy hillside with standing room only.
The facility is also host to Café Shakespeare, where a portion of the proceeds benefit ISF. Delicious fare is offered on performance nights, from a variety of gourmet deli items to pre-ordered picnic dinners. The Café also serves beer, an assortment of beverages, and wines by the glass or bottle. Outside food is also permitted and encouraged. Meals may be enjoyed in several picnic areas,
Page 2 of 4 scattered throughout the William Shakespeare Park, offering views of Barber Pool, the Oregon Trail, and the unique cottonwood habitat of the Boise River.
SOUND ORDINANCE There is a sound ordinance that the ISF is theoretically subject to, but when the sound ordinance came in, the county attorneys essentially said that the Festival was granted a variance - but the ISF has never asked for it. Leadership wishes it had worked on this harder at the beginning, as the neighbors sometimes feel it is disturbing their rural lifestyle. The ISF hired an acoustic firm from San Francisco that determined that the speaker cluster needed to be broken up from one big speaker in the center and instead parsed out across the facility to make it less volume projected and disbursed.
There is also an issue with avoiding ambient sound from the local highway (motorcycles, fire trucks, etc.), as the back of the stage is open.
“Take all of the acoustic issues into consideration – airplanes, overhead noise, highway, and sound ordinances – these are VERY important to consider.”
PROGRAMMING 95% of the programming at the space is theater produced by ISF and 5% is other outside users.
In addition to the mainstage theater, ISF provides theater arts programming integrated into the curricula of approximately 95% of the school districts in Idaho, as well as to parts of Oregon, Wyoming and Nevada. Through its school tours, Shakespearience and Idaho Theater for Youth, the Festival annually reaches over 50,000 school-age children, particularly those in rural and underserved communities.
The Drama School exemplifies the Festival’s attempts to foster life-long learning and appreciation of theater arts, providing year- round classes for students in grades pre- kindergarten through high school. Camp Shakespeare offers school aged children and young adults the opportunity to explore the excitement of Shakespeare’s words through imaginative play. The Festival’s Apprenticeships and school residency programs offer extended theatrical training. Each September, the Festival hosts Matinees at the Festival for junior and high-school students which, since 1993, have reached more than 51,000 students.
Year-round outreach programs, such as the Festival’s Access Program and The Shakespeare Society, allow the Festival to serve a variety of audiences beyond those who attend summer performances or participate in educational programs.
A light sprinkle won't usually affect a performance. Performances are not canceled before the scheduled curtain time. Should a performance be canceled before intermission because of weather,
Page 3 of 4 ticket stubs serve as a “Rain Check” to another performance of the same play. Rain Checks are not refundable for cash or credit.
For the 2008 season, the amphitheater hosted more than 54,000 audience members from 45 states and provinces. The Festival has an average of 85 performances per season. The average ticket price for ISF events is $30.
RENTALS There are no resident companies, no commercial promoters and almost no renters. Renters include the odd occasional “Bald Eagle Day,” weddings, memorial services, marathon awards events, etc.
FINANCIAL Total operating budget (expenses) for 2008 were $2.7M • $1.8M staff & administration • $200K building operations • $500K production • $200K marketing
Total operating revenues for 2008 were $2.7M • $1.8M earned revenues • $900K contributed revenues
STAFFING There are ten full-time staff members (upper management, finance, marketing, education, and development) and one part-time. It’s an “artistic home” for over 180 artists, technicians and administrators, hired seasonally.
ADDITIONAL THOUGHTS “If there is an entity with a core competency, build all of the resources of that entity at one single time. ISF launched a campaign to build an organization and a facility – not just an amphitheater. This was a huge transition for ISF – this was a new significant upgrade in facility that had a huge impact on the growth of ISF. A new facility can cause an organization to go bankrupt – you need to develop all areas of the organization and allow all of them to grow and move forward at once.”
Page 4 of 4 Village of Pinecrest Pinecrest Gardens Banyan Bowl
Pro Forma Operating Statement
Base Year (2010 dollars)
4/29/2010 Banyan Bowl Pro Forma Operating Statement
Pinecrest Gardens Banyan Bowl OPERATING PRO FORMA CONTENTS Schedule # Page #
Key Assumptions Schedule 1 Page 2
Banyan Bowl Open Air (Scheme A) SUMMARY PRO FORMA Schedule 2A Page 3 REVENUE SUMMARY Schedule 3A Page 4 EXPENSE SUMMARY Schedule 4A Page 5
Rental Rate Schedule Schedule 5 Page 6 Utilization Summary Schedule 6A Page 7 Rental Income Summary Schedule 7A Page 8 Rental Income Summary Totals Schedule 7A1 Page 8 Utilization Projections Schedule 8A Page 9 Attendance Projections Schedule 9A Page 10 Concessions Schedule 10A Page 11 Ticket Surcharge Schedule 11A Page 12
Building Operations Expense Basis Schedule 12A Page 13 Administrative Expense Detail Schedule 13A Page 14 Staffing and Compensation Schedule 14A Page 15
Banyan Bowl Enclosed (Scheme B) SUMMARY PRO FORMA Schedule 2B Page 16 REVENUE SUMMARY Schedule 3B Page 17 EXPENSE SUMMARY Schedule 4B Page 18
Rental Rate Schedule Schedule 5 Page 19 Utilization Summary Schedule 6B Page 20 Rental Income Summary Schedule 7B Page 21 Rental Income Summary Totals Schedule 7B1 Page 21 Utilization Projections Schedule 8B Page 22 Attendance Projections Schedule 9B Page 23 Concessions Schedule 10B Page 24 Ticket Surcharge Schedule 11B Page 25
Building Operations Expense Basis Schedule 12B Page 26 Administrative Expense Detail Schedule 13B Page 27 Staffing and Compensation Schedule 14B Page 28
4/29/2010 Banyan Bowl Pro Forma Operating Statement
Pinecrest Gardens Banyan Bowl
SCHEDULE 1: KEY ASSUMPTIONS PERFORMANCE SPACE ASSUMPTIONS
Theatre Capacity 500
ECONOMIC ASSUMPTIONS
Average Annual Financial Escalation Factor (expenses) 3% Average Biennial Financial Escalation Factor (revenues) 1.5% Average Annual Rent Increase 2% Average Annual Salary Escalation Factor 3% Fringe Benefits Rate (full-time) 40% Fringe Benefits Rate (part-time) 12% Contingency % of Operating Expenses 5% Annual Increase in Activity 5%
BUILDING ASSUMPTIONS
Square Footage 10,500 Occupancy Costs per Sq. Ft., calculated -- Open Air $2.18 Occupancy Costs per Sq. Ft., calculated -- Enclosed $5.75
Page 2 4/29/2010 Banyan Bowl Pro Forma Operating Statement
Pinecrest Gardens Banyan Bowl
SCHEDULE 2A: SUMMARY PRO FORMA 2010 (Open Air) Year 3 Year 1 Year 2 (Base) Year 4 Year 5 EARNED REVENUES Rental Income $51,100 $54,700 $58,600 $62,800 $67,200 Partner Share $14,400 $26,200 $26,700 $27,200 $27,800 Concessions (net) $8,600 $9,100 $9,400 $9,900 $10,400 Restoration Fee $18,800 $19,800 $20,800 $21,800 $22,900 TOTAL EARNED REVENUES $92,900 $109,800 $115,500 $121,700 $128,300
OPERATING EXPENSES Compensation $155,700 $160,400 $165,200 $170,200 $175,300 Marketing $27,500 $28,300 $29,100 $29,900 $30,800 Administrative Expenses $16,600 $17,100 $17,600 $18,100 $18,600 Building Operations $23,000 $24,000 $24,000 $25,000 $26,000 TOTAL OPERATING EXPENSES $222,800 $229,800 $235,900 $243,200 $250,700
OPERATING RESULT $(129,900) $(120,000) $(120,400) $(121,500) $(122,400)
SUPPORT & FUNDING Cultural Arts Council $15,000 $15,200 $15,200 $15,400 $15,400 TOTAL FUNDING $15,000 $15,200 $15,200 $15,400 $15,400
NET RESULTS ($114,900) ($104,800) ($105,200) ($106,100) ($107,000) (Less Contingency) ($11,100) ($11,500) ($11,800) ($12,200) ($12,500)
SURPLUS (DEFICIT) $(126,000) $(116,300) $(117,000) $(118,300) $(119,500)
Page 3 4/29/2010 Banyan Bowl Operating Pro Forma Revenue
Pinecrest Gardens Banyan Bowl
SCHEDULE 3A: REVENUE SUMMARY (Open Air) Year 1 Year 2 Year 3 Year 4 Year 5
Facility Rental Rental Income Rental Income Summary $51,100 $54,728 $58,614 $62,775 $67,232 Partner Share Partner Split $14,400 $26,163 $26,686 $27,220 $27,764 Sub-Total, Facility Rental $65,500 $80,891 $85,300 $89,995 $94,997
Other Operating Revenue Concessions, Net Concessions $8,600 $9,100 $9,400 $9,900 $10,400 Restoration Fee Ticket Surcharge $18,825 $19,766 $20,755 $21,792 $22,882 Sub-Total, Other Operating Revenue $27,425 $28,866 $30,155 $31,692 $33,282
TOTAL OPERATING REVENUES $92,925 $109,757 $115,455 $121,688 $128,279
Support & Funding Cultural Arts Council $15,000 $15,000 $15,200 $15,200 $15,400 $15,400 Sub-Total, Funding $15,000 $15,200 $15,200 $15,400 $15,400
TOTAL REVENUES $107,925 $124,957 $130,655 $137,088 $143,679
Page 4 4/29/2010 Banyan Bowl Operating Pro Forma Expenses
Pinecrest Gardens Banyan Bowl
SCHEDULE 4A: EXPENSE SUMMARY (Open Air) Year 1 Year 2 Year 3 Year 4 Year 5
Personnel Staff Compensation & Benefits Staffing $155,700 $160,400 $165,200 $170,200 $175,300 Sub Total, Personnel $155,700 $160,400 $165,200 $170,200 $175,300
Marketing Advertising PH $20,000 $20,600 $21,200 $21,800 $22,500 Web Calendar PH $7,500 $7,700 $7,900 $8,100 $8,300 Sub-Total, Marketing $27,500 $28,300 $29,100 $29,900 $30,800
Administration Administrative Expenses Admin. Exp. $16,600 $17,100 $17,600 $18,100 $18,600 Sub-Total, Administration $16,600 $17,100 $17,600 $18,100 $18,600
Plant Operations Building Operations Bldg. Ops. $17,600 $18,100 $18,600 $19,200 $19,800 Annual Capital Improvements Bldg. Ops. $5,300 $5,500 $5,700 $5,900 $6,100 Sub-Total, Plant Operations $22,900 $23,600 $24,300 $25,100 $25,900
TOTAL OPERATING EXPENSES $222,700 $229,400 $236,200 $243,300 $250,600
Expense Contingency (5%) $11,100 $11,500 $11,800 $12,200 $12,500
Page 5 4/29/2010 Banyan Bowl Rental Rate Schedule
Pinecrest Gardens Banyan Bowl Proposed Base (per seat) Year 1 Year 2Year 3 (Base) Year 4 Year 5 SCHEDULE 5: RENTAL RATE Rates Rates Rates Rates Rates Rates SCHEDULE Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday (Mon- Weekend (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) Thurs) (Fri-Sun) Local Educational Institutions Performance (12 hr day) $0.00 $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Rehearsal (4 hours) $0.00 $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miami-Dade County educational institutions $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Performance (12 hr day) $0.31 $0.50 $156 $250 $159 $255 $163 $260 $166 $265 $169 $271 Rehearsal (4 hours) $0.19 $0.25 $94 $125 $96 $128 $98 $130 $99 $133 $101 $135 Partnering Organizations (minimum) Performance (12 hr day) $0.50 $0.80 $250 $400 $255 $408 $260 $416 $265 $424 $271 $433 Rehearsal (4 hours) $0.30 $0.40 $150 $200 $153 $204 $156 $208 $159 $212 $162 $216 Other non-profit organizations Performance (12 hr day) $1.25 $2.00 $625 $1,000 $638 $1,020 $650 $1,040 $663 $1,061 $677 $1,082 Performance for Youth $0.75 $1.00 $375 $500 $383 $510 $390 $520 $398 $531 $406 $541 Rehearsal (4 hours) $0.75 $1.00 $375 $500 $383 $510 $390 $520 $398 $531 $406 $541 Commercial organizations Performance (12 hr day) $2.50 $4.00 $1,250 $2,000 $1,275 $2,040 $1,301 $2,081 $1,327 $2,122 $1,353 $2,165 Performance for Youth $1.50 $2.00 $750 $1,000 $765 $1,020 $780 $1,040 $796 $1,061 $812 $1,082 Rehearsal (4 hours) $1.50 $2.00 $750 $1,000 $765 $1,020 $780 $1,040 $796 $1,061 $812 $1,082
Page 6
4/29/2010 Banyan Bowl Utilization Summary
Pinecrest Gardens Banyan Bowl SCHEDULE 6A: THEATER UTILIZATION SUMMARY: OPEN AIR Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Utilization Utilization Utilization Utilization Utilization Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Local Educational Performance (day) 80809090100 Rehearsal (4 hours) 0000000000 Partner Organizations Performance (day) 030032033035036 Rehearsal (4 hours) 10 18 11 19 11 20 12 21 12 22 Non Profit Organizations Performance (day) 120121122123124 Rehearsal (4 hours) 1212121212 Youth Programming Performance (day) 08080909010 Rehearsal (4 hours) 0000000000 Commercial Uses Performance (day) 0404040505 Rehearsal (4 hours) 0000000000 Total 20 82 21 86 22 90 23 95 24 100 Total Days 102107 112 118 124 Total Performance Days 71 7578 82 86
Page 7
4/29/2010 Banyan Bowl Rental Income Summary Pinecrest Gardens Banyan Bowl SCHEDULE 7A: RENTAL INCOME SUMMARY: OPEN AIR
Year 1 Year 2Year 3 (Base) Year 4 Year 5 Rental Income Rental Income Rental Income Rental Income Rental Income Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Local Educational Performance (day) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Partner Organizations Performance (day) $0 $12,000 $0 $12,852 $0 $13,764 $0 $14,742 $0 $15,788 Rehearsal (4 hours) $1,500 $3,600 $1,607 $3,856 $1,721 $4,129 $1,843 $4,423 $1,974 $4,737 Non Profit Organizations Performance (day) $625 $20,000 $669 $21,420 $717 $22,941 $768 $24,570 $822 $26,314
Rehearsal (4 hours) $375 $1,000 $402 $1,071 $430 $1,147 $461 $1,228 $493 $1,316 Youth Programming Performance (day) $0 $4,000 $0 $4,284 $0 $4,588 $0 $4,914 $0 $5,263 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Commercial Uses Performance (day) $0 $8,000 $0 $8,568 $0 $9,176 $0 $9,828 $0 $10,526 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Pinecrest Gardens Banyan Bowl SCHEDULE 7A1: RENTAL INCOME SUMMARY TOTALS: OPEN AIR Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational $0 $0 $0 $0 $0 Partner Organizations (min.) $17,100 $18,314 $19,614 $21,007 $22,499 Non-Profit Organizations $22,000 $23,562 $25,235 $27,027 $28,945 Youth Programming $4,000 $4,284 $4,588 $4,914 $5,263 Commercial Uses $8,000 $8,568 $9,176 $9,828 $10,526 Total $51,100 $54,728 $58,614 $62,775 $67,232
Page 8
4/29/2010 Banyan Bowl Theater Utilization Schedule
Pinecrest Gardens Banyan UTILIZATION SUMMARY Bowl Uses Rental Rate Total Rental Charge SCHEDULE 8A: THEATER UTILIZATION Weekday Weekday Weekend Weekend Weekday Weekday Weekend Weekend Weekday Weekday Weekend Weekend PROJECTIONS Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance (Open Air)
Pinecrest Elementary School $0 $0 $0 $0 $0 $0 $0 $0 Palmetto Elementary Howard Drive Elementary Palmetto Middle School 2 $0 $0 $0 $0 $0 $0 $0 $0 Palmetto High School 6 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL LOCAL EDUCATIONAL 0 8 0 0 $0 $0 $0 $0
Other Educational $94 $156 $125 $250 $0 $0 $0 $0 TOTAL OTHER EDUCATIONAL 0 0 0 0 $0 $0 $0 $0
Pinecrest Repertory Theatre 10 15 15 $150 $250 $200 $400 $1,500 $0 $3,000 $6,000 Orchestra Miami 1 1 $150 $250 $200 $400 $0 $0 $200 $400 Miami Lyric Opera 2 2 $150 $250 $200 $400 $0 $0 $400 $800 WDNA-FM Jazz 12 $150 $250 $200 $400 $0 $0 $0 $4,800 Gold Coast Theatre Company 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Shakespeare Miami 1 1 4 $375 $625 $500 $1,000 $375 $0 $500 $4,000 Alhambra Orchestra 1 1 $375 $625 $500 $1,000 $0 $0 $500 $1,000 Friends of Chamber Music of Miami 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Greater Miami Symphonic Band 3 $375 $625 $500 $1,000 $0 $0 $0 $3,000 South Florida Bluegrass Assn 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 University of Miami Frost School of Music 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Ballet Flamenca la Rosa 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 The M Ensemble $375 $625 $500 $1,000 $0 $0 $0 $0 Theatre Institute of Dulce Art $375 $625 $500 $1,000 $0 $0 $0 $0 Other Non Profit 1 7 $375 $625 $500 $1,000 $0 $625 $0 $7,000 TOTAL NON PROFIT 11 1 20 50 $1,875 $625 $4,600 $32,000
Greater Miami Youth Symphony 1 $375 $375 $500 $500 $0 $0 $0 $500 South Florida Boys Choir 4 $375 $375 $500 $500 $0 $0 $0 $2,000 South Florida Youth Symphony 2 $375 $375 $500 $500 $0 $0 $0 $1,000 Heroes Unite 1 $375 $375 $500 $500 $0 $0 $0 $500 Thomas Armour Youth Ballet $375 $375 $500 $500 $0 $0 $0 $0 TOTAL YOUTH PROGRAMMING 0 0 0 8 $0 $0 $0 $4,000
Commercial Uses 4 $750 $1,250 $1,000 $2,000 $0 $0 $0 $8,000 TOTAL COMMERCIAL USES 0 0 0 4 $0 $0 $0 $8,000
Facility Use Days 11 9 20 62 $1,875 $625 $4,600 $44,000
TOTAL EVENTS W/AUDIENCES 9 62
Page 9 4/29/2010 Banyan Bowl Theater Utilization Schedule
Pinecrest Gardens Banyan Bowl Five-Year Attendance Projections (Open Air) Year 1 Year 2 Year 3 (Base) Year 4 Year 5
SCHEDULE 9A: ATTENDANCE Avg. Ticket Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Avg. % Sold PROJECTIONS Price Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales (Open Air)
Pinecrest Elementary School $0 80% $0.00 0 $0 $0.00 0 $0 $0.00 0 $0 $0.00 0 $0 $0 0 $0 Palmetto Elementary Howard Drive Elementary Palmetto Middle School $0 80% $0.00 800 $0 $0.00 840 $0 $0.00 882 $0 $0.00 926 $0 $0 972 $0 Palmetto High School $0 80% $0.00 2,400 $0 $0.00 2,520 $0 $0.00 2,646 $0 $0.00 2,778 $0 $0 2,917 $0
Other Educational $10 80% $10.00 0 $0 $10.15 0 $0 $10.30 0 $0 $10.46 0 $0 $11 0 $0
Pinecrest Repertory Theatre $20 40% $20.00 3,000 $60,000 $20.30 3,150 $63,945 $20.60 3,308 $68,149 $20.91 3,473 $72,630 $21 3,647 $77,406 Orchestra Miami $25 65% $25.00 325 $8,125 $25.38 341 $8,659 $25.76 358 $9,229 $26.14 376 $9,835 $27 395 $10,482 Miami Lyric Opera $30 65% $30.00 650 $19,500 $30.45 683 $20,782 $30.91 717 $22,149 $31.37 752 $23,605 $32 790 $25,157 WDNA-FM Jazz $15 60% $15.00 3,600 $54,000 $15.23 3,780 $57,551 $15.45 3,969 $61,334 $15.69 4,167 $65,367 $16 4,376 $69,665 Gold Coast Theatre Company $15 60% $15.00 300 $4,500 $15.23 315 $4,796 $15.45 331 $5,111 $15.69 347 $5,447 $16 365 $5,805 Shakespeare Miami $20 65% $20.00 1,300 $26,000 $20.30 1,365 $27,710 $20.60 1,433 $29,531 $20.91 1,505 $31,473 $21 1,580 $33,542 Alhambra Orchestra $15 50% $15.00 250 $3,750 $15.23 263 $3,997 $15.45 276 $4,259 $15.69 289 $4,539 $16 304 $4,838 Friends of Chamber Music of Miami $25 75% $25.00 375 $9,375 $25.38 394 $9,991 $25.76 413 $10,648 $26.14 434 $11,348 $27 456 $12,095 Greater Miami Symphonic Band $5 75% $5.00 1,125 $5,625 $5.08 1,181 $5,995 $5.15 1,240 $6,389 $5.23 1,302 $6,809 $5 1,367 $7,257 South Florida Bluegrass Assn $5 75% $5.00 375 $1,875 $5.08 394 $1,998 $5.15 413 $2,130 $5.23 434 $2,270 $5 456 $2,419 University of Miami Frost School of Music $10 50% $10.00 250 $2,500 $10.15 263 $2,664 $10.30 276 $2,840 $10.46 289 $3,026 $11 304 $3,225 Ballet Flamenca la Rosa $15 75% $15.00 375 $5,625 $15.23 394 $5,995 $15.45 413 $6,389 $15.69 434 $6,809 $16 456 $7,257 The M Ensemble $15 50% $15.00 0 $0 $15.23 0 $0 $15.45 0 $0 $15.69 0 $0 $16 0 $0 Theatre Institute of Dulce Art $10 50% $10.00 0 $0 $10.15 0 $0 $10.30 0 $0 $10.46 0 $0 $11 0 $0 Other Non Profit $15 60% $15.00 2,400 $36,000 $15.23 2,520 $38,367 $15.45 2,646 $40,890 $15.69 2,778 $43,578 $16 2,917 $46,443
Greater Miami Youth Symphony $5 75% $5.00 375 $1,875 $5.08 394 $1,998 $5.15 413 $2,130 $5.23 434 $2,270 $5 456 $2,419 South Florida Boys Choir $5 75% $5.00 1,500 $7,500 $5.08 1,575 $7,993 $5.15 1,654 $8,519 $5.23 1,736 $9,079 $5 1,823 $9,676 South Florida Youth Symphony $5 75% $5.00 750 $3,750 $5.08 788 $3,997 $5.15 827 $4,259 $5.23 868 $4,539 $5 912 $4,838 Heroes Unite $0 75% $0.00 375 $0 $0.00 394 $0 $0.00 413 $0 $0.00 434 $0 $0 456 $0 Thomas Armour Youth Ballet $5 75% $5.00 0 $0 $5.08 0 $0 $5.15 0 $0 $5.23 0 $0 $5 0 $0
Commercial Uses $25 75% $25.00 1,500 $37,500 $25.38 1,575 $39,966 $25.76 1,654 $42,593 $26.14 1,736 $45,394 $27 1,823 $48,379
TOTAL 22,025 $287,500 23,126 $306,403 24,283 $326,549 25,497 $348,020 26,772 $370,902
Page 10 4/29/2010 Banyan Bowl Concessions Revenue
Pinecrest Gardens Banyan Bowl SCHEDULE 10A: CONCESSIONS (Open Air)
Transaction Venue Charges Average Capture Rate Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Concessions Educational Average Transaction $0.00 25% 3,200 $0 $0 3,360 $0 $0 3,528 $0 $0 3,704 $0 $0 3,890 $0 $0 Contribution Margin 40%
Partner Events Average Transaction $3.00 35% 7,575 $8,000 $3,200 7,954 $8,400 $3,400 8,351 $8,800 $3,500 8,769 $9,200 $3,700 9,207 $9,700 $3,900 Contribution Margin 40%
Non Profit Events Average Transaction $4.00 40% 6,750 $6,800 $2,700 7,088 $7,100 $2,800 7,442 $7,400 $3,000 7,814 $7,800 $3,100 8,205 $8,200 $3,300 Contribution Margin 40%
Youth Programming Events Average Transaction $2.50 40% 3,000 $3,000 $1,200 3,150 $3,200 $1,300 3,308 $3,300 $1,300 3,473 $3,500 $1,400 3,647 $3,600 $1,400 Contribution Margin 40%
Commercial Uses Average Transaction $5.00 50% 1,500 $3,800 $1,500 1,575 $3,900 $1,600 1,654 $4,100 $1,600 1,736 $4,300 $1,700 1,823 $4,600 $1,800 Contribution Margin 40%
Total Concessions $8,600 $9,100 $9,400 $9,900 $10,400
Page 11 4/29/2010 Banyan Bowl Ticket Surcharge Revenue
Pinecrest Gardens Banyan Bowl SCHEDULE 11A: RESTORATION FEE (Open Air)
Venue Charges Fee Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Tickets Contribution Tickets Contribution Tickets Contribution Tickets Contribution Tickets Contribution
Educational $0.00 3,200 $0 3,360 $0 3,528 $0 3,704 $0 3,890 $0 Partner Events $1.00 7,575 $7,575 7,954 $7,954 8,351 $8,351 8,769 $8,769 9,207 $9,207 Non Profit Events $1.00 6,750 $6,750 7,088 $7,088 7,442 $7,442 7,814 $7,814 8,205 $8,205 Youth Programming Even $0.50 3,000 $1,500 3,150 $1,575 3,308 $1,654 3,473 $1,736 3,647 $1,823 Commercial Uses $2.00 1,500 $3,000 1,575 $3,150 1,654 $3,308 1,736 $3,473 1,823 $3,647
Total Ticket Surcharge $18,825 $19,766 $20,755 $21,792 $22,882
Page 12 4/29/2010 Banyan Bowl Operating Pro Forma Building Operations Expense
Pinecrest Gardens Banyan Bowl
SCHEDULE 12A: BUILDING Annual Base Year Year 1 Year 2 Year 3 (Base) Year 4 Year 5 OPERATIONS EXPENSE (Open Escalation Air)
Utilities (Gas, Electric, Water, Sewer) $7,100 3% $7,100 $7,313 $7,532 $7,758 $7,991 Regular Cleaning & Maintenance $10,500 3% $10,500 $10,815 $11,139 $11,474 $11,818 Insurance $0 3% $0 $0 $0 $0 $0 Security $0 3% $0 $0 $0 $0 $0 Annual Capital Improvements $5,250 3% $5,250 $5,408 $5,570 $5,737 $5,909
Total $22,850 $22,850 $23,536 $24,242 $24,969 $25,718 Per Square Foot: $2.18
Page 13 4/29/2010 Banyan Bowl Operating Pro Forma Administrative Expense
Pinecrest Gardens Banyan Bowl SCHEDULE 13A: ADMINISTRATIVE Annual Base Year Year 1 Year 2Year 3 (Base) Year 4 Year 5 EXPENSE SUMMARY Escalation (Open Air)
Overhead Telephone - (based on headcount) $ 3,750 3%$ 3,750 $3,900 $4,000 $4,100 $4,200 Postage & Mailing - Gen'l$ 3,000 3%$ 3,000 $3,100 $3,200 $3,300 $3,400 Printing & Copying, General$ 2,500 3%$ 2,500 $2,600 $2,700 $2,800 $2,900 Travel, Meetings, Mileage$ 1,200 3%$ 1,200 $1,200 $1,200 $1,200 $1,200 Licenses/Fees/Permits$ 2,500 3%$ 2,500 $2,600 $2,700 $2,800 $2,900 Office Supplies (based on headcount) $ 3,000 3%$ 3,000 $3,100 $3,200 $3,300 $3,400 Professional Development/Recruitment $ 600 3%$ 600 $600 $600 $600 $600
Total$ 16,550 $ 16,550 $ 17,100 $ 17,600 $ 18,100 $ 18,600
Page 14 4/29/2010 Banyan Bowl Staffing Projections
Pinecrest Gardens Banyan Bowl
BASE SCHEDULE 14A: STAFFING AND SALARY % Fringe Year 3 (Base) COMPENSATION (Open Air) Facility Manager (full-time) $52,000 40% $77,300 Promotions Assistant (part-time) $24,000 12% $28,500 Production Coordinator (part-time) $30,000 12% $35,600 Custodian (part-time) $20,000 12% $23,800 TOTAL STAFFING $126,000 $165,200
Headcount 2.5
Page 15 4/29/2010 Banyan Bowl Pro Forma Operating Statement
Pinecrest Gardens Banyan Bowl
SCHEDULE 2B: SUMMARY PRO FORMA 2010 (Enclosed) Year 3 Year 1 Year 2 (Base) Year 4 Year 5 EARNED REVENUES Rental Income $74,900 $80,200 $85,900 $92,000 $98,500 Partner Share $38,600 $41,000 $41,800 $42,600 $43,500 Concessions (net) $13,400 $14,100 $14,900 $15,400 $16,300 Restoration Fee $29,300 $30,700 $32,300 $33,900 $35,600 TOTAL EARNED REVENUES $156,200 $166,000 $174,900 $183,900 $193,900
OPERATING EXPENSES Compensation $166,900 $171,900 $177,100 $182,400 $187,900 Marketing $27,500 $28,300 $29,100 $29,900 $30,800 Administrative Expenses $20,700 $21,300 $21,800 $22,300 $22,900 Building Operations $60,400 $62,200 $64,000 $65,900 $67,900 TOTAL OPERATING EXPENSES $275,500 $283,700 $292,000 $300,500 $309,500
OPERATING RESULT $(119,300) $(117,700) $(117,100) $(116,600) $(115,600)
SUPPORT & FUNDING Cultural Arts Council $20,000 $20,000 $20,300 $20,300 $20,600 TOTAL FUNDING $20,000 $20,000 $20,300 $20,300 $20,600
NET RESULTS ($99,300) ($97,700) ($96,800) ($96,300) ($95,000) (Less Contingency) ($13,800) ($14,200) ($14,600) ($15,000) ($15,500)
SURPLUS (DEFICIT) $(113,100) $(111,900) $(111,400) $(111,300) $(110,500)
Page 16 4/29/2010 Banyan Bowl Operating Pro Forma Revenue
Pinecrest Gardens Banyan Bowl
SCHEDULE 3B: REVENUE SUMMARY (Enclosed) Year 1 Year 2 Year 3 Year 4 Year 5
Facility Rental Rental Income Rental Income Summary $74,850 $80,164 $85,856 $91,952 $98,480 Partner Share Partner Split $38,556 $40,953 $41,772 $42,608 $43,460 Sub-Total, Facility Rental $113,406 $121,117 $127,628 $134,559 $141,940
Other Operating Revenue Concessions, Net Concessions $13,400 $14,100 $14,900 $15,400 $16,300 Restoration Fee Ticket Surcharge $29,263 $30,726 $32,262 $33,875 $35,569 Sub-Total, Other Operating Revenue $42,663 $44,826 $47,162 $49,275 $51,869
TOTAL OPERATING REVENUES $156,069 $165,943 $174,790 $183,834 $193,809
Support & Funding Cultural Arts Council $20,000 $20,000 $20,300 $20,300 $20,600 $20,600 Sub-Total, Funding $20,000 $20,300 $20,300 $20,600 $20,600
TOTAL REVENUES $176,069 $186,243 $195,090 $204,434 $214,409
Page 17 4/29/2010 Banyan Bowl Operating Pro Forma Expenses
Pinecrest Gardens Banyan Bowl
SCHEDULE 4B: EXPENSE SUMMARY (Enclosed) Year 1 Year 2 Year 3 Year 4 Year 5
Personnel Staff Compensation & Benefits Staffing $166,900 $171,900 $177,100 $182,400 $187,900 Sub Total, Personnel $166,900 $171,900 $177,100 $182,400 $187,900
Marketing Advertising PH $20,000 $20,600 $21,200 $21,800 $22,500 Web Calendar PH $7,500 $7,700 $7,900 $8,100 $8,300 Sub-Total, Marketing $27,500 $28,300 $29,100 $29,900 $30,800
Administration Administrative Expenses Admin. Exp. $20,700 $21,300 $21,800 $22,300 $22,900 Sub-Total, Administration $20,700 $21,300 $21,800 $22,300 $22,900
Plant Operations Building Operations Bldg. Ops. $52,500 $54,100 $55,700 $57,400 $59,100 Annual Capital Improvements Bldg. Ops. $7,900 $8,100 $8,300 $8,500 $8,800 Sub-Total, Plant Operations $60,400 $62,200 $64,000 $65,900 $67,900
TOTAL OPERATING EXPENSES $275,500 $283,700 $292,000 $300,500 $309,500
Expense Contingency (5%) $13,800 $14,200 $14,600 $15,000 $15,500
Page 18 4/29/2010 Banyan Bowl Rental Rate Schedule
Pinecrest Gardens Banyan Bowl Proposed Base (per seat) Year 1 Year 2Year 3 (Base) Year 4 Year 5 SCHEDULE 5: RENTAL RATE Rates Rates Rates Rates Rates Rates SCHEDULE Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday (Mon- Weekend (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) (Mon-Thurs) (Fri-Sun) Thurs) (Fri-Sun) Local Educational Institutions Performance (12 hr day) $0.00 $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Rehearsal (4 hours) $0.00 $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miami-Dade County educational institutions $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Performance (12 hr day) $0.31 $0.50 $156 $250 $159 $255 $163 $260 $166 $265 $169 $271 Rehearsal (4 hours) $0.19 $0.25 $94 $125 $96 $128 $98 $130 $99 $133 $101 $135 Partnering Organizations (minimum) Performance (12 hr day) $0.50 $0.80 $250 $400 $255 $408 $260 $416 $265 $424 $271 $433 Rehearsal (4 hours) $0.30 $0.40 $150 $200 $153 $204 $156 $208 $159 $212 $162 $216 Other non-profit organizations Performance (12 hr day) $1.25 $2.00 $625 $1,000 $638 $1,020 $650 $1,040 $663 $1,061 $677 $1,082 Performance for Youth $0.75 $1.00 $375 $500 $383 $510 $390 $520 $398 $531 $406 $541 Rehearsal (4 hours) $0.75 $1.00 $375 $500 $383 $510 $390 $520 $398 $531 $406 $541 Commercial organizations Performance (12 hr day) $2.50 $4.00 $1,250 $2,000 $1,275 $2,040 $1,301 $2,081 $1,327 $2,122 $1,353 $2,165 Performance for Youth $1.50 $2.00 $750 $1,000 $765 $1,020 $780 $1,040 $796 $1,061 $812 $1,082 Rehearsal (4 hours) $1.50 $2.00 $750 $1,000 $765 $1,020 $780 $1,040 $796 $1,061 $812 $1,082
Page 19
4/29/2010 Banyan Bowl Utilization Summary
Pinecrest Gardens Banyan Bowl SCHEDULE 6B: THEATER UTILIZATION SUMMARY: ENCLOSED Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Utilization Utilization Utilization Utilization Utilization Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Local Educational Performance (day) 12 0 13 0 13 0 14 0 15 0 Rehearsal (4 hours) 0000000000 Partner Organizations Performance (day) 549551654657660 Rehearsal (4 hours) 17 16 18 17 19 18 20 19 21 19 Non Profit Organizations Performance (day) 328329331332434 Rehearsal (4 hours) 1212121212 Youth Programming Performance (day) 013014014015016 Rehearsal (4 hours) 0000000000 Commercial Uses Performance (day) 2424242525 Rehearsal (4 hours) 0000000000 Total 40 112 42 118 44 123 46 130 49 136 Total Days 152 160 168 176 185 Total Performance Days 116 122 128 134 141
Page 20
4/29/2010 Banyan Bowl Rental Income Summary
Pinecrest Gardens Banyan Bowl SCHEDULE 7B: RENTAL INCOME SUMMARY: ENCLOSED Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Rental Income Rental IncomeRental Income Rental Income Rental Income Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Local Educational Performance (day) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Partner Organizations Performance (day) $1,250 $19,600 $1,339 $20,992 $1,434 $22,482 $1,536 $24,078 $1,645 $25,788 Rehearsal (4 hours) $2,550 $3,200 $2,731 $3,427 $2,925 $3,671 $3,133 $3,931 $3,355 $4,210 Non Profit Organizations Performance (day) $1,875 $28,000 $2,008 $29,988 $2,151 $32,117 $2,303 $34,397 $2,467 $36,840 Rehearsal (4 hours) $375 $1,000 $402 $1,071 $430 $1,147 $461 $1,228 $493 $1,316 Youth Programming Performance (day) $0 $6,500 $0 $6,962 $0 $7,456 $0 $7,985 $0 $8,552 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Commercial Uses Performance (day) $2,500 $8,000 $2,678 $8,568 $2,868 $9,176 $3,071 $9,828 $3,289 $10,526 Rehearsal (4 hours) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Pinecrest Gardens Banyan Bowl SCHEDULE 7B1: RENTAL INCOME SUMMARY TOTALS: ENCLOSED Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Local Educational $0 $0 $0 $0 $0 Partner Organizations (min.) $26,600 $28,489 $30,511 $32,678 $34,998 Non-Profit Organizations $31,250 $33,469 $35,845 $38,390 $41,116 Youth Programming $6,500 $6,962 $7,456 $7,985 $8,552 Commercial Uses $10,500 $11,246 $12,044 $12,899 $13,815 Total $74,850 $80,164 $85,856 $91,952 $98,480
Page 21
4/29/2010 Banyan Bowl Theater Utilization Schedule
Pinecrest Gardens Banyan UTILIZATION SUMMARY Bowl Uses Rental Rate Rental Charge SCHEDULE 8B: THEATER UTILIZATION Weekday Weekday Weekend Weekend Weekday Weekday Weekend Weekend Weekday Weekday Weekend Weekend PROJECTIONS Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance Rehearsal Performance (Enclosed)
Pinecrest Elementary School $0 $0 $0 $0 $0 $0 $0 $0 Palmetto Elementary Howard Drive Elementary Palmetto Middle School 3 $0 $0 $0 $0 $0 $0 $0 $0 Palmetto High School 9 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL Local Educational 0 12 0 0 $0 $0 $0 $0
Other Educational $94 $156 $125 $250 $0 $0 $0 $0 Total Other Educational 0000 $0$0$0$0
Pinecrest Repertory Theatre 17 5 13 30 $150 $250 $200 $400 $2,550 $1,250 $2,600 $12,000 Orchestra Miami 1 1 $150 $250 $200 $400 $0 $0 $200 $400 Miami Lyric Opera 2 6 $150 $250 $200 $400 $0 $0 $400 $2,400 WDNA-FM Jazz 12 $150 $250 $200 $400 $0 $0 $0 $4,800 Gold Coast Theatre Company 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Shakespeare Miami 1 1 4 $375 $625 $500 $1,000 $375 $0 $500 $4,000 Alhambra Orchestra 1 1 $375 $625 $500 $1,000 $0 $0 $500 $1,000 Friends of Chamber Music of Miami 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Greater Miami Symphonic Band 3 $375 $625 $500 $1,000 $0 $0 $0 $3,000 South Florida Bluegrass Assn 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 University of Miami Frost School of Music 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 Ballet Flamenca la Rosa 1 $375 $625 $500 $1,000 $0 $0 $0 $1,000 The M Ensemble 1 3 $375 $625 $500 $1,000 $0 $625 $0 $3,000 Theatre Institute of Dulce Art 2 $375 $625 $500 $1,000 $0 $0 $0 $2,000 Other Non Profit 2 10 $375 $625 $500 $1,000 $0 $1,250 $0 $10,000 TOTAL NON PROFIT 18 8 18 77 $2,925 $3,125 $4,200 $47,600
Greater Miami Youth Symphony 1 $375 $375 $500 $500 $0 $0 $0 $500 South Florida Boys Choir 4 $375 $375 $500 $500 $0 $0 $0 $2,000 South Florida Youth Symphony 2 $375 $375 $500 $500 $0 $0 $0 $1,000 Heroes Unite 1 $375 $375 $500 $500 $0 $0 $0 $500 Thomas Armour Youth Ballet 5 $375 $375 $500 $500 $0 $0 $0 $2,500 TOTAL YOUTH PROGRAMMING 0 0 0 13 $0 $0 $0 $6,500
Commercial Uses 2 4 $750 $1,250 $1,000 $2,000 $0 $2,500 $0 $8,000 TOTAL GENERAL PUBLIC 0204 $0$2,500 $0 $8,000
Facility Use Days 18 22 18 94 $2,925 $5,625 $4,200 $62,100
TOTAL EVENTS W/AUDIENCES 22 94
Page 22 4/29/2010 Banyan Bowl Theater Utilization Schedule
Pinecrest Gardens Banyan Bowl Five-Year Attendance Projections (Open Air) Year 1 Year 2 Year 3 (Base) Year 4 Year 5
SCHEDULE 9B: ATTENDANCE Avg. Ticket Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Adjusted Avg. Projected Projected Avg. % Sold PROJECTIONS Price Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales Ticket Price Attendance Ticket Sales (Enclosed)
Pinecrest Elementary School $0 80% $0.00 0 $0 $0.00 0 $0 $0.00 0 $0 $0.00 0 $0 $0 0 $0 Palmetto Elementary Howard Drive Elementary Palmetto Middle School $0 80% $0.00 1,200 $0 $0.00 1,260 $0 $0.00 1,323 $0 $0.00 1,389 $0 $0 1,459 $0 Palmetto High School $0 80% $0.00 3,600 $0 $0.00 3,780 $0 $0.00 3,969 $0 $0.00 4,167 $0 $0 4,376 $0
Other Educational $10 80% $10.00 0 $0 $10.15 0 $0 $10.30 0 $0 $10.46 0 $0 $11 0 $0
Pinecrest Repertory Theatre $20 40% $20.00 7,000 $140,000 $20.30 7,350 $149,205 $20.60 7,718 $159,015 $20.91 8,103 $169,470 $21 8,509 $180,613 Orchestra Miami $25 65% $25.00 325 $8,125 $25.38 341 $8,659 $25.76 358 $9,229 $26.14 376 $9,835 $27 395 $10,482 Miami Lyric Opera $30 65% $30.00 1,950 $58,500 $30.45 2,048 $62,346 $30.91 2,150 $66,446 $31.37 2,257 $70,814 $32 2,370 $75,471 WDNA-FM Jazz $15 60% $15.00 3,600 $54,000 $15.23 3,780 $57,551 $15.45 3,969 $61,334 $15.69 4,167 $65,367 $16 4,376 $69,665 Gold Coast Theatre Company $15 60% $15.00 300 $4,500 $15.23 315 $4,796 $15.45 331 $5,111 $15.69 347 $5,447 $16 365 $5,805 Shakespeare Miami $20 65% $20.00 1,300 $26,000 $20.30 1,365 $27,710 $20.60 1,433 $29,531 $20.91 1,505 $31,473 $21 1,580 $33,542 Alhambra Orchestra $15 50% $15.00 250 $3,750 $15.23 263 $3,997 $15.45 276 $4,259 $15.69 289 $4,539 $16 304 $4,838 Friends of Chamber Music of Miami $25 75% $25.00 375 $9,375 $25.38 394 $9,991 $25.76 413 $10,648 $26.14 434 $11,348 $27 456 $12,095 Greater Miami Symphonic Band $5 75% $5.00 1,125 $5,625 $5.08 1,181 $5,995 $5.15 1,240 $6,389 $5.23 1,302 $6,809 $5 1,367 $7,257 South Florida Bluegrass Assn $5 75% $5.00 375 $1,875 $5.08 394 $1,998 $5.15 413 $2,130 $5.23 434 $2,270 $5 456 $2,419 University of Miami Frost School of Music $10 50% $10.00 250 $2,500 $10.15 263 $2,664 $10.30 276 $2,840 $10.46 289 $3,026 $11 304 $3,225 Ballet Flamenca la Rosa $15 75% $15.00 375 $5,625 $15.23 394 $5,995 $15.45 413 $6,389 $15.69 434 $6,809 $16 456 $7,257 The M Ensemble $15 50% $15.00 1,000 $15,000 $15.23 1,050 $15,986 $15.45 1,103 $17,037 $15.69 1,158 $18,158 $16 1,216 $19,351 Theatre Institute of Dulce Art $10 50% $10.00 500 $5,000 $10.15 525 $5,329 $10.30 551 $5,679 $10.46 579 $6,053 $11 608 $6,450 Other Non Profit $15 60% $15.00 3,600 $54,000 $15.23 3,780 $57,551 $15.45 3,969 $61,334 $15.69 4,167 $65,367 $16 4,376 $69,665
Greater Miami Youth Symphony $5 75% $5.00 375 $1,875 $5.08 394 $1,998 $5.15 413 $2,130 $5.23 434 $2,270 $5 456 $2,419 South Florida Boys Choir $5 75% $5.00 1,500 $7,500 $5.08 1,575 $7,993 $5.15 1,654 $8,519 $5.23 1,736 $9,079 $5 1,823 $9,676 South Florida Youth Symphony $5 75% $5.00 750 $3,750 $5.08 788 $3,997 $5.15 827 $4,259 $5.23 868 $4,539 $5 912 $4,838 Heroes Unite $0 75% $0.00 375 $0 $0.00 394 $0 $0.00 413 $0 $0.00 434 $0 $0 456 $0 Thomas Armour Youth Ballet $5 75% $5.00 1,875 $9,375 $5.08 1,969 $9,991 $5.15 2,067 $10,648 $5.23 2,171 $11,348 $5 2,279 $12,095
Commercial Uses $25 75% $25.00 2,250 $56,250 $25.38 2,363 $59,948 $25.76 2,481 $63,890 $26.14 2,605 $68,091 $27 2,735 $72,568
TOTAL 34,250 $472,625 35,963 $503,700 37,761 $536,818 39,649 $572,114 41,631 $609,731
Page 23 4/29/2010 Banyan Bowl Concessions Revenue
Pinecrest Gardens Banyan Bowl SCHEDULE 10B: CONCESSIONS (Enclosed)
Transaction Venue Charges Average Capture Rate Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Tickets Gross Sales Contribution Concessions Educational Average Transaction $0.00 25% 4,800 $0 $0 5,040 $0 $0 5,292 $0 $0 5,557 $0 $0 5,834 $0 $0 Contribution Margin 40%
Partner Events Average Transaction $3.00 35% 12,875 $13,500 $5,400 13,519 $14,200 $5,700 14,195 $14,900 $6,000 14,904 $15,600 $6,200 15,650 $16,400 $6,600 Contribution Margin 40%
Non Profit Events Average Transaction $4.00 40% 9,450 $9,500 $3,800 9,923 $9,900 $4,000 10,419 $10,400 $4,200 10,940 $10,900 $4,400 11,487 $11,500 $4,600 Contribution Margin 40%
Youth Programming Events Average Transaction $2.50 40% 4,875 $4,900 $2,000 5,119 $5,100 $2,000 5,375 $5,400 $2,200 5,643 $5,600 $2,200 5,926 $5,900 $2,400 Contribution Margin 40%
Commercial Uses Average Transaction $5.00 50% 2,250 $5,600 $2,200 2,363 $5,900 $2,400 2,481 $6,200 $2,500 2,605 $6,500 $2,600 2,735 $6,800 $2,700 Contribution Margin 40%
Total Concessions $13,400 $14,100 $14,900 $15,400 $16,300
Page 24 4/29/2010 Banyan Bowl Ticket Surcharge Revenue
Pinecrest Gardens Banyan Bowl SCHEDULE 11B: RESTORATION FEE (Enclosed)
Venue Charges Fee Year 1 Year 2 Year 3 (Base) Year 4 Year 5 Tickets Contribution Tickets Contribution Tickets Contribution Tickets Contribution Tickets Contribution
Educational $0.00 4,800 $0 5,040 $0 5,292 $0 5,557 $0 5,834 $0 Partner Events $1.00 12,875 $12,875 13,519 $13,519 14,195 $14,195 14,904 $14,904 15,650 $15,650 Non Profit Events $1.00 9,450 $9,450 9,923 $9,923 10,419 $10,419 10,940 $10,940 11,487 $11,487 Youth Programming Even $0.50 4,875 $2,438 5,119 $2,559 5,375 $2,687 5,643 $2,822 5,926 $2,963 Commercial Uses $2.00 2,250 $4,500 2,363 $4,725 2,481 $4,961 2,605 $5,209 2,735 $5,470
Total Ticket Surcharge $29,263 $30,726 $32,262 $33,875 $35,569
Page 25 4/29/2010 Banyan Bowl Operating Pro Forma Building Operations Expense
Pinecrest Gardens Banyan Bowl
SCHEDULE 12B: BUILDING Annual Base Year Year 1 Year 2 Year 3 (Base) Year 4 Year 5 OPERATIONS EXPENSE Escalation (Enclosed)
Utilities (Gas, Electric, Water, Sewer) $36,750 3% $36,750 $37,853 $38,988 $40,158 $41,362 Regular Cleaning & Maintenance $15,750 3% $15,750 $16,223 $16,709 $17,210 $17,727 Insurance $0 3% $0 $0 $0 $0 $0 Security $0 3% $0 $0 $0 $0 $0 Annual Capital Improvements $7,875 3% $7,875 $8,111 $8,355 $8,605 $8,863
Total $60,375 $60,375 $62,186 $64,052 $65,973 $67,953 Per Square Foot: $5.75
Page 26 4/29/2010 Banyan Bowl Operating Pro Forma Administrative Expense
Pinecrest Gardens Banyan Bowl SCHEDULE 13B: ADMINISTRATIVE Annual Base Year Year 1 Year 2 Year 3 (Base) Year 4 Year 5 EXPENSE SUMMARY Escalation (Enclosed)
Overhead Telephone - (based on headcount) $ 4,688 3%$ 4,688 $4,800 $4,900 $5,000 $5,200 Postage & Mailing - Gen'l$ 3,750 3%$ 3,750 $3,900 $4,000 $4,100 $4,200 Printing & Copying, General$ 3,125 3%$ 3,125 $3,200 $3,300 $3,400 $3,500 Travel, Meetings, Mileage$ 1,500 3%$ 1,500 $1,500 $1,500 $1,500 $1,500 Licenses/Fees/Permits$ 3,125 3%$ 3,125 $3,200 $3,300 $3,400 $3,500 Office Supplies (based on headcount) $ 3,750 3%$ 3,750 $3,900 $4,000 $4,100 $4,200 Professional Development/Recruitment $ 750 3%$ 750 $800 $800 $800 $800
Total$ 20,688 $ 20,688 $ 21,300 $ 21,800 $ 22,300 $ 22,900
Page 27 4/29/2010 Banyan Bowl Staffing Projections
Pinecrest Gardens Banyan Bowl
BASE SCHEDULE 14B: STAFFING AND SALARY % Fringe Year 3 (Base) COMPENSATION (Enclosed) Facility Manager (full-time) $52,000 40% $77,300 Promotions Assistant (part-time) $24,000 12% $28,500 Production Coordinator (full-time) $40,000 12% $47,500 Custodian (part-time) $20,000 12% $23,800 TOTAL STAFFING $136,000 $177,100
Headcount 3
Page 28 4/29/2010
Banyan Bowl Pinecrest Gardens
Pinecrest, FL
Theatre Consultant’s Report Concept Design
April 19, 2010
Fisher Dachs Associates Theatre Planning & Design 22 West 19th Street New York, New York 10011 (212) 691-3020 phone (212) 633 1644 fax Fisher Dachs Associates, Inc. – Theatre Planning and Design
1 THEATRE PLANNING AND DESIGN
1.1 GENERAL COMMENTS
This report is intended to describe a program and concept design approach to the renovation and modification of the Banyan Bowl.
1.2 GENERAL APPROACH
The Village of Pinecrest has expressed a desire to renovate and modify the existing Banyan Bowl so that it can be used for a wider variety of events during a longer season. On March 4, 2010, FDA visited the site and toured the venue with representatives of the Village.
FDA was asked by the Village of Pinecrest to look at two additive approaches: The first being to identify the minimum amount of work necessary to make the venue usable for performances, leaving it open to the elements, as it is now. The second scheme is to identify the work necessary to fully enclose the dome, improving it acoustically and allowing it to be climate controlled.
In our recommendations we address the various approaches in three additive phases that could be done one at a time as more money becomes available.
Below are our findings and recommendations.
2 PLANNING
2.1 EXISTING CONDITIONS
Banyan Bowl is a grandstand style theatre with a slightly raised dirt platform for a stage. The stage is captured by a concrete curb that is approximately two feet above the entry aisle. (fig 1.)
Tiered concrete seating wraps the front 110 degrees of the thrust stage in three similarly sized facets. (fig 2.) The only public entrance and exit to the seating is via the cross-aisle in front of the first row of seating. Due to the sightline issues this causes, the first row of seating is approximately three feet above the cross-aisle and is accessed by stairs. (fig 3.) This has ADA implications since there is no way for people in wheelchairs to access the main body of the seating. The current layout seats approximately 500 in plastic self-rising theatre chairs.
The overhead structure is a framed geodesic dome. Approximately 2/3 of the cells of the dome are in-filled with metal panels. The remaining sections are open to the elements. The panels are not tight-fitting so they offer little protection from the elements. They are also very thin so they have no acoustic value, and probably amplify the sound of rain noise within. (fig 4.)
There is no stage equipment installed in the venue. There is no accommodation for stage lighting fixtures or dimming or for stage rigging.
The interior finish of the space makes use of a lot of coral rock. The walls and railings of the grandstand as well as low dividing walls that guide patrons into the venue and keep them off of the stage are all coral rock. Due to the historic registration of the structure, the renovated inside will need to look very similar to how it does today. The inside of the dome will also need to stay the same visually although we expect the roof construction will need to be modified if it is to be made acoustically and climactically acceptable.
Under the seating is an undercroft of program area. Originally designed as public toilets, storage BANYAN BOWL THEATRE CONSULTANT REPORT APRIL 19, 2010 1
Fisher Dachs Associates, Inc. – Theatre Planning and Design
and a roost, it now has offices and storage in addition to the public toilets which were recently renovated.
Behind the stage area is a small long building known as the Reptile House. We were unable to gain access to it, but it is about 15’ wide by 30’ long.
2.2 RECOMMENDATIONS — PLANNING OVERVIEW
Overall, FDA recommends the eventual goal of fully enclosing the dome so that it can have a permanent resilient stage floor and stage lighting system; be air conditioned; and acoustically separate from the outdoors.
We understand however that this may be unrealistic financially at this time so we have divided the scope of work into three additive phases.
Phase One
The primary goals of the first phase would be to deal with the major code and production issues so that the space could be made usable. A great deal of the cost of the renovation is in the enclosing of the dome and subsequent HVAC requirements. Therefore, these will be held for the later phase.
Since the enclosure will be deferred until later, leaving the stage area open to the elements, it would wasteful to install a resilient wooden stage at this time. Instead a concrete slab for the new stage will be poured now at the correct elevation for the future stage floor. Some events will be able to take place directly on the concrete, but many will have to bring in temporary dance floors or wood platforming. The approximate dimensions of the stage will be about 120’ wide by about 40’ deep at its deepest. The wings will only be about 20’ deep. The approximate total area will be about 2500nsf.
We propose building taller walls out of coral rock at each entrance to the theatre where the low pathway borders are. (fig 5.) These would serve as proscenium walls, creating backstage wings at this theatre for the first time. The new stage would continue behind these walls to the perimeter of the dome. New pathways from either side of the stage would be cleared and paved leading to the reptile house which would be renovated into a dressing room suite with toilets and showers. It is estimated that dressing for 12-16 performers in two rooms could be provided here.
The seating grandstand is historically protected and cannot be modified. There are however exiting issues with the existing configuration - all of the exiting is toward the stage, and the aisles dead-end at the top of the grandstand with no escape. This is not acceptable in today’s codes. (fig 6.) The existing seating configuration also fails to meet today’s ADA requirements. It would be up to the local code officials to determine whether the venue would need to be upgraded to meet current ADA guidelines as part of the minimal Phase One renovation. The approximate area of the seating is 3800nsf.
In order to remediate these issues, we propose adding a balcony behind the last row of seating. The balcony would serve as an upper lobby and would be provided with stairways to the lobby and circulation space below. If it is determined that the venue must meet current accessibility guidelines, an elevator could be provided to allow wheelchairs access to the last row of seating. We believe that this is a compromise worth pursuing to marry the accessibility and egress issues with historical concerns. All of this would be within the perimeter of the existing dome. The approximate area of the new upper lobby will be 2000nsf. Followspot perches will be provided on either side of the center aisle stair above the new upper lobby level. These would be enclosed if required by an acoustical consultant. Each perch will be approximately 50nsf.
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There will be dedicated control booths for lighting and audio controls at the new upper lobby level. These will be enclosed for sound control. Each booth will be approximately 150nsf. The control booths will need to be exterior grade materials that can be finished easily if the building is enclosed at a later date.
The seating will not be replaced as part of this phase since they will still be exposed to the elements, but they will need to be maintained and repairs made to the broken ones.
Emergency and egress lighting will need to be provided at least in a temporary way as part of this phase.
Three lighting trusses will be deadhung from the dome structure. Two will be over the stage and one over the seating. Since this gear will be exposed to the elements, only fixtures rated for damp locations should be used. Dimmers can be damaged by rain and degrade over time even in humid environments. Therefore we suggest purchasing an inventory of IP65 and IP66 rated LED fixtures as part of this phase. These fixtures will be self-dimming and color changing, eliminating the need for dimmers, as well as lamp and gel changes.
A sufficient electrical service (800A) will be provided to power the future permanent stage and house lighting and a separate utility electrical service (1 @ 100A) will be provided for additional utility power. Additional lighting positions will be provided at the rear corners of the seating.
An array of rigging points will be provided within the limitations of the existing structure. A structural engineer’s evaluation will be required to identify the existing dome’s ability to support these points as well as the new roof assembly, glass enclosure and additional temporary rigging that might be added in subsequent phases. We recommend that a sound system be rented on a seasonal basis rather than purchased for this phase. Loudspeakers associated with the sound system will be deadhung from the dome. These will be sized based on an AV Consultant’s requirements. Loudspeakers will likely be located along each side of the stage with a larger cluster located above the center of the stage.
The undercroft storage areas will not be renovated as part of this phase. We understand that the bathrooms have recently been renovated.
• Code and ADA issues, Egress lobby • Concrete stage, backstage wings • Dressing rooms (reptile house) • Followspot perches and control booths • Electrical service upgrades • Damp rated LED event lighting system • Rented sound system
Phase Two
The stage, as it exists is surrounded by vegetation that intrudes through the perimeter of the dome in a wonderful way. (fig 7.) It would be a shame to spoil that by completely closing in the dome with opaque panels. Instead for this phase, we propose filling the open segments at the stage end of the dome with glass instead of opaque wall panels. The glass would provide some acoustical enclosure as well as protection from the elements for the stage equipment and performers. The upstage structural arc of the dome would be in-filled with glass as well.
The segments of the dome that are currently in-filled would remain opaque and visually similar to how they look currently, but a new, acoustically appropriate, insulated and weather-proof assembly BANYAN BOWL THEATRE CONSULTANT REPORT APRIL 19, 2010 3
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would be designed to replace the single layer of tin that forms the roof now.
Upstage there is currently a single course of coral rock that angles downstage approximately 10 feet from the perimeter of the dome. This would be relocated closer to the perimeter and parallel to the structural arc. (fig 8.) The area between the rock and the perimeter of the dome would be planted with indigenous vegetation to ‘bring the outside in’ in a similar way to how it is today.
New doors would be provided from behind the stage ‘wing walls’ to the outside pathways to the reptile house.
The permanent stage lighting trusses, suspended from chain motors, dimmers, wiring and fixtures would be purchased and installed. The LED fixtures purchased in the previous phase could be re- used. The permanent sound system would be purchased now as well.
The ‘undercroft’ of the seating would remain as storage, lighting and AV repair shops and public toilets but a dimmer room and amplifier rack room would be carved out of this area at this point. (fig 9 & 10.). The dimmer room and amplifier rooms will be approximately 100nsf each. These rooms will be enclosed for cooling and sound control. The approximate usable area of the undercroft is 3800nsf according to the drawings, but it seems unlikely that there is usable headroom in the entire area.
Sealing a portion of the dome without adding any HVAC would significantly change the flow of air through the venue and a mechanical engineer’s input should be sought to determine the feasibility of this phase.
• Insulated glass infill at stage end of dome • Insulated opaque roof panels at portion of dome that is currently opaque • Plantings in upstage zone. • Permanent lighting system, flown trusses and sound system. • Renovation of undercroft area.
Phase Three
In phase three, the rest of the dome would be enclosed with glass. The HVAC system would be installed and the entire dome would then be climate controlled and acoustically further improved. The arcs through which one enters the enclosure would have glass doors in them
Air conditioning the space would allow the control booths to be finished with drywall or another interior finish determined by the Architect. The seats would be replaced with upholstered theatre chairs and a maple resilient stage floor could be installed over the concrete slab.
The new finished floor for the stage will consist of the following: one inch nominal, edge grain, tongue and groove maple; one layer of tongue and groove plywood; 2x4 sleepers spaced 16 inches on center. The sleepers for the stage floor will be on 2” resilient pads. Although the stage floor will have some resilient properties for movement and dance, a demountable dance floor (e.g. L’Air or Harlequin floor) will be necessary for ballet.
Permanent architectural, egress and emergency lighting would be installed.
• Enclose remainder of dome with insulated glass panels • Install HVAC throughout the dome • New seating • Wood resilient stage floor • Install permanent architectural and emergency lighting
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FIG 1
FIG 2
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FIG 3 FIG 4
FIG 5
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FIG 6 FIG 7
FIG 8
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FIG 9
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Banyan Bowl Pinecrest, Florida ______
Order‐of‐Magnitude Program Estimate
Banyan Bowl Renovation
Pinecrest, Florida
30 April 2010
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Introduction
Order‐of‐Magnitude Program Estimate Banyan Bowl Renovation Pinecrest, Florida
30 April 2010
Index Page
Introduction 1 ‐ 3
Estimate Summary 4
Phase 1 5 ‐ 6
Phase 2 7
Phase 3 8
© Venue. for circulation on this project only
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Banyan Bowl Pinecrest, Florida ______
Introduction
Venue was commissioned by AMS Planning and Research to prepare an order‐of‐magnitude concept design analysis and estimate for the renovation of the former Banyan Bowl Parrot Jungle Grandstand in Pinecrest, Florida. Fisher Dachs Associates (Theatre Planners) have also been commissioned for the study.
Basis
Fisher Dachs Associates Report dated 12 April 2010 formed the basis for this estimate.
Financial Summary
The estimated total construction cost for the Banyan Bowl Renovation in mid 2011 construction cost dollars is as follows:
• Phase 1 $1.9 million • Phase 2 $4.5 million • Phase 3 $3.0 million
Building Summary
Total gross floor area of 18,100 comprising:
• Main floor 11,600 gsf • Undercroft area 3,600 gsf • Balcony extension 2,000 gsf • Existing reptile building 450 gsf • New mechanical/electrical space 450 gsf
Estimate Inclusions
As defined in the Total Construction Cost: • Building structure • Design/pricing allowance • Building interiors • General conditions, overhead and profit • Mechanical & electrical services • Escalation to mid 2011 • Performance equipment and seating • Construction change order contingency
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Estimate Exclusions
As defined in the following soft costs and other indirect costs:
• Loose owner purchase fixtures, • Construction administration expenses fittings and equipment (FF&E) • Models, mockups • Hazardous materials and • Finance expenses contaminated soil treatment • Fundraising and disposal • Public relations • Soil borings/geotech/site and • Legal fees and expenses utility surveys • Staff expenses/moving expenses • Testing/inspections expenses • Groundbreaking, topping off and gala • Third party commissioning opening expenses • Permits and associated fees • Art allowance • Professional fees and • Endowment/Subsidies reimbursables • Owner’s overall project contingency
Estimate Methodology
A cost model was developed based on approximate quantities derived from the Fisher Dachs Associates Concept Design Report. Extant building conditions were also taken into account.
It should be noted that no attempt has been made to assess phasing and schedule premiums for any work packages that may be bid after 2011, nor for any piecemeal work packages that may be further split in scope from the phases in this report ‐ this may involve one or more mobilizations/de‐mobilizations by a contractor leading to additional cost. The issue needs to be revisited and assessed once phasing has been determined, scheduled and approved by the Owner.
Pricing and marketing conditions data for Miami‐Dade was obtained and this current and project specific information included in the concept design estimate.
It should be noted that the construction bidding climate in the Miami‐Dade area is now very competitive due to the economic downturn and this level of pricing has been utilized in the program estimate. The general consensus among general contractors and subcontractors that we have liaised with is that these are uncertain times for the construction industry, the rest of 2010 will remain flat and probably most of 2011. However, there could be an uplift in the market between now and when this project is bid and whilst the escalation allowance included is modest to reflect what the market is telling us right now, any final adjustment to pricing can only be made with any certainty once market conditions at the actual bid time are known.
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Definitions and Assumptions
The following have been included in addition to the subcontractor cost of the work:
• Design/pricing allowance is for ongoing design detailing that will occur until drawings are complete and for quantity measurement and pricing adjustments
• General conditions, overhead and profit includes all requirements for the general contractor (or construction manager)
• Escalation allows for normal price increases that will likely occur between now and the mid 2011 bid date
• Construction change order contingency allows for unforeseen ground conditions, coordination conflicts on the drawings and other errors and omissions that may occur during the construction phase of the project (Owner changes not included)
It should be noted that whilst Venue has made every effort to interpolate the scope required from the information currently supplied, certain items of work are complex in nature, for example, the domed roof. Input should be sought from design professionals such as an architect and an engineer to better define this scope of work, so that that a more comprehensive and accurate estimate can be formulated.
Venue has no control over the cost of labor, materials or equipment, the general contractor/construction manager’s bid prices, competitive/negotiated bidding, or market conditions. Whilst Venue cannot warrant that bids or negotiated prices will not vary from any estimate prepared, we do however use our best endeavors to ensure that our estimate closely reflects the anticipated bid cost.
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ITEM AMOUNT
A Phase 1 Renovation $1,935,000
B Phase 2 Renovation $4,470,000
C Phase 3 Renovation $3,035,000
Overall GFA 18,100 gsf ‐ main floor 11,600 ‐ undercroft area 3,600 ‐ balcony extension 2,000 ‐ existing reptile building 450 ‐ new MEP space 450
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Description Quantity Unit Rate Amount Comments
Phase 1
Demolition ‐ remove ground cover/shrubsallowance 2,500 ‐ prep siteallowance 5,000 ‐ fill to new stage floor 485 cy 30.00 14,600 ‐ existing handrailsallowance 1,000 Foundationsallowance 10,000 New stage perimeter walls 280 sf 50.00 14,000 New stage/wings 3,500 sf 15.00 52,500 New wing walls 450 sf 100.00 45,000 New access pathallowance 5,000 New ADA rear upper access ‐ form holes in existing colonnadeallowance 1,000 ‐ foundations 2,000 sf 5.00 10,000 ‐ structure 2,000 sf 75.00 150,000 ‐ finishes 2,000 sf 10.00 20,000 ‐ new handrails 150 lf 300.00 45,000 ‐ repairs to existing colonnadeallowance 5,000 ‐ repairs to existing pavingallowance 20,000 Strengthening of existing dome for hanging trusses/rigging points/loudspeakers allowance 100,000 requires engineer input New stage stairsallowance 5,000 New rear staircase 2 flts 35,000.00 70,000 New elevator/structure/enclosureallowance 150,000 Followspot perchesallowance 20,000 Control boothallowance 20,000 Redecorating of existing undercroft area 3,100 sf 5.00 15,500 Reno existing bldg to dressing rooms 450 sf 150.00 67,500 former reptile house New ADA signage, etcallowance 2,500 Builder's work/repairsallowance 25,000 minor repairs (excl dome) Cleaning/redecorating allowance 25,000 Mechanical Servicesallowance 38,000 incl sewer system Electrical servicesallowance 239,000 Architectural lightingallowance 81,000
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Description Quantity Unit Rate Amount Comments
Phase 1 (Cont'd)
Performance equipment & seating ‐ 3#, 40' trussesallowance 7,800 ‐ hanging hardwareallowance 5,000 ‐ stage ltg console & damp rated cablesallowance 15,000 ‐ owner purchase FF&E itemallowance 0 ‐ 30 pixelPAR IP65 rated fixturesallowance 60,000 ‐ seat repairsallowance 5,000
Subtotal $1,350,000
Markups: Design/Pricing Contingency 15% 205,000 General Conditions, O/H & Profit 15% 235,000 Escalation to mid 2011 3% 55,000 Construction Change Order Contingency 5% 90,000
Total Construction Cost for Phase 1 $1,935,000
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Description Quantity Unit Rate Amount Comments
Phase 2
Replanting upstage gardenallowance 10,000 Remove existing roof panelsallowance 20,000 Strengthening of existing dome for new glass/metal roof panels ‐ stage area allowance 0 see above ‐ existing covered area allowance 120,000 requires engineer input Scaffolding for domeallowance 60,000 Acoustical glass to dome at stage ‐ dome glass 2,500 sf 200.00 500,000 ‐ vertical glazing 2,400 sf 125.00 300,000 Acoustical roof panels to extg area 7,650 sf 150.00 1,147,500 Renovation of existing undercroft areas 3,800 sf 25.00 95,000 Builder's work/repairsallowance 10,000 minor repairs (excl dome) Cleaning/redecorating allowance 25,000 Mechanical Servicesallowance 11,000 Electrical servicesallowance 327,900 Performance equipment & seating 0 ‐ 9 chain hoists for trussesallowance 50,000 ‐ 6 chain hoists for speaker clustersallowance 30,000 excl sound system ‐ hardwired chain motor controlsallowance 20,000 ‐ installationallowance 5,000 ‐ stage dimming & circuit distributionallowance 50,000 120 circuits ‐ house, work & run lighting controlsallowance 20,000 ‐ control network & equipmentallowance 15,000 ‐ emergency lighting transfer systemallowance 5,000 ‐ company switches, panelboards & disconnects allowance elsewhere ‐ feedersallowance elsewhere ‐ installationallowance elsewhere ‐ stage lighting fixturesallowance 45,000 75 units ‐ cable assembliesallowance 6,000 Sound systemallowance 250,000
Subtotal $3,120,000
Markups: Design/Pricing Contingency 15% 470,000 General Conditions, O/H & Profit 15% 540,000 Escalation to mid 2011 3% 125,000 Construction Change Order Contingency 5% 215,000
Total Construction Cost for Phase 2 $4,470,000 venue. Page 7 Banyan Bowl, Pinecrest, Florida Concept Design Analysis & Estimate Estimate 30 April 2010
Description Quantity Unit Rate Amount Comments
Phase 3
Demolition ‐ remove ground cover/shrubsallowance 5,000 ‐ prep siteallowance 5,000 ‐ removal of existing seatsallowance 7,500 New slab on grade 2,000 sf 10.00 20,000 Strengthening of existing dome for new glass/metal roof panels allowance 0 incl in phase 2 Scaffolding for balance of glazingallowance 10,000 Acoustical glass to dome ‐ dome glass to perimeter 2,950 sf 200.00 590,000 ‐ vertical glazing 2,850 sf 125.00 356,300 New glass doors 20 lvs 3,500.00 70,000 New resilient stage floor 2,500 sf 30.00 75,000 New floor finish to new paved area 2,600 sf 5.00 13,000 Upgrading of extg railings, finishes, etcallowance 50,000 Prem for upgrading control booths, etcallowance 10,000 Acoustical upgrades within domeallowance 100,000 Builders work for MEP equipmentallowance 50,000 Builder's work/repairsallowance 25,000 Cleaning/redecorating allowance 25,000 Mechanical Servicesallowance 230,000 Electrical servicesallowance 276,600 Performance equipment & seating ‐ 500 upholstered theatre seats 500 ea 400.00 200,000 Siteworks excluded
Subtotal $2,120,000
Markups: Design/Pricing Contingency 15% 320,000 General Conditions, O/H & Profit 15% 365,000 Escalation to mid 2011 3% 85,000 Construction Change Order Contingency 5% 145,000
Total Construction Cost for Phase 3 $3,035,000
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