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HomeMy WebLinkAbout2019-10-22; City Council; ; Cultural Facilities Needs Assessment ReportCA Review 1,.U (.... 0 CITY COUNCIL Staff Report . Meeting Date: Oct. 22, 2019 To: Mayor and City Council From: Scott Chadwick, City Manager Staff Contact: Heather Pizzuto, Library & Cultural Arts Department Director heather.pizzuto@carlsbadca.gov or 760-602-2011 Subject: Cultural Facilities Needs Assessment Report Recommended Action Adopt a Resolution accepting the Cultural Facilities Needs Assessment and provide direction to staff as appropriate. Executive Summary On June 26, 2018, the City Council adopted the Arts & Culture Master Plan (Plan) and authorized the first two initiatives which included researching and developing a venue feasibility plan. On April 19, 2019, an agreement was executed with Webb Management Services, Inc. to conduct a study and assessment of a potential visual and performing arts venue located within the City of Carlsbad. This work included input from key community stakeholders and a market analysis related to existing venues, as well as establishing interest and potential usage of a new performing and visual arts venue. Staff is recommending that the City Council accept the Cultural Facilities Needs Assessment and provide direction to staff as appropriate. Discussion The adopted Plan included goals and strategies to advance the presence and impact of the arts throughout the community by enhancing access, frequency and opportunities for creative expression and experiences. The Plan encourages the city to infuse arts and culture within the very fabric of daily life including the physical realm. Identified as a key strategy, the Plan advocates that the city "Launch a feasibility study to explore the creation of a City of Carlsbad cultural arts facility that responds to the regional interest for a larger performance venue for professional theater and can provide classrooms, rehearsal spaces and production studios." Funqing for a venue feasibility study was included as part of the original Master Plan project in Fiscal Year 2015-16. A Request for Proposals was re leased Oct. 29, 2018, and Webb Management Services and its subcontractor WolfBrown, were selected to perform this work. An agreement was executed April 19, 2019. Oct. 22, 2019 Item #6 Page 1 of 120 Public Engagement and Outreach To complete the feasibility study, the consultants conducted thorough research in the community, focusing on potential audience demand, the needs of local artists and arts organizations, gaps in the current inventory of facilities, and how new arts facilities might advance the broader goals of the city. Sixty-one individuals representing the City of Carlsbad, Carlsbad arts organizations and regional artists and organizations participated in interviews. Their input led to informed conclusions and recommendations on the need for organizations and the capacity of users to pay for access. Feasibility Overall, the size and characteristics of the market suggest both a receptiveness and potential to support traditional and diverse forms of arts and cultural events and experiences. This is supported by the population demographics, the visitor profile report arid national indicators regarding how different population characteristics respond to various arts activities. In addition to the city's arts and cultural programming and event needs, 12 organizations have · expressed interest in utilizing a new performing arts facility in Carlsbad. Most of these organizations have demand for space that can accommodate music or dance. There is also demand for a smaller theater space. Important facility features include rehearsal space, a flexible seating arrangement, sufficient back-of-house support spaces, a catering kitchen and lobby/box office space. Market Analysis Webb Management identified gaps in the current inventory of venues within the market area for cultural facilities, which is identified by the consultants as a 20-mile radius from the Ruby G. Schulman Auditorium located in the Carlsbad City Library complex. This suggests the need for a · high-quality performance facility in the market. In addition, there is an opportunity for a high- quality, outdoor venue that can be used throughout the year for performances and events.The artist studio space inventory reveals a lack of available studio spaces for artists to create in the market area. There is also strong anecdotal demand for industrial arts and artist studio space in Carlsbad that could strengthen the presence and visibility of the local visual arts community. Finally, it is Webb Management's finding that a performing and visual arts facility in Carlsbad , could benefit the community by creating a sense of place, helping to support and diversify tourism, and retaining arts spending in the community. Recommendations This research and analysis led Webb Management Services to offer four recommendations: • Develop a 400-600 seat flexible performance spac.e, a high-quality, state-of-the-art facil ity for the Carlsbad community. The venue should accommodate local music, dance and t heatre organizations, some touring entertainment, festivals such as the Carlsbad Music Fest ival and civic functions. The flexibility of the space will allow for City of Ca rlsbad gatherings, town-halls and could serve as a Council Chamber space. • Develop a venue that includes rehearsal, program and teaching spaces to support local arts groups as well as city meetings and private events. Features included in the spaces Oct. 22, 2019 Item #6 Page 2 of 120 would serve dance (i.e. mirrors, sprung floor and barres), music (i.e. quality acoustics and a piano) and theatre (i.e. audio/visual equipment), as well as a kitchen to support food and beverage operations. • Create an outdoor performance and event space with the necessary infrastructure (power, water etc.) to support major events and festivals, attracting residents and tourists alike. The space might accommodate 3,000 people standing or seated and be able to accommodate weekly concert series, movies in the park and other cultural events with portable and/or temporary support facilities. When not in use, the space should serve as a plaza and/or park area. A one-acre plaza with an additional 10 acres of surface parking would support this concept. • Develop an industrial art space. Building upon the momentum of Barrio Glassworks opening in The Village, develop an industrial art space outfit with kilns for ceramics and the equipment necessary to create fiber art, woodworking and jewelry. One or more facilities should include affordable studio memberships and resources for artists, such as art books and publications, computer workstations, equipment to rent and materials to buy. · In terms of the potential location of recommended facilities, the consultants have suggested ·that the first three recommendations could be integrated into the new City Hall development. This combination creates a series of opportunities: • Increased usage of the theater as council chamber; • More effective use and management of rehearsal, classroom and program space for other city programs through joint scheduling and operation, and; • Development of the outdoor space as a civic plaza. The fourth recommendation, as suggested above, might best be co-located with other visual arts spaces in The Village. Fiscal Analysis No fiscal impact currently. Next Steps Staff will utilize this information to explore potential sites and opportunities, such as a City Hall and Civic Center location. Depending upon the direction received from the City Council on this · report and future decisions such as a City Hall and Civic Center site, staff will pursue relevant opportunities. Environmental Evaluation (CEQA) The proposed action does not qualify as a "project" under the California Environmental Quality Act (CEQA) per State CEQA guidelines 15378, as it does not result in a direct or reasonably foreseeable indirect physical change in the environment. Oct. 22, 2019 Item #6 Page 3 of 120 Public Notification and Outreach This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to the scheduled meeting date. Exhibits 1. City Council Resolution Oct. 22, 2019 Item #6 Page 4 of 120 RESOLUTION NO. 2019-214 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACCEPTING THE CULTURAL FACILITIES NEEDS ASSESSMENT REPORT. WHEREAS, the city recognizes the community interest and need for additional arts spaces to meet the goals and initiatives detailed in the Arts & Culture Master Plan; and, WHEREAS, in the FY 2015-2016 budget process, the City Council of the City of Carlsbad, California approved funding for the development of a new Arts & Culture Master Plan including a venue feasibility study; and, WHEREAS, on June 26, 2018, the City Council of the City of Carlsbad, California established a goal of conducting a Cultural Facilities Needs Assessment when the Arts & Culture Master Plan was approved; and, WHEREAS, on April 19, 2019, the city hired Webb Management Services, Inc. to conduct a study on the need for a cultural arts venue and study the market for existing venues; and, WHEREAS, the Cultural Facilities Needs Assessment and accompanying market survey have been completed and have been presented to City Council for review and acceptance. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the City Council has reviewed and accepted the Cultural Facilities Needs Assessment (Attachment A) and the Cultural Facilities Needs Assessment Appendices (Attachment B). PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 22nd day of October 2019, by the following vote, to wit: AYES: Hall, Blackburn, Bhat-Patel, Schumacher. NAYS: ABSENT: U1f--BARBARA ENGLESON, City Clerk (SEAL) ~,1111111111111,,,,, ,_,,,,,\~ CAAJ'~ #0.--~~, ~ .. · ·-. ~ ~.~.... ··.~ ~ =2:::::~\'V°S ~O[~ ?:..A)C~ \ \.T ~J $; ~ ".ct, ············..\,'t-.~ ~❖,,, c../FQ~~,,~ ''""11111111111111\ Oct. 22, 2019 Item #6 Page 5 of 120 table of contents Cultural Facilities Needs Assessment City of Carlsbad, CA EXECUTIVE SUMMARY .......................................................................................................... 3 1. INTRODUCTION ................................................................................................................ 10 2. FORCES+ TRENDS .......................................................................................................... 12 3. MARKET ANALYSIS .......................................................................................................... 16 4. EXISTING FACILITIES ....................................................................................................... 24 5. USER DEMAND ................................................................................................................ 32 6. BENEFITS+ IMPACTS ...................................................................................................... 36 7. CONCLUSIONS+ RECOMMENDATIONS ........................................................................... 38 Appendices: A. Study Participants B. Market Data C. Carlsbad Visitor Characteristics D. Facility Inventories E. City of Carlsbad Planning Document Literature Review Webb Management Services + WolfBrown September 2019 Page 2 Oct. 22, 2019 Item #6 Page 7 of 120 Executive summary Cult ural Facilities Needs Assessment City of Carlsbad, CA Webb Management+ WolfBrown have been hired by the City of Carlsbad to conduct a needs assessment that would assess the possible need for cultural facilities to serve the community. This investigation is the result of recommendations coming out of the 2018 Arts and Culture Master Plan. That plan specifically recommended: "Launch a feasibility study to explore the creation of a City of Carlsbad cultural arts facility that responds to the regional interest for a larger performance venue for professional theater and can provide classrooms, rehearsal spaces, and production studios." In order to understand the opportunity for new and improved cultural facilities for the city, we have conducted extensive research in the community, focusing on four key questions: • The Market: Who is living in and visiting Carlsbad? What does that tell us about market propensity to support the arts and culture? • User Demand: What is the demand for arts and cultural space on the part of local artists, arts organizations, arts educators and arts presenters? • Facility Supply: What is the supply of arts and cultural facilities in and around Carlsbad? Are there gaps in that inventory that a new facility might fill? • Benefits+ Impacts: Where does the City of Carlsbad and the greater community want to be in the future? How does investing in the arts help to advance those goals? To answer these questions, we interviewed a cross-section of cultural, political, and community leaders; toured local and regional cultural facilities; studied the size and characteristics of the market area; developed and evaluated a detailed inventory of existing performing arts and meeting and event facilities; estimated user demand for performance space; and, reviewed long-term planning reports in order to understand how, and where, a performing arts facilities project might align with community goals. Forces + Trends The feasibility study begins with a review of the broader forces and trends impacting today's cultural sector. Across the country, we are observing declines in traditional performing arts audiences, increasing competition for private sector philanthropy, and increasing fragility on the part of nonprofit arts organizations due to a lack of productivity gains. At the same time, data and research also indicate increases in active arts participation, growth in the area of arts education, and improving arguments for the value of the arts. The result is that arts and cultural facilities have begun to embrace broader definitions of culture and increasingly aim to operate as community living rooms rather than palaces for the arts. Webb Management Services+ WolfBrown September 201 9 Page 3 Oct. 22, 2019 Item #6 Page 8 of 120 Market Analysis Cu ltural Facilities Needs Assessment City of Carlsbad, CA Understanding the market is an important part of any feasibility study. To define the market for cultural facilities in Carlsbad, we collected and mapped four years of ticket buyer and admission data for the Museum of Making Music (Mo MM) and three years of ticket buyer data from New Village Arts (NVA). This suggested that the MoMM and NVA current market lies primarily within Carlsbad and the 20 miles surrounding the Ruby G. Schulman Auditorium at the Carlsbad City Library and allowed us to define the market for cultural facilities as such. We then collected demographic data from Environics Analytics, a market research resource that expands and extrapolates Census data using a variety of inputs. Finally, we assessed visitor data from the San Diego Tourism Authority's 2017 Visitor Profile Survey for the San Diego County Region. This suggested the following: • High levels of educational attainment, an aging population and affluent income levels suggest demand for both traditional and popular arts and entertainment programs. Programs including traditional symphonic and theater performances are often appealing to this cohort. A willingness to spend and overall price sensitivity may not be as big of a concern for local residents considering the high percentage of affluent households. • The race and ethnic composition of the market, as well as the tourist population, reveals programming should be diverse, inclusive, and with varying formats. This can include programming by local arts groups, partnering with local and regional ethnic associations and presenting touring groups that have representation from minority cohorts • Based on San Diego Tourism Authority data, the number of visitors to Carlsbad is steadily growing. These individuals are primarily attracted to the beach and amusement parks and are willing to spend over $45 on recreational activities. Plans to bolster arts and culture activity in Carlsbad should consider how to attract visitors, targeting an increase in cultural participation from 3 percent in 2017. • Overall, the size and characteristics of the market suggest propensity to support traditional and diverse forms of cultural events. This is supported by the population demographics, the visitor profile report and national indicators regarding how different population characteristics respond to various arts activities. Existing Facilities In order to understand the existing supply of cultural facilities and programs in the market, we have developed inventories of indoor and outdoor performance spaces. In addition, we also created a meeting and events facilities inventory, intended to help us understand how a cultural facility might also be used to accommodate meetings and events. This suggested the following about local and regional facilities: • Local and regional indoor performance facilities are primarily used for producing performing arts and academic/educational programming. They are also rented by outside cultural organizations, schools/colleges and private entities. Few indoor facilities, particularly in Webb Management Services+ WolfBrown September 2019 Page 4 Oct. 22, 2019 Item #6 Page 9 of 120 Cultu ral Facilities Needs Assessment City of Carlsbad, CA Carlsbad, present activity. Amongst those that do, music is the most commonly presented activity type, suggesting opportunities for alternative forms of presented entertainment (theatre, dance, film, family shows, comedy, a lecture series and so on). • Most of the inventoried indoor facilities have capacities between 100 and 400, medium quality ratings and low to no availability. This suggests that there are gaps for a high-quality performance facility in the market. This is particularly true in Carlsbad, where none of the facilities have a quality rating above 2.6, nearly every facility has low or medium availability and 10 of the 23 inventoried facilities are affiliated with a religious organization, school or university. • Outdoor performance facilities are activated through community events and presented music (typically headlining and popular music acts). They cover a range of capacities but tend to lack the permanent equipment and backline features required to make them ideal sites for cultural programming. In addition, the inventory highlights that all of the outdoor sites in Carlsbad are temporary locations in parks. This suggests an opportunity for a high-quality, outdoor venue that can be used throughout the year for performances and events. • The artist studio space inventory reveals a lack of available studio spaces for artists to create in the market area. The Foundry has 16 studio spaces, but anecdotally, artists and community members expressed a desire for more access to studio space and specialized equipment, such as spaces to accommodate woodworking, ceramics and fiber arts. Over the past few years, these types of spaces have closed despite the continued demand and interest from artists in the community. • The meetings and events facility inventory suggest that most meeting and event facilities in Carlsbad belong to hotels and resorts and range in capacity from 30 to 1,700 people for a reception. Community and Meeting/Event facilities tend to be smaller in size than hotel spaces. They also vary more in the number of attributes they offer. City staff suggested that meeting and event space within the civic buildings is hard to come by, often times leading groups to scramble to find a decent-sized room to hold a meeting or conference. User Demand Key to building an argument of support for arts and cultural facilities in a community is understanding the need, or demand, for space on the part of potential users. To assess this, information was gathered from local artists, organizations, and community leaders and members in order to quantify and categorize demand for cultural facilities, visual art studio space and rehearsal and program space in Carlsbad . This allowed us to conclude the following: • Twelve organizations have expressed interest in utilizing a new performing arts facility in Carlsbad. Most of these organizations have demand for space that can accommodate music or dance, although there is demand for a smaller theater space as well. Important facility features include rehearsal space, a flexible seating arrangement, sufficient back-of-house support spaces, a catering kitchen and lobby/box office space. Webb Management Services+ WolfBrown September 2019 Page 5 Oct. 22, 2019 Item #6 Page 10 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA • In total, users have 307 days of demand for performance space: 286 days for performances, 21 days for rehearsals/tech. Of that demand, 46 performance days in a 50-199 seat venue, 153 days in a 200-399 seat space and 83 days of use for a 400-599 seat venue. • The local performing arts groups and other organizations expressed a need for rehearsal and gathering space. With some organizations meeting daily, these rehearsal and support spaces are expected to be used over 200 days a year. • Anecdotal research suggests that there is _strong demand for industrial arts and artist studio space in Carlsbad. With the pending introduction of Barrio Glassworks to The Village, there is a strong sense that additional art spaces could strengthen the visual arts community in Carlsbad. Community Benefits+ Impacts The final piece of the study considers how investing in arts and culture can help the City of Carlsbad advance goals for the future. Individuals interviewed as part of the study suggested that new facilities could contribute to quality of life, create sense of place, diversify tourism and the economy, and keep money in the community. Further, the City of Carlsbad has identified the integration of arts, public art and art education into community life and increasing year-round tourism as two goals of the Envision Carlsbad General Plan. At the community level, interest has been expressed in facilities for arts and culture through the Arts+ Culture Master Plan surveying. Given this, an arts facility in Carlsbad does appear to be in line with community goals for the future, as it would help build identity in the community, diversify the economy, and contribute to year-round tourism attraction. Conclusions + Recommendations This research allowed us to conclude the following: • The Market: High levels of educational attainment and household income in Carlsbad and its 20-mile radius indicate a strong likelihood to support traditional performing arts (ballet, theatre, opera, symphonic music etc.). At the same time, the regional and tourist population is ethnically diverse, suggesting programming should be inclusive, with varying formats. This can include programming by local arts groups, partnering with local and regional ethnic associations and presenting touring groups that have representation from minority cohorts. Based on tourism statistics from the San Diego Tourism Authority, tourism to Carlsbad is growing. These individuals are primarily attracted to the beach and amusement parks, but are willing to spend over $45 on recreational activities. Plans to bolster arts and culture activity in Carlsbad should consider how to attract visitors, targeting an increase in visitor cultural participation from 3 percent in 2017. • ExistingFacilities:The facility inventories suggest that there are a few gaps in the market that new cultural facilities could fill. First, there is an opportunity for a high-quality, flexible Webb Management Services + WolfBrown September 2019 Page 6 Oct. 22, 2019 Item #6 Page 11 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA indoor performance facility with 400-to 600-seats t hat can double as a City Council Chamber. This is particularly true in Carlsbad, where none of the facilities have a quality rating above 2.6, nearly every facility has low or medium availability and 10 of the 23 inventoried facilities are affiliated with a religious organization, scho_ol or university. Then, there is an opportunity for a high-quality outdoor space, specifically a space that has the back-end features and amenities to support festivals, performances and events and can serve as a park when not in use. Next, there is an opportunity for a unique industrial art space and artist studio space, possibly leveraging partnerships with a local university or the soon to open Barrio Glassworks. Finally, there is a need for community meeting and event space for city use and rental by local businesses and residents. The city currently has a number of meeting and event facilities, but the majority of them are within hotels and used for corporate functions, conferences and events. • User Demand: An analysis of user demand suggests that a performing arts facility in Carlsbad could be activated by a combination of rentals by local and regional arts groups and a mix of touring programs such as classical and contemporary music, comedy and speakers. In sum, 13 users have expressed a need for 307 performance days: 286 days for performances, 21 days for rehearsals/tech. Of that demand, 46 performance days in a 50-199 seat venue, 153 days in a 200-399 seat space and 83 days of use for a 400-599 seat venue. The ideal facility would have rehearsal space, a flexible seating arrangement, sufficient back- of-house support spaces, a catering kitchen and lobby/box office space. The local performing · arts groups and other organizations expressed a need for rehearsal and gathering space. With some organizations meeting daily, these rehearsal and support spaces are expected to be used over 200 days a year. City representatives noted a demand for meeting and event space as well as a space for larger City Council gatherings. This type of demand would often occur during 'business hours' and activate the space when arts organizations are not meeting. • Benefits+ Impacts: Numerous city planning documents and the community input speaks to a desire for cultural facilities in the community. Dating back to the 1990 Cu ltural Plan, new performing and visual art facilities are seen as an important priority for t he city and its residents. Dedicated cultural venues can provide not only places for presentation of performing or visual arts but also contain additional areas for public gathering and social connections, and multigenerational participation in cultural activities. Furthermore, new performance spaces will ensure Carlsbad arts organizations and their audiences remain in Carlsbad, also enhancing the experience of visitors to the area. Based on these findings, Webb Management Services provided t he City of Carlsbad with the following recommendations: Develop a 400-to 600-seat flexible performance space. Th is should be a high-quality, state-of-the- art facility for the Carlsbad community. It should feature a 400-to 600-seat flex venue that can accommodate local music, dance and theatre organizations, some touring entertainment, festivals such as the Carlsbad Music Festival and civic functions. The flexibility of the space will allow for City of Carlsbad gatherings, townhalls and City Council chamber sessions. Additional functionality should accommodate meeting and event functions, forums and nonprofit galas and fund raising events. Webb Management Services + Wo lfBrown Sept ember 2019 Page 7 Oct. 22, 2019 Item #6 Page 12 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA The size of the building to accommodate these spaces could be in the range of 30,000 to 40,000 gross square feet. As much of this space would need to be on the ground floor, the footprint for the building could be 18,000 to 23,000 square feet, which is between .4 and .55 acres. Parking would also be required nearby. A 500-seat theater might require 350 spaces, which is based on one space for each 1.5 attenders, plus some staff parking. If there are 200 parking spaces per acre, that suggests 1.75 acres of single-level parking. That requirement is reduced if structured parking on multiple levels is possible. Include Rehearsal, Program, and Teaching Spaces. The need for support spaces to complement the performance space is equally as important. With many local arts organizations relying on churches and high schools to rehearse, there is a lack of consistency and access to the necessary rehearsal, teaching or program space. These spaces should also be available to rent for meeting and events, city staff meetings and private events. Included in the spaces should be features for dance (i .e. mirrors, sprung floor and barres), music (i.e. quality acoustics and a piano) and theatre (i.e. audio/visual equipment). Finally, the facility should have a commercial kitchen. This space should be available for rent by the community. It should have flexible catering policies and be designed with the diversity of Carlsbad and the surrounding region in mind. For example, the kitchen equipment essential to preparing Latin American or Asian cuisine. This additional recommendation might add another 5,000 to 10,000 gross square feet, most likely all on one level. And there would be an additional parking requirement of some 50 spaces. That suggests a total area of up to .5 acres for this component. Create an Outdoor Performance +Event Space. A space such as this should stand out from the other parks and outdoor spaces in the market. Namely, it should have the infrastructure, including electrical and water supply, to support major events and festivals, recreation spaces to attract residents and tourists alike, and minimal permanent structures so the venue can revert back to a pastoral park when not in use. With the necessary infrastructure to host festivals and events, the city and community groups can regularly use the space for weekly concert series, movies in the park and other cultural events without having to transport and set-up stages, sound equipment and screens. Given the scale of the project and its potential impact on a North County area, a regional partnership for this venue might make sense. Note that we would suggest more of a plaza than an amphitheater, meaning a flat expanse with a stage and support area at one end. The area required for such a performance and event space is flexible, and depends very much on the site and what is developed around it. At the more modest end of the scale, we might imagine a one- acre plaza with a raised stage at one end. This might accommodate 3,000 people standing or seated. For that capacity, there could be the need for another 2,000 parking spaces and thus 10 acres of surface parking. Certainly, that level of demand, if also responding to other parking needs, would help to justify structured parking. Webb Management Services + Wo lfBrown September 2019 Page 8 Oct. 22, 2019 Item #6 Page 13 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA Develop an Industrial Art Space. Building upon the approved development of Barrio Glassworks that plans to open in The Village, an industrial art space outfit with kilns for ceramics and the equipment necessary to create fiber art, woodworking and jewelry. It should unify the visual art community by supplanting the closed facilities at UC-SD and Palomar College, and allow for studio rentals, residencies and education programming to take place under-one-roof. The facility should include affordable studio memberships that ensure bot h emerging talent and established artists have access, and include resources for arts, such as art books and publications, computer workstations, equipment to rent and materials to buy. As with our recommendation on rehearsal meeting and teaching space, this component might add another 5,000 to 10,000 gross square feet, and again most likely all on one level. And with an additional 25 parking spaces, the total site requirement is .36 acres. Cultural Facilities+ Cit:yHalt Finally, Webb Management Services took into account other infrastructure and capit al planning currently underway. When considering the future site of City Hall, we would make the point that several of these recommendations could reasonably be combined and/or co-located. In the case of t he industrial arts spaces, these might best be located in Carlsbad Village as a part of an effort to highlight this as an arts district or art-making area t hrough the careful rehabilitation of existing structures. But for our other three recommendations of the theater, rehearsal/teaching/meeting spaces, and the plaza, we could certainly imagine these pieces developed at one location. And we would also advocate for the development of these spaces as a part of the larger City Hall redevelopment plan. Having reviewed the "Scoping and Space Planning Analysis for a New City Hall" report, we see an exciting opportunity for the City to integrate civic and cultural spaces. We would point to the following advantages of such a combined project: • A central plaza would be a unifying element for the larger project. • Parking needs could be more efficiently satisfied with a combination of day-time and evening uses. • The main t heater could be adapted to serve as a council chamber for City Hall (as is the case with the Tarpon Spring example on page 40). • The theater, rehearsal and teaching spaces could also be used for various City meetings and events. All of these spaces could be operated and maintained jointly to minimize costs to the City. Webb Manage ment Services+ WolfBrown September 2019 Page 9 Oct. 22, 2019 Item #6 Page 14 of 120 1. Introduction Cultural Facilities Needs Assessment City of Carlsbad, CA Webb Management Services is a management consulting practice for the development and operation of arts and cultural facilities. The firm was established in 1997 and has completed more than 425 projects for public and private sector clients across the country. Services include feasibility studies, cultural master plans, cultural district plans, primary research for arts organizations, business plans and strategic plans. Webb Management+ WolfBrown have been hired by the City of Carlsbad to conduct a needs assessment that would assess the possible need for cultural facilities to serve the community. This investigation is the result of recommendations coming out of the 2018 Arts and Culture Master Plan. That plan specifically recommended: "Launch a feasibility study to explore the creation of a City of Carlsbad cultural arts facility that responds to the regional interest for a larger performance venue for professional theater and can provide classrooms, rehearsal spaces, and production studios."1 In August 2017, PROS Consulting analyzed the feasibility of 1/ a large scale, two-story multi-use multigenerational recreation facility for the city and 2/ an 8-14-acre outdoor recreation site as described in the Parks+ Recreation Department Master Plan. Each study identified one or two sites for the proposed projects and conducted an analysis based on the available spaces. Despite the overwhelming community support for the projects, in each case, it was determined that the city's ability to develop the projects as envisioned was not feasible due to space limitations which would have forced the developments to eliminate major amenities in order to fit within the available footprints. The site limitations and subsequent outcomes of each study should be accounted for when considering the potential for performing and visual arts facilities. In order to understand the opportunity for new and improved cultural facilities for the city, we have conducted extensive research in the community, focusing on four key questions: 1. Are there sufficient audiences to support additional cultural programming in new spaces? 2. What are the needs of local artists, arts organizations, arts educators and arts presenters that might be addressed with new facilities? 3. What facilities already serve the community, and what elements of that inventory are missing or deficient? 4. Finally, how might new cultural facilities advance the broader goals of the city? 1 Arts & Culture Master Plan: Implementation Charts, p.93 Webb Manage ment Services+ WolfBrown September 2019 Page 10 Oct. 22, 2019 Item #6 Page 15 of 120 Cultural Faci lities Needs Assessment City of Carlsbad, CA We answer those questions in the following chapters on the basis of extensive interviews in the community, visits to existing facilities, the collection of data on the local and regional market for the arts, a review of other city plans and planning documents and the search for comparable projects in similar communities. Webb Management Services+ WolfBrown September 2019 Page 11 Oct. 22, 2019 Item #6 Page 16 of 120 2 . Forces + Trends Cu ltural Facilities Needs Assessment City of Carlsbad, CA New technologies, changing tastes and a growing desire to actively participate in the creative process has impacted how, when and where we experience arts and culture. Following is a brief overview of some of the broader forces and trends impacting the creative sector, as well as the behavior of audiences and participants today. 2.1 Arts Participation+ Consumption The Survey of Public Participation in the Arts (SPPA), released by The National Endowment for the Arts, assesses arts participation on the part of the country's adult population. The most recent report came out in 2012 (the next iteration of the study is expected this year) and suggested that participation within traditional arts disciplines-ballet, opera, symphonic music and theatre-has remained relatively flat over the last 20 years. When applicable, 2017 SPPA data has been included, however the entirety of the report is not available. In total, over half of adults are estimated to attend live performance or visit museums or galleries annually. Other data indicated that: • Amongst adults under the age of 40, attendance at traditional performing arts events, particularly those in formal performance venues, is being replaced by participation in nontraditional cultural and entertainment events like outdoor festivals. Between 2012 and 2017, there was significant growth in adults' rates of attendance at outdoor performing arts festivals and at types of performing arts events not listed by the survey. • Our greatest concern is the decline in arts participation on the part of younger adults (ages 18 to 24). For example, the percentage of those attending a musical theatre performance has dropped form 17% in 1982 to 13% in 2012. The rate of attendance remained largely unchanged for musical and non-musical plays between 2012 and 2017. • On the other hand, we are encouraged by the growth of active arts participation. More people are playing an instrument, taking painting lessons, dancing and so on, creating new demand for arts facilities that support these programs. • Educational attainment and a household's income level are the best predictors of arts attendance. The propensity to attend arts events among those who have completed college is exponentially greater than for those who have finished only high school. Likewise, those households that earn more have a greater propensity to attend an arts event. Age also matters, but not nearly as much as education and income level-older adults tend to have higher rates of participation than younger adults, but only to a point. Webb Management Services + WolfBrown September 2019 Page 12 Oct. 22, 2019 Item #6 Page 17 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA Additional factors influencing arts consumption include: lncreasir,gDemandforFlexibilityandConvenience:Consumers have become less willing to commit to an event in advance. While this has resulted in a decline in subscription ticketing, it has also led to a willingness to pay more later-the perceived premium of flexibility and the "on-demand" lifestyle. There is also less tolerance for the event with built-in hardships, whether that means an uncomfortable seat, poor concessions service or bad traffic to and from the event. This suggests a low threshold for opting out of an event, or choosing another venue, and pushes facilities and presenters towards a higher level of customer service. The Desire fora Social Experience: Research suggests that audiences are drawn to the arts today by the opportunity for a social experience (as opposed to the more traditional attraction of intellectual or emotional stimulation). This means that the passive experience of attending a cultural event is no longer satisfying the appetite of attendees. Instead, nationwide, we have observed a rise in self- directed, home-based, living arts participation that includes more intense, "hands-on" arts experiences. This is evidenced by the rise of multi-sensory museum exhibitions, food + beverage themed concert events and cultural events that immerse an audience in the performance. At the same time, facility presenters and content producers must deliver much more than what is on the stage, creating an environment in which the social elements of the experience can be fully enjoyed and shared, not just with those physically present, but with on line peers as well. Examples of this include: the use of Snapchat filters at performances, behind-the-scenes "stories" on lnstagram and pre-and post-event functions that cater to specific segments of an audience (i.e. Young Professionals Networking). Reliance on Social Media:Social media platforms like Facebook, lnstagram, Youtube and Snapchat, along with trade newsletters and blogs, are critically important as a means for consumers to spread word of mouth in a viral way. For content producers, it's about creating those "lnstagram-able moments" that can be quickly and easily shared across on line platforms. At the same time, arts presenters and venues are vulnerable to increased scrutiny when some action or occurrence "goes viral." 2.2 Nonprofit Arts Organizations Along with changes in the nature of demand for arts activities, there have been significant changes on the supply side, particularly related to the health and sustainability of nonprofit arts organizations. According to figures from the Urban lnstitute's National Center for Charitable Statistics (NCCS), there were 118,000 arts nonprofit organizations registered in the United States in 2016, as compared to 82,000 in 1996, an increase of 44 percent over a twenty-year period. This growth in arts nonprofits has led to increasing-and increasingly sophisticated-competition for public and private financial support. Based on an analysis of 2006-2010 data from the NCCS and the U.S. Census Bureau's Economic Census, performing arts groups and museums receive 45 percent of their funding from contributed income. The majority of those funds derive from individual giving (20.3%), followed by 'foundations (9.5%), corporations (8.4%) and local, state and federal funding (6 .7%). Webb Management Services+ WolfBrown September 2019 Page 13 Oct. 22, 2019 Item #6 Page 18 of 120 Cultural Faci lities Needs Assessment City of Carlsbad, CA In 1965, William J. Baumol and William G. Bowen published "The Economic Dilemma of the Performing Arts." In it, they theorized that the lack of productivity gains in the creation of art (it takes the same number of musicians and performers to rehearse and perform Beethoven's Symphony No. 9 in 2019 as it did when it was first performed in 1824), plus the inevitability of cost increases, would essentially force all organizations to raise more contributed income every year just to maintain the same level of financial stability. This idea, which is now commonly referred to as Bau mo l's Cost Disease, confirms that because there are not productivity gains over time in the way that art is created, the sector faces increasing financial challenges. This is a fact of life for all cultural facilities. 2.3 Children + the Arts The arts are now understood to be a vital part of the 21st Century classroom. This has been successfully articulated in the STEM to STEAM movement (science, technology, engineering, arts, and math), which has expanded the traditional areas of innovation (science, technology, engineering and math) to include the performing and visual arts. Contributing to this movement has been a mounting body of evidence that touts the benefits of arts education, including: • Improved literacy and English Language Arts skills. • Advanced achievements in math. • Improved school culture. • The development of communication skills. 2.4 Changes in Facility Development+ Operations • Strengthened problem solving abilities. • Increased capacity for leadership. • Cross-cultural understanding. • Propensity towards volunteerism and civic engagement. As participation in the arts has changed, so, too, has the way those working in or near the creative sector think about facilities and how they are developed, operated and sustained. Most notably, the old image of a theater, museum or gallery as a place where fancy people in formal attire can attend a performance or exhibition opening has largely been replaced by the new image of a cultural venue as a community living room , a place that is always open and always active with informal programming and an atmosphere that is buzzing and welcoming. Such as BRIC's Lobby+ Stoop in downtown Brooklyn. When guests enter the building, they are greeted by a public space that overlooks a contemporary art gallery, a cafe and an informal performance space that can accommodate receptions, ceremonies, special events and presentations. This type of space is continuously activated throughout the day and creates a communal, shared-space that is inviting to seasoned BRIC attendees and new members alike. In line with this transition, facilities and organizations are supporting a culture of active participation in the arts through hands-on programs and classes and the engagement of audiences before, during and after events. Webb Management Services + Wo lfBrown September 2019 Page 14 Oct. 22, 2019 Item #6 Page 19 of 120 Other trends contributing to the "community living room" vision include: Cultural Facilities Needs Assessment City of Carlsbad, CA • A commitment to providing affordable facility access to nonprofit users, as well as arrangements that motivate efficient use of space and the maximization of revenues for both user and facility. • Increased commitment to retaining staff and leadership that are reflective of the diversity of the community, racially, ethnically and in terms of ability. • Embracing the arts as a fundamental component of community engagement, economic development and quality of life enhancements. This prompts an arts facility to be a key participant in community gatherings (convocations, town halls, etc.) and engage with the broader business community to support their efforts, i.e. partnerships with the local Convention and Visitor's Bureau or chamber of commerce. Finally, we see a shift away from facilities that might be termed palaces of the arts-huge, iconic buildings in which multiple components are housed under one roof (like the Kennedy Center in Washington, DC)-to cultural districts, where multiple facilities are developed within a walkable area. This allows for a long-term development strategy that combines new facilities with the adaptive re-use of existing structures. Generally, the costs of developing a district are low and the sets of facilities developed within them tend to be more inclusive and authentic of the community-at-large. Districts also tend to be better at motivating commercial development, as they are relatively porous and accommodating of other building projects. Webb Management Services+ WolfBrown Se ptember 20 19 Page 15 Oct. 22, 2019 Item #6 Page 20 of 120 Table 1 -MoMM Event Ticket Buyers (2016-19) MoMM Regional Ticket Buyers Ticket B·uyers Cultural Facilities Needs Assessment City of Carlsbad, CA Ticket Buyers By Market MoMM 2016 MoMM2017 MoMM 2018 MoMM 2019 MoMM 2016 MoMM 2017 MoMM 2018 MoMM 2019 Events Events Events Events• Events Events Events Events• Within: <::arlsbad, CA 972 981 948 415 30% 30% 30% 27% 10-mile Radius 2101 2113 2096 977 64%. "AOL ""Of. 63% 20-mile Radius 2567 2559 2478 1176 C 78% 77% 78% 76% Beyond: 20-mile Radius 706 765 694 364 22% 23% 22% 24% Ticket Buyer Households 3,273 3,324 3,172 1,540 i l'MoMM 2019 is partial year (January-June 2019) Table 2 -NVA Single Ticket Buyers (2016-18) New Village Arts Regional Ticket Buyers Ticket Buyers Ticket Buyers By Market NVA2016 NVA2017 NVA2018 NVA 2016 NVA 2017 NVA2018 Single Ticket Single Ticket Single Ticket Single Ticket Single Ticket Single Ticket Buyers Buyers Buyers Buyers Buyers Buyers Within: ,, Carlsbad, CA 822 1094 1108 37% 37% 36% 10-mile Radius 1367 1891 1956 62% 65% 64% ---· -... --·----· -----·- 20-mile Radius 1643 2277 2321 <= 74% 78% 76% - Beyond: 20-mile Radius 575 644 727 26% 22% 24% Ticket Buyer Households 2,218 2,921 3,048 The audience distribution to these events suggests that over 60 percent of attendees are traveling from within the 10-mile radius, including the communities of Oceanside, Vista and Encinitas. The concentration of admissions in Figure 3's heat map supports this observation, as do the Tables 1 and 2. When analyzing MoMM and NVA's audiences, we concluded that nearly 80 percent of audiences are traveling from within 20-miles. Based on our experience working in comparable communities, these data from local cultural groups and anecdotal accounts from Carlsbad residents about local driving tendencies, we concluded that the 10-and 20-mile radius is the appropriate market area for new cultural facilities in Carlsbad. Webb Management Services+ WolfBrown September 2019 Page 18 == D Oct. 22, 2019 Item #6 Page 23 of 120 3.2 Local + Regional Market Characteristics Using data from Environics Analytics, one of North America's premier data and analytics companies, insights and trends about each market area can be derived. These demographic data suggests the following about the Carlsbad market: It is Growing Steadily: Figure 4 illustrates that from 2000 and 2010, the City of Carlsbad population experienced rapid growth, 30 percent, while the region grew at a more modest 14 percent rate. Between 2010 and 2019, population growth continued, with the city reaching 121,109 in 2019. According to Environics, by 2024, it is projected that the local population will reach 129,109, an increase of 7 percent. The population in the 10-mile radius is expected to grow to 657,000 by 2024, increasing in population by nearly 100,000 since 2010 (Figure 5). The 20- mile radius experienced similar growth, growing from 1.3M in 2010to 1.5M in 2024. While current population growth has slowed since 2000-2010, the market area still anticipates gradual growth. Figure 4 150,000 125,000 100,000 75,000 50,000 I 25,000 Figure 5 Figure 6 There Are High Levels of Educational Attainment:Levels of educational attainment are strong in the city and the surrounding market segments. While roughly 55 percent of Carlsbad residents have a Bachelor's Degree or higher, the 10-and 20-mile markets have 45 percent or lower. When comparing the market areas to national averages, all three Carlsbad markets represents a highly educated cohort. Locally, 11 percent of resident's highest level of education is a high school Graduate or Prof. Degree Bachelor's Degree Associate Degree Some College, No Degree High School Graduate (or GEO) Webb Management Services+ WolfBrown Se ptember 2019 Cultural Facilities Needs Assessment City of Carlsbad, CA Population Growth: Carlsbad, CA Population Growth: Region Educational Attainment • 2000 Census ■2010Census ■2019 Estimate ■2024 Projection ■2000 Census ■2010Census ■2019 Estimate 1:2024 Projection ■Carlsbad, CA ■ 10-mile Radius ■20-mile Radius iiUSA Page 19 Oct. 22, 2019 Item #6 Page 24 of 120 Diverse, Middle Age, High Affluence: Figure 11 Cultural Facilities Needs Assessment Ci ty of Carlsbad, CA Total Spending per Visitor by Category (Carlsbad Visltor=$335 v. San Diego Visitor=$309) According to the 2017 Visitor Profile, the median age is 41, the annual household income is $92,700 and Latinx and Asian populations represent 51 percent of visitors, up from 22 percent in 2013. The average visitor in 2017 spent $335 per trip to Carlsbad. Figure 11 shows a breakdown of the $335 per trip, with $47 in amusement/attractions spending. Accommodations S92 S93 Beach + Amusement Park Destination: Visitors to Carlsbad seek out two primary attractions, the beach and amusement parks, presumably LEGOLAND. In 2017, 64 percent of visitors indicated they went to an amusement park and 63 percent Meals/Beverage Amusement/Attractions Shopping Air Tras./Local Impact Grocery/Other Transportation (Inc. car rental) r----is,s a.llsu ==:]sis -516 7 s6 Assoc./Exhibitor Spending - so S20 S30 _ _] S29 s2• SlS i s•2 S3S S47 S60 □Carlsbad Visitors ■ All SD County Visitors S83 S71 580 relaxed on the beach. Another 40 percent took part in shopping. Of note, only 3 percent of visitors took part in an arts and cultural activity, compared to 10 percent of visitors going to other San Diego County communities. 3.4 Market Analysis Conclusions This research suggests the following about the market for the arts in and around Carlsbad: • High levels of educational attainment, an aging population and affluent income levels suggest demand for both traditional and popular arts and entertainment programs. Programs including traditional symphonic and theater performances are often appealing to this cohort. A willingness to spend and overall price sensitivity may not be as big of a concern for local residents considering the high percentage of affluent households. • The race and ethnic composition of the market, as well as the tourist population, reveals programming should be diverse, inclusive, and with varying formats. This can include programming by local arts groups, partnering with local and regional ethnic associations and presenting touring groups that have representation from minority cohorts • Based on San Diego Tourism Authority data, the number of visitors to Ca rlsbad is steadily growing. These individuals are primarily attracted to the beach and amusement parks and are willing to spend over $45 on recreational activities. Plans to bolster arts and culture activity in Carlsbad should consider how to q.ttract visitors, targeting an increase in cultural participation from 3 percent in 2017. • Overall, the size and characteristics of the market suggest propensity to support traditional and diverse forms of cultural events. This is supported by the population demographics, the Webb Management Services + WolfBrown September 20 19 Page 22 S100 Oct. 22, 2019 Item #6 Page 27 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA visitor profile report and national indicators regard ing how different population characteristics respond to various arts activities. Webb Management Services + WolfBrown September 2019 Page 23 Oct. 22, 2019 Item #6 Page 28 of 120 4. Existing Facilities Cultural Facilities Needs Assess ment City of Carlsbad, CA To understand the existing supply of cultural facilities and programs in the market, we have developed inventories of indoor and outdoor performance spaces and meeting and event spaces. All inventories are included as Appendix 0. 4.1 Indoor Performance Facilities We have developed an inventory of indoor performance facilities within the defined market area. To be includ~d on the inventory, a facility must be used four or more times a year for a live, public performing arts event (a church that has a children's choir that sings every Sunday would not be included, for example). The inventory details the programs, features and amenities of the various facilities. Additionally, an overall facility rating has been assigned based on the following eight variables: 1. Facility Condition 2. Staff and Support 3. Theatrical Functionality 4. Acoustics 5. Customer Amenities 6. User Amenities 7. Atmosphere + Character 8. Suitability for Users Variables are rated on a weig~ted scale of 1 to 4, with 4 being the best possible score. The 'facility condition' and 'staff and support' categories carry the most weight. The exercise is somewhat subjective, but provides a good basis for comparing one facility to another. A glossary of terms and a detailed description of each facility rating variable can be found in Appendix 0. There are 23 facilities with capacities ranging from 80-to 1,200-seats within Carlsbad and an additional 25 facilities within the 20-mile radius, ranging in capacity from 98-to 1,523-seats. These facilities range from churches and library program rooms to theaters at MiraCosta College and Escondido's California Center for the Arts. All are shown in the map on the following page, Figure 12. Most local facilities have low quality ratings. In part, this is because most facilities are either intended for other uses (a church service, for example) or are older facilities that require physical improvements. This is the case at New Village Arts, for instance, which is currently exploring opportunities to improve their facility. Twenty-one of the inventoried local facilities have capacities of 600-seats or fewer, with only two facilities with a capacity of 400-to 600-seats. There are no purpose-built performance spaces between 300-to 600-seats, only high schools and religious spaces can accommodate audiences of this size. These education and religious spaces are typically Webb Management Services + WolfBrown Se ptember 20 19 Page 24 Oct. 22, 2019 Item #6 Page 29 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA New Village Arts Theatre-a 99-seat, city-owned building, the theatre is located in The Village area of Carlsbad. In addition to the theatre space, the nonprofit operator, New Village Arts, Inc., manages working artist studio spaces that are open to the public. Named The Foundry, approximately 14 artists currently rent the artist studio spaces. As a self-producing theatre company with a full season of performances, the theatre is not rented out for outside performances or touring productions. Occasionally, community events are hosted in the theatre when available. St. Michael's by the Sea-Used as the primary venue for the Carlsbad Music Festival each year, the St. Michael's campus includes a 200-seat sanctuary space, a 135-seat parish hall and an 80-seat chapel. With limited lighting and sound equipment permanently installed, the music festival is required to outfit the space whenever an event is hosted. Besides the music festival, the facilities are infrequently used for cultural events, but church administrators are interested in inviting additional cultural groups to use the space as a way to fulfill their mission. Museum of Making Music Multipurpose Room -an inti mate room for performances presented by the museum, the 150-seat venue has one of the most diverse set of presentations in Carlsbad. On any given night, classical, blues, zydeco, rock or folk music is played. Frequently, family programming is presented too. Webb Management Services+ WolfBrown September 2019 Page 27 Oct. 22, 2019 Item #6 Page 32 of 120 4.2 Outdoor Performance Facilities Cultural Facilities Needs Assessment City of Carlsbad, CA We have also developed an inventory of outdoor performance facilities that are used for arts programming. Instead of considering the larger 20-mile radius, this inventory focuses on the 10-mile radius surrounding Carlsbad based on conversations with residents, city officials and local arts organizations. The 10-mile radius allows us to focus on the outdoor sites in Carlsbad , Escondido, Oceanside, Vista and Encinitas (note, facilities that fall just outside the 10-mile radius but are part of Escondido's cultural scene are included). Table 4 Outdoor Performing Arts Sites: 10-mile radius around Carlsbad, CA Site Name City Type California Center for the Arts -Great Green Escondido l awn -Temporary Stage -lawn Seating Alga Norte Community Park Carlsbad Park-Temporary Stage -Lawn Seating Poinsettia Community Park Carlsbad Park-Temporary Stage -l awn Seating Stagecoach Community Park Carlsbad Park-Temporary Stage - lawn Seating Calavera Hills Community Park Carlsbad Park - Temporary Stage -l awn Seating Rancho Del Oro Park Oceanside Park - Temporary Stage -Lawn Seating Mance Buchanan Park Oceanside Park-Temporary Stage -l awn Seating Junior Seau Oceanside Pier Amphitheatre Oceanside Amphitheater-Permanent Stage - Lawn Seating Moonlight Amphitheater Vista Amphitheater -Permanent Stage -Stadium + lawn Seating California Center for the Arts -Lyric Court Escondido lawn -Temporary Stage - Lawn Seating St. Michael's by the Sea Episcopal Church -Lawn Carlsbad Lawn -Temporary Stage -Lawn Seating Leo Carillo Ranch Carlsbad Park -Temporary Screen - Lawn Seating Aviara Park Amphitheater (In-Development) Carlsbad Park -Permanent Stage - lawn Seating The Flower Fields at Carlsbad Ranch Carlsbad Park -Temporary Stage -lawn Seating Events Music Concerts, Civic Events, Private Events TG IF Concerts in the Park, Family Open Studios workshops TG IF Concerts in the Park, Family Open Studios workshops TGIF Concerts in the Park, Family Open Studios workshops TG IF Concerts in the Park, Family Open Studios workshops Concerts in the Park, Movies in the Pa rk Concerts in the Park, Movies in the Park Supergi rl Pro Festival, Movies in the Amphitheater, Graduation/ Civic Events Produced Theater, Presented Music Concerts, Film Music Concerts, Independence Day Celebration, Civic Events, Private Events Carlsbad Music Festival Leo Carrillo Film Festival, Holiday at the Rancho, Day of the Dead In-Development Music Concerts, Arts+ Craft Vendors, Basket Weaving, Food Truck, Wine Tasting, Visual Art Workshop, Yoga In total, there are 14 sites that currently host cultural events in the market area. Of those, only two are in permanent amphitheater spaces, the Junior Seau Oceanside Pier Amphitheatre and Moonlight Amphitheater in Vista. Each of the sites in Carlsbad are community spaces, such as the parks, Leo Webb Management Services + WolfBrown September 2019 Page 28 Capacity 10,000 4,000 4,000 3,000 3,000 3,000 3,000 2,500 2,000 500 350 300 200 50 Oct. 22, 2019 Item #6 Page 33 of 120 Cultura l Facilities Needs Assessment City of Carlsbad, CA The community event spaces tend to have limited features and attributes, often times only providing Wi-Fi and occasionally a projector or sound equipment. The hotels and resorts are the most attribute- rich, providing renters with a wide array of technology and equipment to use. Across all meeting and event facilities, less than 50 percent have an available warming kitchen and less than 20 percent have an available commercial kitchen. 4.5 Existing Facilities Conclusions This research allows us to make the following conclusions about the opportunity for new cultural facilities in Carlsbad: • Local and regional indoor performance facilities are primarily used for producing performing arts and academic/educational programming. They are also rented by outside cultural organizations, schools/colleges and private entities. Few indoor facilities, particularly in Carlsbad, present activity. Amongst those that do, music is the most commonly presented activity type, suggesting opportunities for alternative forms of presented entertainment (theatre, dance, film, family shows, comedy, a lecture series and so on). • Most of the inventoried indoor facilities have capacities between 100 and 400, medium quality ratings and low to no availability. This suggests that there are gaps for a high-quality performance facility in the market. This is particularly true in Carlsbad, where none of the facilities have a quality rating above 2.6, nearly every facility has low or medium availability and 10 of the 23 inventoried facilities are affiliated with a religious organization, school or university. • Outdoor performance facilities are activated through community events and presented music (typically headlining and popular music acts). They cover a range of capacities but tend to lack the permanent equipment and backline features required to make them ideal sites for cultural programming. In addition, the inventory highlights that all of the outdoor sites in Carlsbad are temporary locations in parks. This suggests an opportunity for a high-quality, outdoor venue that can be used throughout the year for performances and events. • The artist studio space inventory reveals a lack of available studio spaces for artists to create in the market area. The Foundry has 16 studio spaces, but anecdotally, artists and community members expressed a desire for more access to studio space and specialized equipment, such as spaces to accommodate woodworking, ceramics and fiber arts. Over the past few years, these types of spaces have closed despite the continued demand and interest from artists in the community. • The meetings and events facility inventory suggest that most meeting and event facilities in Carlsbad belong to hotels and resorts and range in capacity from 30 tci 1,700 people for a reception. Community and Meeting/Event facilities tend to be smaller in size than hotel spaces. They also vary more in the number of attributes they offer. City staff suggested that meeting and event space within the civic buildings is hard to come by, often times leading groups to scramble to find a decent-sized room to hold a meeting or conference. Webb Management Services+ Wo lfBrown September 2019 Page 31 Oct. 22, 2019 Item #6 Page 36 of 120 Table 6 5. User Demand Cultura l Facilities Needs Assessment City of Carlsbad, CA Understanding the nature of demand for performing and visual arts facilities is an important part of assessing feasibility. This chapter will identify the needs of possible facility users and assess a facility's potential to attract touring artists to Carlsbad facilities. 5.1 Performance Space Demand Over the course of our assessment we had the opportunity to speak with several local groups. The following table summarizes each organization's demand for space and the desired capacity of the performance space. Organization Desired Capacity Current Performance Venue{s) Annual Performances Carlsbad Dance Center 1600 Carlsbad Unified School District 550 Carlsbad Performing Arts Academy 500 City of Carlsbad Cultural Arts Office 450 MiraCosta College Performing Arts 400 PGK Dance Project 375 Carlsbad Community Theatre 370 City of Carlsbad Cultural Arts Office 250 Carlsbad Music Festival 250 Litvak Dance 175 North Coast Symphony 175 Pacific Ridge.School 150 Hands of Peace 125 Webb Management Services+ WolfBrown Escondido Center for the Arts; Carlsbad HS, La Costa Canyon High School gyms AVO; Carlsbad HS; Star Theatre Schulman; Sites throughout Carlsbad M iraCosta College Performing Arts Facilities San Diego Carlsbad High School Schulman; Sites throughout Carlsbad St. Michaels; Army+ Navy Chapel Schulman; San Dieguito Academy; Torrey Pines HS; Wagner Building at UCSD Encinitas Library Community Center; Sea Coast Comm Church; San Dieguito UMC; Greek Orthodox Church Other HS; Schulman; AVO Playhouse; Exhibit at COAL New Village Arts; Mural Museum; Exhibit at La Costa Canyon and Temple Solel 4 6 12 60 5 4 24 119 6 5 10 27 4 TOTAL 286 September 2019 Page 32 Oct. 22, 2019 Item #6 Page 37 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA In total, there are 286 days of demand for performance space in the market. The two organizations with the greatest demand are the City of Car.lsbad Cultural Arts Office and the Pacific Ridge School, which does not have a performance space as part of their school. The annual performance demand estimates should be considered conservative as the number of event days for touring artists to perform have not been accounted for. Furthermore, the City of Carlsbad Cultural Arts Office anticipates increasing their programming overtime with the addition of new performance spaces. When you consider the demand for space based on the size of the facility, there is demand for 46 performance days in a 50-199 seat venue, 153 days in a 200-399 seat space and 83 days of use for a 400-599 seat venue (see table 7). In addition to Pacific Ridge School's 27 performance days, they expressed a need for 21 tech days on the stage. Table 7 Performance Day Demand 50 -199 seats 200 -399 seats 400 -599 seats 600+ seats 5.2 Rehearsal+ Support Space Demand by capacity 46 153 83 4 When conversing with local arts groups, the lack of rehearsal and administrative space in Carlsbad frequently came up. Four key stakeholder groups summarized their need for rehearsal space the following ways: • North Coast Symphony Orchestra -the symphony struggles to access affordable rehearsal space because of its lack of college affiliation (it was previously associated with MiraCosta College for 30-years). The orchestra regularly meets on Tuesday evenings at the Seacoast Community Church in Encinitas. • Carlsbad Performing Arts Academy-the dance, theatre and music academy expressed a clear need for two rehearsal spaces to accommodate the 400 students that utilize the Academy's warehouse rehearsal space. Classes at the academy take place six days a week, starting at 9 in the morning and continuing until 9:30pm. • City of Carlsbad Cultural Arts Office -current Cultural Arts support spaces have limitations, as noted in Chapter 4's review of existing facilities. These limitations have prevented the Office from expanding program offerings and addressing the demand for adult visual and performing art classes. Webb Management Services+ WolfBrown September 2019 Page 33 Oct. 22, 2019 Item #6 Page 38 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA • Carlsbad Unified School District -while the school has the necessary facilities for classes and rehearsals, there is a need for a larger meeting space to host district wide forums. A rehearsal or flexible performance space would be regularly used by District officials to host these gatherings. • Carlsbad Community Theatre+ Christian Youth Theater -both theater companies expressed a desire to have a formal rehearsal space to gather. Currently the Community Theatre meets at the Women's Club and the Christian Youth Theater relies on high school facilities. 5.3 Visual Arts Studio Space Demand The North County region around Carlsbad has recently seen a number of artist studio and industrial art program spaces close. University of California, San Diego previously had an industrial arts program, featuring metalwork, glassblowing and kilns, but closed nearly five years ago. Similarly, Palomar College closed the ceramics program at their school. While these spaces have closed over the past few years, the demand for these spaces has not waned. Artists repeatedly expressed a desire to have wet and dry classrooms to create and equipment to craft ceramics, fiber arts and woodworking. The pending development of the Barrio Glassworks in the Village is seen by artists and members of the city as a potential catalyst for future studio space investments. Members of the Arts Commission and the city are interested in exploring industrial arts residency programs and ways to support the industrial artist community in Carlsbad. 5.4 Meeting+ Event Space Demand City officials repeatedly indicated a need for meeting and event space. The current availability of civic and library spaces is not sufficient for their day-to-day needs and the City Council currently does not have an adequate space to host larger city council meetings. Any new cultural facility in the community should include civic meeting spaces that can be utilized throughout the day by local officials. A flexible performance space can also function as the City Council chamber. Utilizing a performance space as a City Council chamber emerged from several interviews and has been successfully implemented in similar communities. Secondly, a need for affordable meeting space for community groups was expressed. The cost to access the hotel and resort meeting space is not feasible for many groups, requiring them to use meeting spaces in Carlsbad community centers. These spaces have limited features and amenities and are often very busy. This type of demand would often occur during 'business hours' and activate the space when arts organizations are not meeting. 5.5 Conclusions This analysis suggests that there is demand for a performance and visual art space in Carlsbad, based on the following: We bb Management Services+ WolfBrown September 2019 Page 34 Oct. 22, 2019 Item #6 Page 39 of 120 Cultural Fac ilities Needs Assess ment City of Carlsbad, CA • Twelve organizations have expressed interest in utilizing a new performing arts facility in Carlsbad. Most of these organizations have demand for space that can accommodate music or dance, although there is demand for a smaller theater space as well. Important facility features include rehearsal space, a flexible seating arrangement, sufficient back-of-house support spaces, a catering kitchen and lobby/box office space. • In total, users have 307 days of demand for performance space: 286 days for performances, 21 days for rehearsals/tech. Of that demand, 46 performance days in a 50-199 seat venue, 153 days in a 200-399 seat space and 83 days of use for a 400-599 seat venue. • The local performing arts groups and school district expressed a need for rehearsal and gathering space. With some organizations meeting daily, these rehearsal and support spaces are expected to be used over 200 days a year. • Anecdotal research suggests that there is strong demand for industrial arts and artist studio space in Carlsbad. With the pending introduction of Barrio Glassworks to The Village, there is a strong sense that additional art spaces could strengthen the visual arts community in Carlsbad. Webb Management Services + WolfB rown September 201 9 Page 35 Oct. 22, 2019 Item #6 Page 40 of 120 6. Benefits+ Impacts Cultural Facilities Needs Assessment City of Carlsbad, CA Investing in arts and entertainment facilities can have significant impacts on, and bring positive benefits to, a community. Let's consider these first in terms of City planning efforts and then by relating what we heard and learned in the community. A detailed review of relevant City planning documents can be found in Appendix E. Table 8 City Planning Document Goals + Strategies Relevance of Cultural Facilities Hundreds of open-ended A performing arts venue online community survey enables residents to attend responses provide feedback to performances within the city of Arts + Culture Master Plan indicating a strong desire for Carlsbad, rather than in cultural "gathering spaces" neighboring cities with existing and performing arts venues venues, creating economic that make it easy for people to impacts as well as other social experience the arts. and community benefits. Working Paper 4, Section 3.4 - states that t he General Plan Update "presents an New cultural venues are opportunity for the city to recognized as an important encourage the development of community asset; however, new cultural art venues in the eastern and southern portions they tend to be sited in the city's northwestern quadrant of the city to provide balanced which is not conducive to opportunities for the entire citywide use and accessibility. Envision Carlsbad General Plan community to appreciate, Update learn, perform and enjoy cultural arts. Arts, History, Culture and Dedicated cultural venues can Education Goal-7-G.3: provide not only places for Integrate the arts, public art and art education as a vital presentation of performing or aspect of community life, with visual arts but also contain additional areas for public a wide range of facilities and public programs designed to gathering and social connections, mu ltigenerational engage the city's diverse participation in cultural audiences as active participants and patrons. activities. Webb Management Services+ WolfBrown September 201 9 Page 36 Oct. 22, 2019 Item #6 Page 41 of 120 City Planning Document Goals + Strategies Economy, Business Diversity and Tourism Goal -8.P.5: Encourage increased year- round tourism through such means as working with the Envision Carlsbad General Plan Carlsbad Tourism Business Update (Cont.) Improvement District to help market Carlsbad as a complete multi-day, year-round destination and by working with other organizations to ·promote and develop Carlsbad as an ecotourism destination. The plan describes two "Big Ideas" based on community program priorities and the Parks & Recreation philosophy that "programs Department Master Plan determine facility design." 1/ Multiuse, Multigenerational Community Recreation Center 2/ Outdoor Adventure Park. 1.5.4 Placemaking -activate the Village by promoting Carlsbad Village & Barrio placemaking strategies that Master Plan support arts and culture, including visual, musical and theatrical arts and other public performances. Cultural Facilities Needs Assessment City of Carlsbad, CA Relevance of Cultural Facilities A venue that supports year- round arts programming can be a draw for cultural tourists and encourage longer stays with music, dance, theatre, film and visual arts festivals or other multi-day events -particularly in slower months. The two feasibility studies for Parks and Recreation facilities document issues with the available space for new venues and the role that parking and population density can play in determining siting and feasibility. The siting of an arts center or other mixed-use cultural venue in the Village and Barrio area aligns with the goals and strategies of the Master Plan as well as other Plans reviewed as part of this literature scan. Interviewees suggested that a performing and visual arts facility in Carlsbad could benefit the community in the following ways: • It would create sense of place. Facilities could create a sense of place, contributing to the community's overall identity and seizing on the opportunity to host more outdoor events. • It would diversify tourism and the economy. Recent tourism reports indicate that amusement parks and the beach are the primary activities tourists seek out in Carlsbad. Multiple interviewees view performing and visual arts facilities as an opportunity to bring diversity to Carlsbad tourism and the economy. • It would keep money in the community. Now, when a Carlsbad arts organization like the Community Theatre or Performing Arts Academy wants to have a performance, it has to go outside of the community to find a space. That means that rental fees are being paid to vendors beyond the borders of the city. It also means that potential audiences are leaving the city to partake in arts, culture and entertainment. Webb Management Services+ WolfBrown September 2019 Page 37 Oct. 22, 2019 Item #6 Page 42 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA 7. Conclus ions + Recomme ndations This research suggests that there is an opportunity to develop cultural facilities in Carlsbad based on the following: • The Market: High levels of educational attainment and household income in Carlsbad and its 20-mile radius indicate a strong likelihood to support traditional performing arts (ballet, theatre, opera, symphonic music etc.). At the same time, the regional and tourist population is ethnically diverse, suggesting programming should be inclusive, with varying formats. This can include programming by local arts groups, partnering with local and regional ethnic associations and presenting touring groups that have representation from minority cohorts. Based on tourism statistics from the San Diego Tourism Authority, tourism to Carlsbad is growing. These individuals are primarily attracted to the beach and amusement parks, but are willing to spend over $45 on recreational activities. Plans to bolster arts and culture activity in Carlsbad should consider how to attract visitors, targeting an increase in visitor cultural participation from 3 percent in 2017. • ExistingFacilities:The facility inventories suggest that there are a few gaps in the market that new cultural facilities could fill. First, there is an opportunity for a high-quality, flexible indoor performance facility with 400-to 600-seats that can double as a City Council Chamber. This is particularly true in Carlsbad, where none of the facilities have a quality rating above 2.6, nearly every facility has low or medium availability and 10 of the 23 inventoried facilities are affiliated with a religious organization, school or university. Then, there is an opportunity for a high-quality outdoor space, specifically a space that has the back-end features and amenities to support festivals, performances and events and can serve as a park when not in use. Next, there is an opportunity for a unique industrial art space and artist studio space, possibly leveraging partnerships with a local university or the soon to open Barrio Glassworks. Finally, there is a need for community meeting and event space for use/rental by city officials, local businesses and residents. The city currently has a number of meeting and event facilities, but the majority of them are within hotels and used for corporate functions, conferences and events. • User Demand: An analysis of user demand suggests that a performing arts facility in Carlsbad could be activated by a combination of rentals by local and regional arts groups and a mix of touring programs such as classical and contemporary music, comedy and speakers. In sum, 13 users have expressed a need for 307 performance days: 286 days for performances, 21 days for rehearsals/tech .. Of that demand, 46 performance days in a 50-199 seat venue, 153 days in a 200-399 seat space and 83 days of use for a 400-599 seat venue. The ideal facility would have rehearsal space, a flexible seating arrangement, sufficient back- of-house support spaces, a catering kitchen and lobby/box office space. The local performing arts groups and other organizations expressed a need for rehearsal and gathering space. With Webb Management Services + WolfBrown September 2019 Page 38 Oct. 22, 2019 Item #6 Page 43 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA some organizations meeting daily, these rehearsal and support spaces are expected to be used over 200 days a year. City representatives noted a demand for meeting and event space as well as a space for larger City Council gatherings. This type of demand would often occur during 'business hours' and activate the space when arts organizations are not meeting. • Benefits+ Impacts: Numerous city planning documents and the community input speaks to a desire for cultural facilities in the community. Dating back to the 1990 Cultural Plan, new performing and visual art facilities are seen as an important priority for the city and its residents. Dedicated cultural venues can provide not only places for presentation of performing or visual arts but also contain additional areas for public gathering and social connections, and multigenerational participation in cultural activities. Furthermore, new performance spaces will ensure Carlsbad arts organizations and their audiences remain in Carlsbad, while potentially attracting additional arts organizations from San Diego County and enhancing the experience of visitors to the area. Recommendations Based on the previous conclusions, we recommend the following for the City of Carlsbad. 1/Developa400-to 600-seatf/exibleperformancespace. This should be a high-quality, state-of- the-art facility for the Carlsbad community. It should feature a 400-to 600-seat flex venue that can accommodate local music, dance and theatre organizations, some touring entertainment, festivals such as the Carlsbad Music Festival and civic functions. The flexibility of the space will allow for City of Carlsbad gatherings, townhalls and City Council chamber sessions. Additional functionality should accommodate meeting and event functions, forums and nonprofit galas and fund raising events. The size of the building to accommodate these spaces could be in the range of 30,000 to 40,000 gross square feet. As much of this space would need to be on the ground floor, the footprint for the building could be 18,000 to 23,000 square feet, which is between .4 and .55 acres. Parking would also be required nearby. A 500-seat theater might require 350 spaces, which is based on one space for each 1.5 attenders, plus some staff parking. If there are 200 parking spaces per acre, that suggests 1. 75 acres of single-level parking. That requirement is reduced if structured parking on multiple levels is possible. Example: Lake Forest Civic Center I Lake Forest, CA The City of Lake Forest (population 85,000) is currently constructing the Lake Forest Civic Center, a 12.4 acre complex that will include a Performing Arts Hall & City Council Chambers, City Hall and Policing Center, Community & Conference Center and Senior Center. Completion of the project is anticipated for Fall 2019. The Performing Arts Hall will include a 200-seat theater equipped with state-of-the-art audio-visual and acoustic capabilities, a 1,509 sq.ft stage, a 411 sq.ft dressing room with 6 Webb Manage ment Services+ WolfBrown Sept ember 2019 Page 39 Oct. 22, 2019 Item #6 Page 44 of 120 Cu ltural Facilities Needs Assessment City of Carlsbad, CA dressing stations, a ticket booth and a lobby area that will accommodate up to 34 guests. In addition to serving as the official site for City Council and Commission meetings, the Hall will be available for rent for plays, musicals, pageants, awards ceremonies, graduations and more. A parking deck that will accommodate over 300 vehicles, including electrically- powered vehicles, is also a part of the city's plans. The Community & Conference Center will serve as the city's flexible meeting space open to the public. Residents wil.l enjoy five conference rooms, three multipurpose rooms and the ability to create one large multipurpose room of 7,853 sq.ft by combining all three multipurpose rooms. The rooms will be available for rent for luncheons, ceremonies, weddings, seminars, classes and more, with a maximum capacity of 1,124 in the largest room. The facility will boast flat panel monitors, projectors and projector screens throughout, a catering kitchen and central fireplace. Several of the rentable spaces will hav.e direct access to an outdoor courtyard. Lastly, the new Civic Center will include a senior center, The Clubhouse, which will incorporate existing senior activities such as BINGO & Free Hot Lunch Program, Bowling League, Golf Days, Movie Days and more. The 23,000 sq.ft facility will include a kitchen, game room, outdoor patio and multi-purpose rooms. The total estimated project cost for the Civic Center is $73 million. This project is relevant to Carlsbad by virtue of the combination of cultural and civic facilities. Example:Tarpon Arts Performing Arts Center I Tarpon Springs, FL The Tarpon Arts Performing Arts Center is nestled inside the City Hall of Tarpon Springs (population 25,000), 15 miles north of Clearwater, Florida. The Center is operated by the City of Tarpon Springs' Department of Cultural Services/Division of Arts & Historical Resources, whose mission is "to present stimulating, engaging and educational performances, workshops, festivals, concerts and visual arts that celebrate the unique heritage and culture of Tarpon Springs and the State of Florida, while bringing nationally-acclaimed artists to the community in an effort to establish Tarpon Springs as a dynamic cultural destination." The beaux arts-style building was originally constructed in 1925 to serve as a schoolhouse. In 1987, the City ofTarpon Springs restored the building, moved City Hall's offices and created a 300-seat theater. While the 39,000 sq. ft. Center is known for its small-town charm and listing on the National Register of Historic Places, it is fully equipped with quality acoustics. Broadway musicals, opera, plays and musical concerts are presented all year round. The Center relies heavily on volunteers to serve key roles in Front of House. Parking is free at the Center, with spaces on all sides of City Hall. Webb Management Services+ WolfBrown September 2019 Page 40 Oct. 22, 2019 Item #6 Page 45 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA A short 10-minute walk from the Center is the Cultural Center, which sits inside of Tarpon Springs' original City Hall that was built in 1915. When City officials decided to move, plans were made to convert the original City Hall into a cultural center with an 85-seat theater. The Cultural Center hosts community theater productions and other community events throughout the year. It also relies on volunteers to staff shows and special events. This is another example of a City project that combines cultural and civic facilities. 2//ncludeRehearsal, Program, and Teaching Spaces. The need for support spaces to complement the performance space is equally as important. With many local arts organizations relying on churches and high schools to rehearse, there is a lack of consistency and access to the necessary rehearsal, teaching or program space. These spaces should also be available to rent for meeting and events, city staff meetings and private events. Included in the spaces should be features for dance (i.e. mirrors, sprung floor and barres), music (i.e. quality acoustics and a piano) and theatre (i.e. audio/visual equipment). Finally, the facility should have a commercial kitchen. This space should be available for rent by the community. It should have flexible catering policies and be designed with the diversity of Carlsbad and the surrounding region in mind. For example, the kitchen should be equipped with the essential appliances to prepare Latin American or Asian cuisine. This additional recommendation might add another 5,000 to 10,000 gross square feet, most likely all on one level. And there would be an additional parking requirement of some 50 spaces. That suggests a total area of up to .5 acres for this component. Example:Center for the Arts I Jackson, WY The Jackson Hole (population 10,000) Center for the Arts serves as a community gathering place and home for twenty resident arts organizations. Built in 2007, the Center partners with local higher education institutions and a variety of artists from all disciplines to create a vibrant, creative environment. Located at the heart of the Grand Tetons resort town, the Center includes six visual arts studios, four dance studios, five classrooms, twenty-two offices for administrative purposes and a 525-seat theatre. Each resident organization has a tenant rental agreement with the Center's administration that ranges from 1 to 5 years. The 76,000 sq.ft Center is owned by the city and operated by a nonprofit. The Center's staff is responsible for managing the facility and its residents, in addition to presenting a number of live events each year. The theatre hosts 175 annual performances for the Center's Presenter Series and resident organizations' performances. The Center engages with the broader community through partnerships with local hospitals and regional groups that aim to bolster the arts through civic engagement. Webb Management Se rvices+ WolfBrown September 2019 Page 41 Oct. 22, 2019 Item #6 Page 46 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA Relative to Carlsbad, this is a good example of a full set of rehearsal, teaching, program and meeting facilities coming with a 500-seat theater. Example: Mosesian Center for the Arts I Watertown, MA The Dorothy and Charles Mosesian Center for the Arts (formerly the Arsenal Center for the Arts) is a multi-disciplinary community arts center located in Watertown, Massachusetts (population 36,000). Once a US Army arsenal, the 30,000 sq . ft. venue is now home to a 339-seat theater, a 100-seat Black Box theater, exhibition galleries, 2 rehearsal halls, classrooms and resident artist studios. In addition to touring productions, the Center presents its own programming through the work of the award- winning, Watertown Children's Theatre, as well as their resident, professional theatre company, New Repertory Theatre. The Center has a robust education program that offers affordable arts exploration classes for children, teens and adults. Over 50 instructors offer their expertise in ceramics, printmaking, mixed media, painting, musical theater, dance, literary arts and more. The MainStage Theater, Black Box Theater, Rehearsal Hall and Mezzanine Classroom are all available for rent. The theaters are equipped with theatrical sound and lighting. The rehearsal hall is equipped with a sprung dance floor. Here again we see an example of a performance space combined with a good set of rehearsal and support facilities covering 30,000 square feet. 3/Createan Outdoor Performance +Event Space. A space such as this should stand out from the other parks and outdoor spaces in the market. Namely, it should have the infrastructure, including electrical and water supply, to support major events and festivals, recreation spaces to attract residents and tourists alike, and minimal permanent structures so the venue can revert back to a pastoral park when not in use. With the necessary infrastructure to host festivals and events, the city and community groups can regularly use the space for weekly concert series, movies in t he park and other cultural events wit hout having to transport and set-up stages, sound equipment and screens. Given the scale of the project and its potential impact on a North County area, a regional partnership for t his venue might make sense. Note that we would suggest more of a plaza than an amphitheater, meaning a flat expanse with a stage and support area at one end. The area required for such a performance and event space is flexible, and depends very much on the site and what is developed around it. At the more modest end of the scale, we might imagine a one- acre plaza with a raised stage at one end . This might accommodate 3,000 people standing or seated. For that capacity, there could be the need for another 2,000 parking spaces and thus 10 acres of Webb Management Services + WolfBrown September 201 9 Page 42 Oct. 22, 2019 Item #6 Page 47 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA surface parking. Certainly that level of demand, if also responding to other parking needs, would help to justify structured parking. Example:Celebration Square I Mississauga, ON The 2011 opening of Celebration Square in Mississauga (population 828,000) was the result of extensive community engagement to envision how to activate downtown and develop a stronger sense of place and community in the city. With the help of the Project for Public Spaces, the city developed the vision for Celebration Square. The 280,000 sq.ft space is operated by the city as an outdoor community center with a range of programming and events, from farmers' markets to Canada Day celebrations to performances and festivals. The 6.6-acre site is located between the Central Library and the Civic Hall and features gardens, a water feature that turns into an ice rink in the winter, a permanent fully equipped main stage for large-scale performances and a smaller amphitheater that seats 300. The square hosts more than 100 free events and attracts more than 500,000 visitors to downtown each year. All events at Celebration Square are free and open to the public. Professional organizations and not-for-profit community groups can submit an application to book the various facilities in the Square. This is an excellent and relevant model for Carlsbad as a civic plaza that is also very active as a cultural and entertainment venue. Example:Addison Circle Park I Addison, TX Completed in 2003 at a cost of $7.5 million, Addison (population 15,000) Circle Park is a landmark in the new community in the Dallas suburbs. Maintained by the City's Parks Department, the Park addressed the need for outdoor space that would also serve as a downtown civic center. Town administrators posed a challenging planning and design problem: to create an inspiring and beautiful 10-acre park ideal for the community's everyday use, that then transforms into a civic gathering space for festivals of over 100,000 people. Designers focused on shaping spaces and the land to create good sightlines for outdoor performances, to organize ticket-holders and to allow for the placement of tents for events, food and beverage vendors. They worked to create an infrastructure, including electrical and Webb Management Services+ WolfBrown September 2019 Page 43 Oct. 22, 2019 Item #6 Page 48 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA equipped with three large gas kilns firing at Cone 10, two low-fire electric kilns firing at Cone 06 and a Raku kiln. More than a dozen wheels line the perimeter of the studio along with two slab rollers, a spray booth and damp room. The Jewelry Studio is equipped with jewelry casting and fabricating equipment including casting centrifuge, burnout ovens, torches, hydraulic press, polishing and finishing machines. The program is primarily staffed with volunteers who have significant experience and knowledge in the program's offerings. The Center has a tiered membership program that provides discounts on classes and programs, as well as member's only discounts at the Art Center Store. Admission and parking are free to the public. For our purposes, this is a good example of a successful and very busy industrial arts space. Example: Artworks Loveland I Loveland, CO Artworks Loveland (population 77,000) is a nonprofit contemporary art center and the largest studio artist community in Northern Colorado. Dedicated to advancing contemporary art by offering artists an environment that fosters artistic growth, collaboration and expression, Artworks is more than an art gallery. Known for their exhibition space, workspace and artist-in-residency programs, Artworks 20,000 sq.ft is comprised of thirty artist studios and two galleries. Artists are afforded 24/7 access and workspaces that are tailored to suit their needs: high ceilings, natural light, raw concrete flooring and high speed internet. Affordable studio memberships ensure that the community is inclusive of both emerging talent and established artists, and include access to art books and publications, computer workstations and printers, photo equipment and darkroom studios. Studio membership also provides artists with a platform to promote their work. Currently, the facility's website features over 20 artists whose specialties include performance and video art, printmaking, sculpture, jewelry making and more. The Artworks Loveland Contemporary Art Gallery is available for event rental, offering guests two adjoining gallery spaces that can accommodate up to 100 guests. Full-service packages and a la carte options are available for receptions, cocktail parties, artist presentations and other intimate gatherings. Loveland is interesting to us as a part of a larger strategy to make Loveland known internationally as a home for industrial. Webb Management Services+ WolfBrown September 2019 Page 45 Oct. 22, 2019 Item #6 Page 50 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA Example: GoggleWorks Center for the Arts I Reading, PA GoggleWorks Center for the Arts is housed within the buildings of the former Wilson+ Co. factory campus, the country's first manufacturer of optical lenses in Reading PA (population 88,000). In 2005, three years after the factory closed, the campus was transformed into GoggleWorks, "a place to develop skills, ask questions, experiment freely and investigate the human spirit." The Center's 145,000 sq.ft is comprised of three galleries, meeting rooms, multiple working studios, four event studios, a 130-seat, operating movie theater and a bistro with a performance stage. A wide array of programming is offered in ceramics, drawing and painting, hot and warm glass, metalsmithing, photography and printmaking. Special programs include art history lectures and workshops, summer camps that combine art and the outdoors, virtual reality camp and more. Programs are offered in a variety of formats, including group visits, private sessions and after school. A summer fellowship is offered to area high school students who are interested in pursuing higher education or professional careers in the visual arts. Artists enjoy the Center's numerous artist studios where they can create, display and sell work. Artists undergo an application process to be featured in one of the artist studios and exchange volunteer service for highly subsidized rental rates. The Center's film theatre, gallery, meeting rooms and studios are available for rent. The largest studio space can accommodate up to 275 people and has access to an adjacent warming kitchen. This is an excellent example of a full set of industrial arts facilities and programs completed as an adaptive re-use project. · 5/The Co-location of Spaces: Finally, we would make the point that several of these recommendations could reasonably be combined and/or co-located. In the case of the industrial arts spaces, these might best be located in Carlsbad Village as a part of an effort to highlight this as an arts district or art-making area through the careful rehabilitation of existing structures. But for our other three recommendations of the theater, rehearsal/teaching/meeting spaces, and the plaza, we could certainly imagine these pieces developed at one location. And we would also advocate for the development of these spaces as a part of the larger City Hall redevelopment plan. We would point to the following advantages of such a combined project: • A central plaza would be a unifying element for the larger project. • Parking needs could be more efficiently satisfied with a combination of day-time and evening uses. Webb Management Services+ WolfBrown September 2019 Page 46 Oct. 22, 2019 Item #6 Page 51 of 120 Cultural Facilities Needs Assessment City of Carlsbad, CA • The main theater could be adapted to serve as a council chamber for City Hall (as is the case with the Tarpon Spring example on page 40). • The theater, rehearsal and teaching spaces could also be used for various City meetings and events. • All of these spaces could be operated and maintained jointly to minimize costs to the City. Webb Management Services+ WolfBrown September 2019 Page 47 Oct. 22, 2019 Item #6 Page 52 of 120 appendix a: study participants Oct. 22, 2019 Item #6 Page 54 of 120 Study Participants Arts Commissioners Laurenn Barker -Chair Michaela Chamberlain Emma Jadhav Joan M arkovits Tina Schmidt Bryan Snyder -Vice Chair Scot White City of Carlsbad Staff Diane Bednarski- Deputy Library Director Scott Chadwich-City Manager Laurette Garner -Community Arts Coordinator Megan Gilby-Community Arts Coordinator Paz Gomez -Deputy City Manager David Graham -Chief Innovation Officer Claudia Huerta -Senior Program Manager Curtis Jackson -Real Estate Manager Kyle Lancaster-Parks & Recreation Director Karen McGuire-Gallery Curator Jessica Padilla-Bowen -Community Relations Manager Heather Pizzuto- Library & Cultural Arts Director Kristina Ray-Communications Director Sandra Riggins-Senior Office Specialist Richard Shultz -Cultural Arts Manager Viktor Sjoberg -Principle Librarian Craddock Stropes -Management Analyst Public Works City Council Priya Bhat-Patel -Mayor Pro Tern Keith Blackburn Matt Hall -Mayor Barbara Hamilton Cori Schumacher Friends of the Arts Aaron Alter Amanda Ecoff Historic Preservation Commission Chad Majer-Chair Library Board of Trustees Beth H ulsart Parks & Recreation Commission Ron Withall Oct. 22, 2019 Item #6 Page 55 of 120 Organizations Sara Blodgett -Carlsbad Performing Arts Academy -Managing Director Matt Carney-San Diego Ballet -Producing Director Dr. Ben Churchill -Carlsbad Unified School District -Superintendent Joan Cumming -San Diego Symphony-Vice President Christine Davis-Carlsbad Village Association-Executive Director Steven Dziekonski-Pacific Ridge -Director of Arts Programs David Ellenstein-North Coast Repertory Theatre -Artistic Director Brett Farrow -Architect Jonathan Fehrman -Mira Costa College -Dean of Arts Jim Gilliam -City of Encinitas -Arts Program Administrator Becky Goodman -Carlsbad Music Festival -Managing Director Carolyn Grant -Museµm of Making Music -Managing Director Peter Hoeffner -North Coast Symphony Orchestra Peter Kalivas -The PGK Project, Inc. -Director Shandra Knight -Carlsbad Community Theatre -Vice President Genevieve Keesling -Carlsbad Community Theatre -Board Member Kristianne Kurner -New Village Arts -Executive Artistic Director Diana Kutlow -Hands of Peace -Director of Development John Lash -Carlsbad Community Theatre -President Bob Lin-New Village Arts Board of Directors -President Melba Novoa -Novoa Comunications -Owner Jana Romaine -Carlsbad Dance Centre -Owner Sam Ross -Visit Carlsbad-Executive Director Frank and Linda Ruscetti -Carlsbad Library and Arts Foundation Mark Rudyk -Visit Carlsbad -Director of Marketing & Communications Doran Stambaugh -St. Michael's by-the-Sea Episcopal Church -Rector Sadie Weinberg -Litvak Dance -Owner Oct. 22, 2019 Item #6 Page 56 of 120 appendix b: market data Oct. 22, 2019 Item #6 Page 57 of 120 Pop-Facts® Demographic Trend I Summary Tracie Area: 1/ Carlsbad, CA(city) Pq:uation Hooserdds Families Hoosing Units Qoop Q.Jartern PqJulation Benchmark: US/\ ENVIRONICS ,.., ... " :"' 2CXXl 2010 2019 2024 Census Census Estimate Atject1on 80,854 32,474 21,648 34,755 761 105,328 41,196 28,028 44,485 825 121,137 46,546 31,730 49,907 882 129,109 49,348 33,673 52,767 885 CoP)'rigit © 2019 by Envirmcs Prnlylics (EA). Soorce: ©::lamas, u_c 2019. (https:l/en.envirmcsa-aytics.calEnvisim/Abc:ul/3/2019) Oct. 22, 2019 Item #6 Page 59 of 120 Pop-Facts® Demographic Trend I Percent Change ENVIRONICS .::.•,-y .:-. Trade Area: 1/ Carlsbad, CA(city) PopJlation Coont Change (%) Ha.JSerdd Coont Cha!W (%) Family Coont Cha!W (%) Ha.JSing Unit Coont Cha!W (%) Croup Qmers Pq:x.ilation Crange (%} Benchmark: US'\ 2000-2010 2010-2019 2019-2024 ! %1 ofo1 % 3(12~ 26.86j 29.47i 28.00 8.411 15.01 12, 13.21 12.1 6.91 ~.~sa: 6.1 5.7 0, Cq:Jyrig,t © 2019 by Enviraics Malytics (EA). Soorce: @Claritas, LLC 2019. (l'ttps://e,. e,viraicsaialytics. ca/Env isicn' /lbout/3'2019) Oct. 22, 2019 Item #6 Page 60 of 120 Pop-Facts® DemographicSnapshot I summary ENVIRONICS ,:. ...... < ~,., Trade Area: 1/ Carlsbad, CA(city) Population 20CO Census 2010 Census 2019 Estimate 2024 Prcjection Population Growth Percent Change: 20'.Xl to 2010 Perca1t Change: 2010 to 2019 Perca1t Change: 2019 to 2024 Households 20C0Census 2010 Census 2019 Estimate 2024 Prcjection Household Growth Perca1t Change: 20CO to 2010 Perca1t Change: 2010 to 2019 Perca1t Change: 2019 to 2024 Family Households 20C0Census 2010Census 2019 Estimate 2024 Prcjection Family Household Growth Perca1t Change: 20CO to 2010 Perca1t Change: 2010 to 2019 Percent Change: 2019 to 2024 Benchmark: USA --------------=·•·-=··---·-· .. 80,854 105,328 121,137 129,109 30.27 15.01 6.58 32,474 41,196 46,546 49,348 26.86 12.99 6.02 21,648 28,028 31,730 33,673 29.47 13.21 6.12 0:pyriglt © 2019 Of Enviroics /lralytics (EA). Srurce: OOaritas, LLC 2019. (httr:s://en.envircricsa,aiytics.ca/EnvisicnlAba.Jt/312019) Oct. 22, 2019 Item #6 Page 63 of 120 ' Pop-Facts® Demographic Snapshot I Housing & Households ENVIRONICS ......... ('-.. Trade Area: 1/ Carts bad, CA(city) 2019 Est Households by Household Type Family Hoosehcids NonFamily HaJSehcids 2019 Est. Group Quarters Population 2019 Est. Grup Q..iarters Population 2019 HHs By.Ethnicity, Hispanic/Latino 2019 HHs By Ethnicity, Hispanc/Latiro 2019 Est. Family HH Type by Presence of Own Child. M3rried ~e Family' CW1 chilcren M3rried ~e Family, ro o,,n children l\lele HOJSehcider, o,,n chilcren l\lele HOJSehcider, ro o,,n children Female HOJSehcider, o,,n chldren Female HOJSehcider, ro o,,n children 2019 Est. Households by Household Size 1-Person HaJSehcid 2-Person HaJSehcid 3-Person HaJSehcid 4-Person HaJSehcid 5;Person HaJSehcid 6-Person HaJSehcid 7--0r-mcre-person 2019 Est. Averr,qa HaJSehcid Si2e 2019 Est Households by Number of Vehicles NoVehides 1 Vehicle 2Velides 3 Velicles 4 Velides 5 or more Ve'lides 2019 Est. Averr,qa NuTil:ier ci Vehicles 2019 Est. Occupied Housing Units by Tenure HaJSing Units, ONler-C\ocupied Housing Units, Renter-C\ocupied 2019 Owner 0cc. HUs: A,g. Length of Residence 2019 ONler Ccc. HUs: Avg. Length ci Residence 2019 Renter 0cc. HUs: Atg. length of Residence 2019 Renter Ccc. HUs: Avg. Length of Residence 2019 Est. Owner-Occupied Housing Units by Value Value Less Than $20,WJ Value $20, roJ -$39,999 Value $40,WJ -$59,999 Value $60, roJ -$79,999 Value $00, roJ -$99,999 Value $100,WJ-$149,999 Value $150,WJ -$199,999 Value $200,WJ -$299,999 Value $300,WJ-$399,999 Value $400,WJ-$499,999 Value $500,WJ-$749,999 Value $750,WJ -$999,999 Value $1,WJ,WJ-$1,499,999 Value $1,500,WJ-$1,999,999 Value $2,WJ,WJ or more 2019 Est. rvedian !'JI ON>er-C\ocupied Housing Value Benchmark: USA Total Population: 121,137 I Total Households: 46,546 31,730 14,816 882 4,864 11,984 13,774 888 836 2,377 1,871 10,872 16,087 8,005 7,072 3,010 1,032 468 1,263 13,027 21,586 7,517 2,181 fJl2 30,490 16,056 107 26 32 60 59 96 86 334 965 1,592 7,956 9,397 7,361 1,739 680 68.17 31.83 0.73 10.45 37.77 43.41 280 263 7.49 5.90 23.36 34.56 17.20 15.19 6.47 222 1.01 258 2.71 27.99 46.38 16.15 4.69 200 2.00 65.50 34.49 14.00 5.90 0.35 0.00 0.10 0.20 0.19 0.32 0.28 1.00 3.17 5.22 26.09 30.82 24.14 5.70 2.23 851,928.50 Cq,yrigit ©2019 by Envircrics Malytics (EA). Source: OOaritas, LLC 2019. (https://en.environicsa'laiytics.ca/Envis\on/About/312019) Oct. 22, 2019 Item #6 Page 66 of 120 Pop-Facts® Demographic Snapshot I Education & Occupation ENVIRONICS ... ~ ..... cs Trade Area: 1/ Carlsbad, CA(dty) 2019 Est Employed Civilian Population 16+ by Occupation Classification \MiiteCdlar Blue Cdlar Se!vice ard Farming 2019 Est. Workers lge 16+ by Travel lime to Work Less than 15 Mnutes 15 -29 Mnutes 30 -44 Mnutes 45 -59 Mnutes 00 or more Mnutes 2019 Est. Avg Travel Time to Wak in Mnutes 2019 Est Workers lge 16+ by Transp. to Work 2019 Est. Wakern />ge 16+ by Transp. to Wak Dr<NeAlone CarJxdoo Pul:Jic Transpat Walke:! Bicycle O:her Means Wakoo at Horne 2019 Est Civ. Employed Pop 16+ by Class of Worker 2019 Est. Civ. EmplOfOO A,p 16+ by Class of Waker For-Profit Private Wakern Non-Profit Private Wakern) Local Government Wakern State Government Wakern Fooeral Government Wakern Self-EmµOfOO Wakern Unpaid Farrily Wakern 2019 Est. Civ. Employed Pop 16+ by Occupation Architecture/Ergineering Arts/Design/Entertainment/Sp'.xts/Madia Building/Grunds Cieaning/Mlintenance Business/Financial Cperations Cmmunity/Social Se!vices Computer/Mathematical ConstructiorvExtractim EducatiorvT raining/Utray F81llling/Fishing/Forestry Food PreparatiorvSe!v ing Relate:! Healthcare PractitimerfTechnician Healthcare Suppat I nstallatiorvMlintenance/Repair Legal Uf e/Physical/Sxial Science Management Ofice/Administrative Suppat Production Protective Se!vices Sales/Relate:! Persmal Care/Se!vice TranspatatiorvMltenal M::rving 2019 Est. Pop lge 16+ by Employment Status In Arme:J Forces Civilian -EmµOfed Civilian -Unernµoyed Not in Lalrr Fcrce Total Population: 121,137 I Total Households: 46,546 . ' 44,957 77.00 5,034 8.62 8,392 14.37 12,435 24.39 16,401 32.17 12,202 23.93 4,827 9.47 5,123 10.05 31 .00 57,994 100.00 44,751 77.17 3,452 5.95 1,003 1.73 1,020 1.76 231 0.40 721 1.24 6,816 11.75 58,383 100.00 40,279 68.99 2,876 4.93 3,338 5.72 1,454 2.49 1,165 2.00 9,145 15.66 126 0.22 2,192 3.75 1,920 3.29 1,262 2.16 5,113 8.76 681 1.17 2,427 4.16 1,186 2.03 3,370 5.77 122 0.21 2,973 5.09 2,986 5.12 554 0.95 821 1.41 985 1.69 1,075 1.84 10,501 17.99 5,491 9.40 1,399 2.40 1,106 1.89 8,216 14.07 2,375 4.07 1,628 2.79 579 0.59 59,810 61.20 3,078 3.15 34,258 35.06 .... ~ . ~ Benchmark: USA. Copyright ©2019 by EI1virCJ1ics Analytics (EA). Scurce: @Claritas, LLC 2019. (https://eru,win:ricsaialytics.ca/EI1visiorvAba.rt/:Y2019) Oct. 22, 2019 Item #6 Page 69 of 120 Pop-Facts@Demographic Trend I Summary Trade Area: 2/ Do-e Library 10mile radius -10 mi Radius PqXJlation Househdds Families· Housing Units Grup Qiarters Population Benchmark: US/\ ENVIRONICS 4 i-;p ... --:,, 2lXXl 2010 2019 2024 Census Census Estimate Atject1on 400,824 178,922 122,299 188,598 5,579 561,957 203,572 138,700 219,145 6,112 623,805 223,824 152,698 239,725 6,298 657,159 235,136 160,461 251,274 6,326 Cq:tyriglt © 2019 by Environics Nialytics (EA). S:uce: @Clarilas, LLC 2019. (httµ;://en.envircricsaialytics. ca/Envisicn/ AboJI/Y.2019) Oct. 22, 2019 Item #6 Page 71 of 120 Pop-Facts® Demographic Trend I Population & Household ENVIRONICS ..,.., ... I.. - Trade Area: 2/ Do1.e Library10mile radius -10 mi Radius 2000' I 2010" 2019 2024 Ce,sus % Estimate % Prqect1on °/4 Population by .4ge** f>gl0-4 37,721 6.71 40,401 6.48 41,308 6.29 f>gl5-9 37,124 6.61 39,923 6.40 42,320 6.44 f>gl 10-14 37,084 6.60 38,710 6.21 41,617 6.33 f>gl 15-17 23,111 4.11 23,733 3.81 24,949 3.80 f>gl 18-20 22,426 3.99 22,523 3.61 23,278 3.54 f>gl 21 -24 31,178 5.55 30,389 4.87 30,469 4.64 f>gl 25-34 76,570 13.63 87,435 14.02 84,500 12.87 f>gl 35-44 77,EIJ! 13.81 81,736 13.10 88,601 13.48 Jlge45-54 82,217 14.63 80,107 12.84 80,420 12.24 Jlge55-64 64,434 11.47 78,492 12.58 81,627 12.42 f>gl 65-74 35,447 6.31 57,167 9.16 68,097 10.36 f>gl 75-84 24,479 4.36 28,526 4.57 35,323 5.38 · f>gl 85 and 0ver 12,570 2.24 14,663 2.35 14,551 2.21 f>gl 15 and 0ver 450,029 80.08 504,771 80.92 531,914 80.94 f>gl 16 and 0ver 442,406 78.73 497,009 79.67 523,713 79.69 f>gl 18 and 0ver 426,918 75.97 481,038 77.11 fil6,965 77.14 f>gl 21 and 0ver 404,491 71.98 458,515 73.50 483,687 73.60 />gl 25 and CNer 373,314 66.43 428,126 68.63 453,218 68.97 f>9l 65 and 0ver 72,497 12.90 100,356 16.09 117,971 17.95 rvedian f>gl 37.05 38.47 39.50 Population by Sex .. • M31e 277,170 49.32 307,851 49.35 324,024 49.31 Female 284,787 50.68 315,954 50.65 333,135 50.69 Households by ..Age of Householder*" Hoose'dder Under 25 Years 9,091 4.47 7,789 3.48 7,896 3.36 Hoosehdder f>gl 25 -34 29,720 14.60 31,428 14.04 29,470 12.53 Hoosehdder f>gl 35 -44 38,001 18.67 38,885 17.37 41,427 17.62 Hooseholder f>gl 45 -54 44,402 21.81 41,909 18.72 41,810 17.78 Hruseholder f>gl 55 -64 36,523 17.94 42,789 19.12 43,851 18.65 Hoosehdder ,Age 65 -74 21,371 10.50 33,244 14.85 39,037 16.60 Householder f>gl 75 -84 16,078 7.90 18,213 8.14 22, 177 9.43 Hruseholder f>gl 85 Years and Oler 8,386 4.12 9,568 4.28 9,468 4.03 M:>:Jian ,Age ri Householder 50.58 53.10 54.29 Pop. by Single-Class. Race by Hispanic/Latino" Hispanic/Latiro 162,639 28.94 194,155 31.12 212,753 32.38 IAflitel'Jme 76,682 13.64 90,575 14.52 913,847 15.04 Black/African American !'Jone 1,502 0.27 1,709 0.27 1,830 0.28 American lndian/l'Jaskan Native l'Jme 2,378 0.42 2,886 0.46 3,195 0.49 Asianl'Jme 944 0.17 1,164 0.19 1,280 0.20 Native H""'8iian/Pacific Islander l'Jme 243 0.04 269 0.04 297 0.04 Scme Qher Race l'Jme 70,329 12.52 84,563 13.56 92,854 14.13 Tl,\O or Mcie Races 10,562 1.88 12,989 2.08 14,452 2.20 Not Hispanic/Latiro 399,318 71.06 429,650 68.88 444,406 67.63 \Mlitel'Jme 330,141 58.75 340,825 54.64 343,627 52.29 B/ack/Af rica, American l'Jme 12,726 2.27 14,286 2.29 15,143 2.30 American lndian/l'Jaskan Native l'Jme 1,807 0.32 1,951 0.31 1,981 0.30 Asianl'Jme 34,494 6.14 46,244 7.41 53,477 8.14 Native H""'8iian/Pacific Islander l'Jme 2,770 0.49 3,117 0.50 3,283 0.50 Scme Qher Race l'Jme 1,251 0.22 1,458 0.23 1,545 0.23 Tl,\O or Mcie Races 16,128 2.87 21,768 3.49 25,351 3.86 .. ~ -~~--!Cl:am.i Benchmark: USA Cq:,y1ight © 2019 by Envirmics l'vlalytics (EA). Source: ©Claritas, LLC 2019. (https://eri.erwirmcsanalytics.ca/Envisiorv /IJ:n.Jt/3/2019) Oct. 22, 2019 Item #6 Page 73 of 120 Pop-Facts@Demographic Trend I Income ENVIRONICS :,.•,,. ... Trade Area:2/Do1.e Library10mile radius -10 mi Radius Households by Household Income Income Less Than $15,00J Income $15,00J-$24,999 Income $25,00J-$34,999 Income $35,00J-$49,999 Income $5ll,OOJ-$74,999 Income $75,00J-$99,999 Income $100,00J-$124,999 Income $125,00J-$149,999 Income $150,00J-$199,999 Income $200,00J-$249,999 Income $250,00J-$499,999 Income $500,00J a-mere Madian Hoosehdd Income Average Hoosehdd Income Median HH Inc. by Singl~lassification Race Wiite/>Jcr.e Black/African American />Jcr.e American lndan//>Jaskan Native />Jcr.e Asian />Jcr.e Native H"""8iian/Pacific Islander />Jcr.e Scme Orer Race />Jcr.e Tl,\Q a-Mire Races Hispanic/Latino Nct Hispanic/Latino Benchmark: US'\ 2000 2019 2024 Census % Estimate % Prtject,on o;. 17,:>ro 19,121 20,326 28,219 36,Zl6 22,591 13,689 7,020 6,550 3,183 2,919 1,911 9.66 10.69 11.36 15.77 20.25 12.63 7.65 3.92 3.66 1.78 1.63 1.07 52,703.39 75,767.45 55,089.28 41,321.64 38,081.14 59,175.18 50,219.89 38,005.15 45,771.93 39,336.82 55,005.88 16,944 12,938 14,995 20,884 35,004 27,00J 22,401 17,761 21,115 11,971 14,164 8,649 7.57 5.78 6.70 9.33 15.64 12.06 10.01 7.93 9.43 5.35 6.33 3.86 84,008.13 122,184.08 86,670.30 76,'E2..57 71,323.99 108,987.13 75,289.74 63,628.65 86,955.62 63,534.94 92,948.49 15,734 11,155 13,877 19,575 32,935 27,393 23,066 19,396 24,946 15,671 18,811 12,578 6.69 4.74 5.00 8.32 14.01 11.65 9.81 8.25 10.61 6.67 8.00 5.35 96,942.73 139,076.50 99,378.04 88,420.77 79,181.69 123,053.77 85,970.07 71,630.05 98,689.75 72,415.18 106,679.30 Cq:,,right © 2019 by Envirorics Malytics (EA). S:uce: OOaitas, ll.C 2019. (tttps://en.enviroicsa-alytics.ca/Envisim'Abo.Jt/:Y2019) Oct. 22, 2019 Item #6 Page 74 of 120 Pop-Facts® Demographic Snapshot I Housing & Households ENVIRONICS .:.•,;._-, .... Trade Area: 2/ Do1.e Library 10mile radius -10 mi Radius Total Population: 623,8051 Tcxal Households: 223,824 2019 Est. Households by Household Type Family Househdds NooFamily Househdds 2019 Est. Group Quarters Population 2019 Est. Goop Qlarters Populatioo 2019 HHs By Ethnicity, Hispanic/Latino 2019 HHs By Bmcity, Hisparic/L.atino . 2019 Est. Family HH Type by Presence of Own Child. Married Cruµe Farrily, cw, chilcien Married Cruµe Farrily, no cw, children rv'Ble HaJSehdder, cw, chldren rv'Ble HaJSehdder, no cw, chldren Female HaJSehdder, cw, children Female HaJSehdder, no cw, children 2019 Est. Households by Household Size 1-Persoo HaJSehdd 2-Persoo HaJSehdd 3-Persoo HaJSehdd 4-Persoo HaJSehdd 5-Persoo HaJSehdd 6-Persoo HaJSehdd 7-or-mcre-persoo 2019 Est. Average HaJSehdd Si2B 2019 Est. Households by Number of Vehicles No Vehicles 1 Vehicle 2 Vehicles 3 Vehicles 4Vencles 5 or more Vehicles 2019 Est. Average Nt.mber d Vendes 2019 Est Occupied Housing Units by Tenure Housing Units, 0.vler-Oxupied Housing Units, Renter-Oxupied 2019 Owner 0cc. HUs: /JtJg. Length of Residence 2019 0.vler O::c. HUs: Avg. Length d Residence 2019 Renter 0cc. HUs: /JtJg. Length of Residence 2019 Renter 0::c. HUs: Avg. Length of Residence 2019 Est. Owner-Occupied Housing Units by Value Value Less Than $20,00'.l Value $20, 00'.l -$39,999 Value $40,00'.l-$59,999 Value $60, 00'.l -$79,999 Value $80,00'.l -$99,999 Value $100,00'.l -$149,999 Value $150,00'.l -$199,999 Value $200,00'.l -$299,999 Value $300,00'.l-$399,999 Value $400,00'.l-$499,999 Value $500,00'.l-$749,999 Value $750,00'.l-$999,999 Value $1,00'.l,OO'.l-$1,499,999 Value $1,500,00'.l -$1,999,999 Value $2,00'.l,OO'.l or more 2019 Est. rv'edian All 0.vler-0::cur:,ed Hcusing Value Benchmark: USA 152,698 71,126 6,298 46,545 53,609 64,798 5,463 5,52.7 12,292 11,009 51,886 72,994 36,899 31,902 15,871 7,344 6,927 7,965 64,047 96,008 38,672 11,278 5,854 137,227 86,597 1,079 877 1,097 1,260 1,263 2,299 1,870 5,141 11,333 15,840 36,264 26,207 19,138 6,306 7,253 68.22 31.78 1.01 20.80 35.11 42.44 3.58 3.62 8.05 7.21 23.18 32.61 16.49 14.25 7.09 3.28 3.10 2.76 3.E,6 28.61 42.89 17.28 5.04 2.62 2.02 61.31 38.69 14.51 5.90 0.79 0.64 0.80 0.92 0.92 1.68 1.36 3.75 8.26 11.54 26.43 19.10 13.95 4.59 5.29 677,125.15 Cop;right © 2019 by Envirorics Malytics (EA). Scurce: OOaritas, LLC 2019. (https://en.envircnicsanalytics.ca/Envisi01/Aocut/3'2019) Oct. 22, 2019 Item #6 Page 78 of 120 Pop-Facts® Demographic Snapshot I Housing & Households ENVIRONICS A•,,1. 'I'_:--, Trade Area: 2/Do-e Library10mile radius -10 mi Radius Total Population: 623,805 I Total Households: 223,824 2019 Est. Housing Units by Units in Structure 1 Unit Attached 1 Unit Detached 2Units 3to4 Units Sta 19 Units 20 to 49 Units &l or M:re Units M:tile Horne or Trailer Boat, RV, Van, etc. 2019 Est Housing Units by Year Structure Built Built 2014 <i Later Built 2010 to 2013 El.Jilt 2000 to 2009 Built 1990 to 1900 Built 1980 to 1989 Built 1970 to 1979 Built 1900to 1969 Built 1950 to 1959 Built 1940 to 1949 Built 1939 or Eai1ier 2019 Housing Units by Year Structure Built 2019 Est. Mldian Year Structure Built 2019 Est Households by Presence of People Under 18 2019 Est. HCllSerdds try Fresence of f>oc4:Jle Urder 18 Households with 1 or More People under Pge 18 Married Crupe Family aher Family, M31e HClJSerdder Qher FMlily, Female HClJSerdder NrnFamly HClJSerdd, Mlle HCllSerdder NonFamly HClJSerdd, Female HCllSerdder 2019 Est Households with No People under Pge 18 HCllSerdds v.ith No Peq:Je urder Pg:, 18 Households with No People under Pge 18 Married Crupe Family Qher Family, fv'ale HCllSehdder Qher Family, Female HClJSerdder NonFamily, fv'ale HClJSehcider NonFamily, Female HCllSehcider Benchmark: USA 27,460 11.46 130,652 54.&l 4,229 1.76 10,645 4.44 33,389 13.93 9,404 3.92 10,686 4.46 13,122 5.47 138 0.06 11:285 7.21 3,473 1.45 34,600 14.47 32,932 13.74 &'.J,814 25.37 55,113 22.99 17,056 7.12 11,219 4.68 3,566 1.49 3,572 1.49 1,984.61 78,093 34.89 56,647 72.54 6,522 8.35 14,281 18.29 462 0.59 181 0.23 145,731 65.11 61,757 42.38 4,449 3.05 9,028 6.20 32,050 21.99 38,447 26.38 ----~rigit ©2019 try Erwiraics Analytics (EA). SCXJrce: (S'ClaJitas, LLC 2019. (https://en.environicsa,aiytics.ca/Erwisicn'Pba.rt/312019) Oct. 22, 2019 Item #6 Page 79 of 120 Pop-Facts® Demographic Snapshot I Affluence & Education ENVIRONICS ~",.:. .,,. c...--. Trade Area: 21 Do-..e Library 10mile radius -10 mi Radius Total Population: 623,8051 Total Households: 223,824 2019 Est. Pop Pge 25+ by Edu. lttainment Less than 9th Gade &me High Scrod, No Dipoma High Scrod G'aduate (cr GED) &me Cdlege, No Degree Associate's Degree Bachelors Degree Master's Degree Prct essicnal Degree Doctcrate Degree 2019 Est Pop Pge 25+ by Edu. lttain., Hisp./Lal High Scfro Dipoma . . High Scrod G'aduate &me Cdlege cr Associate's Degree Bachelors Degree cr Higher 2019 Est. Households by HH Income Income< $15,0'.Xl Income $15,0'.Xl -$24,999 Income $25,0'.Xl -$34,999 Income $35,0'.Xl-$49,999 Income $8),0'.Xl -$74,999 Income $75,0'.Xl -$99,999 Income $100,0'.Xl -$124,999 Income $125,0'.Xl-$149,999 Income $150,0'.Xl-$199,999 Income $200,0'.Xl-$249,999 Income $250, O'.Xl -$499,999 Income $500, O'.Xl+ 2019 Est. Average Houserdd Income 2019 Est. Mldian Houserdd Income 2019 Median HH Inc. by Single-Class. Race or Eth. W,~eAlooe Black cr African Arneoican Alooe Arneoican Indian and Alaskan Native Alooe Asian Alone Native Ha,.eiian and Oher Pacific Islander Alooe &me Oher Race Alme Tl,\O cr M:re Races Hispanic cr LBtino Not Hispanic cr LBtino 2019 Est. Families by Poverty Status 2019 Families at cr Nnve Pcrverty . 2019 Families at cr Nnve Pcrverty wth childrell 2019 Families BelON Pcrverty 2019 Families BelON Pcrverty wth childrell Benchmark: USA. Count % 27,111 21,344 72,514 91,224 42,732 108,124 42,781 13,408 8,889 39,635 25,022 27,871 16,016 16,944 12,938 14,995 20,884 35,004 27,0'.Xl 22,401 17,761 21,115 11,971 14,164 8,649 140,644 63,924 12,054 7,893 6.33 4.99 16.94 21.31 9.98 25.25 9.99 3.13 2.08 36.52 23.05 25.68 14.76 7.'51 5.78 6.70 9.33 15.64 12.06 10.01 7.93 9.43 5.35 6.33 3.86 122,184.08 84,608.13 86,670.30 76,292.51 71,323.99 108,987.13 75,289.74 , 63,628.65 86,955.62 63,534.94 92,948.49 92.11 41.86 7.89 5.17 Copyright© 2019 by Enviraics Malytics (EA). Soorre <OClaritas,' U.C 2019. (https://en.envirmicsanalylics.ca/Envisim/Aboot/312019) Oct. 22, 2019 Item #6 Page 80 of 120 Pop-Facts® Demographic Snapshot I Education & Occupation ENVIRONICS .e,,",iA ,.. ::~ Trade Area: 2/ Do-.e Library 10mile radius -10 mi Radius 2019 Est Employed Civilian Population 16+ by Occupation Classification Wiitec.dlar Blue c.dlar Service ard Faiming 2019 Esi. Workers ,lge 16+ by travel lime to Work . Less ttm 15 Mnutes 15 -29 Mnutes 30 -44 Mnutes 45 -59 Mnutes 60 or more Mnutes 2019 Est. Avg Travel lime to Work in Mnutes 2019 Est. Workers l'ge 16+ by Transp. to Work 2019 Est. Workers />ga 16> by Transp. to Work Droie Alone Carimoo Public Transport Walkoo Bicycle Qherfl/eans Workoo at Horne 2019 Est. Civ. Employed Pop 16+ by Class of Worker 2019 Est. Civ. Empoyed Pop 16> by Class of Worker For-Profit Private Workers Non-Profit Private Workers) Local Govemrrent Workers State Govemrrent Workers Fooera Govemrrent Workers Self-Empoyoo Workers Unr,,id Family Workers 2019 Est. Civ. Employed Pop 16+ by Occupation Architecture/Engineering Ms/Design/Entertainment/Sports/M<lia Buildirl!}'0tuids Oeanirl!}'Mlintenance Business/Financial Cperations Community/Social Services Computer/Mathematical Ccnstructicn'Extraction Educaticn'Trainirl!}'Library Farmirl!}'Fishirl!}'Forestry Focxl Freparaticn'Serv ing Relate:! Health::are Practitioner/Technician Healthcare Support lnstallaticn'MlintenancelRer,,ir Legal Life/Physical/Social Scieoce Wanagernent O'fice/Mministrative Support Production Protective Services Sales/Relate:! Personal Care/Service Transportation/Material Moving 2019 Est. Pop l'ge 16+ by Employment Status In Anred Forces Civilian -Empoyed Civilian -Unempoyoo Not in Lalxr Force Total Population: 623,805 1 Total Households: 223,824 188,037 45,759 55,883 59,617 103,165 55,962 22,883 23,162 288,952 226,462 22,564 5,520 4,865 1,107 4,505 23,928 289,678 201,070 16,731 15,605 7,538 7,082 41,262 390 8,099 8,407 12,703 16,129 3,531 9,931 12,189 15,323 2,517 18,357 14,852 4,671 7,616 3,656 4,085 36,414 33,025 14,672 4,189 34,585 13,446 11,281 3,663 295,756 15,946 181,644 64.91 15.80 19.29 22.52 38.96 21.14 8.64 8.75 29.62 100.00 78.37 7.81 1.91 1.68 0.38 1.56 8.28 100.00 69.41 5.78 5.39 2.60 2.44 14.24 0.14 2.80 2.90 4.38 5.57 1.22 3.43 4.21 5.29 0.87 6.34 5.13 1.61 2.63 1.26 1.41 12.57 11.40 5.07 1.45 11.94 4.64 3.89 0.74 59.51 3.21 36.55 Benchmark: US'\ Cq,yright © 2019 by Envircrics Malytics (EA). Srurce: @:Claritas, LLC 2019. (https://en.environicsa,aiytics.calEnvisiorvAbcut/312019) Oct. 22, 2019 Item #6 Page 81 of 120 Pop-Facts® Demographic Trend I Summary Trade Area: 3/ Do1.e Library20mi radius -20 mi Radius PopJlatia, Hoosehdds Families Hoosing Units Qwp Q.Jarters PopJlatia, Benchmark: Us,\ ENVIRONICS "'•,; ~ --~- 20:Xi 2010 2019 2024 Census Census Estimate Rtject, 1,137,327 1,296,477 1,431,364 1,aJ:J,744 402,108 454,478 498,008 522,274 281,000 317,712 348,425 365,417 421,174 485,705 529,954 554,714 32,617 35,254 35,915 35,885 Copyright© 2019 by Enviraics hlalytics (EA). S:uce: ©::lamas, LLC 2019. (httµs:1/en envir<ricsaialytics. ca/Env isiml Abo.Jt/~2019) Oct. 22, 2019 Item #6 Page 83 of 120 Pop-Facts® Demographic Trend I Percent Change ENVIRONICS A•,.1-" L"- Trade Area: 3/ 0 01.e Library20mi radius -20 mi Radius PopJ Change ( ) Hoosehdd Count Change (%) Family Count Change (%) Hoosing Unit Count Change(%) Grup QJarters PopJlation Change (%) Benchmark: USI\ 2000-2010 2010-2019 2019-2024 l %1 %' % 13.~ 13.04J 15.:g 8.09J ·• 4.; 4.tl!JI 46j --0.08! Cq,,,right © 2019 by Envirmics lvlalytics (EA). Soo!ce: ©Caritas, LLC 2019. (rttps:/len.envirmcsmytics.calEnvision/Al:rut/312019) Oct. 22, 2019 Item #6 Page 84 of 120 Pop-Facts® Demographic Trend I Income ENVIRONICS .:i. ·-~ ~ ... Trade Area: 3/ Oo1.e Library20mi radius -20 mi Radius Households by Household Income Income Less Than $15,ro:J Income $15,ro:l-$24,999 Income $25, ro:l -$34,999 Income $35,ro:l-$49,999 Income $50,ro:l -$74,999 Income $75,ro:l-$99,999 Income $100,ro:l-$124,999 Income $125,ro:J-$149,999 Income $1ffi,ro:l-$199,999 Income $200,ro:l-$249,999 Income $2[£),ro:J-$499,999 Income $500, ro:J er m:re Madi an Hruse'idd Income Average Hoose'idd Income Median HH Inc. by Singl<K'.:lassification Race 'Aflite Alaie Black/African lvnelican Alone lvnelican Indian/Alaskan Native Alone Asian Alone Native Ha,,aiian/Pacific Islander Alone &:me 0.her Race Alone Tm er M:re Races Hispanic/Latino Not Hispanic/Latino Benchmark: USA. 2000 2019 2024 Census % Estimate % Prqect1on °/, 35,858 38,602 42,473 59,004 82,361 54,538 34,358 18,100 17,001 8,017 7,2f52. 3,941 8.92 9.00 10.56 14.00 20.48 13.56 8.54 4.ffi 4.23 1.99 1.81 0.98 56,682.31 79,716.46 58,980.11 45,432.48 39,485.92 64,302.97 47,007.43 38,051.51 47,065.06 39,934.63 59,003.96 32,484 27,320 29,784 45,395 72,153 59,018 51,622 42,156 52,319 29,791 34,876 21,089 a52 5.49 5.98 9.12 14.49 11.85 10.37 8.46 10.51 5.98 7.00 4.24 92,313.20 129,708.46 93,475.27 77,368.48 69,410.29 118,920.99 76,736.91 63,221.68 85,565.74 63,841.81 101,175.87 29,985 23,887 27,740 41,307 69,142 58,733 51,830 45,044 00,223 38,384 45,842 30,157 5.74 4.57 5.31 7.91 13.24 11.25 9.92 8.63 11.53 7.35 8.78 5.77 104,734.73 146,623.05 106,126.00 88,394.54 76,678.82 133,298.85 87,003.53 70,902.18 96,964.83 72,634.51 115,057.02 O:.p,,rig,t © 2019 by Envirwics Analytics (EA). &li.xce: OOaritas, LLC 2019. (httµ,://en.enviraics'3'181ytics.ca/EnvismNn.A./:Y2019) Oct. 22, 2019 Item #6 Page 86 of 120 Pop-Facts® DemographicSnapshot I summary ENVIRONICS ,:.•1.t 'f C'- Trade Area: 3/ D01.e Library 20mi radius -20 mi Radius Population 200'.l Census 2010Census 2019 Estimate 2024 Pttjection Population Growth Percent Change: 200'.l to 2010 Percent Change: 2010 to 2019 Percent Change: 2019 to 2024 Households 200'.l Census 2010Census 2019 Estimate 2024 Pttjection Household Growth Percent Change 200'.l to 2010 Percent Change: 2010 to 2019 Percent Change: 2019 to 2024 Family Households 200'.lCensus 2010Census 2019 Estimate 2024 Pttjection Family Household Growth Percent Charge: 200'.l to 201 0 Percent Charge: 2010 to 2019 Percent Charge: 2019 to 2024 Benchmark: USA ------------------ 1,137,327 1,296,477 1,431,364 1,503,744 13.99 10.40 5.00 402,108 454,478 498,008 522,274 13.02 9.58 4.87 281,060 317,712 348,425 365,417 13.04 9.67 4.88 Copyright© 2019 t,; Envirmcs />ralytics (EA). &J.Jrce: @:Claritas, LLC 2019. (https://en.envircncsa,aiylics.ca/Envisicn'Ato.Jt/~2019) Oct. 22, 2019 Item #6 Page 87 of 120 Pop-Facts® Demographic Snapshot I Housing & Households ENVIRONICS .:. ·,~ ~ ~" Trade Area: 3/ Do~ Library 20mi radius -20 mi Radius 2019 Est Households by Household Type Family Housemlds NonFamily Housemlds 2019 Est. Group Quarters Population 2019 Est. Goop QJarters Population 2019 HHs By Ethnicity, Hispanic/Latino 2019 HHs By Bhnicity, Hispmc/l.atiro 2019 Est. Family HH Type by Presence of Own Child. M3rried Crupe Famly, CM() chilcren M3rried Crupe Family, ro ONl children Mlle Hoosemlder, ONl children Mlle Hoosemlder, ro CMfl clildren Female Hoosemlder, ONl children Female Hoosemlder, ro CMfl chilcren 2019 Est Households by Household Size 1-Person Hoosemld 2-Person Housemld 3-Person Housemld 4-Person Housemld 5-Person Housemld 6-Person Housemld 7-or-m:re-person 2019 Est. Av~ Housemld Si2e 2019 Est Households by Number of Vehicles No Vehicles 1 Velicle 2Vehicles 3Vehicles 4 Vehicles 5 c.-rnc.-e Vehicles 2019 Est. Av~ Nl.111ber ci Vehicles 2019 Est Occupied Housing Units by Tenure Housirg Units, 0,,,,,..-0ocupied Hrusirg Units, Renter-Oocupied 2019 Owner 0cc. HUs: Alg. Length of Residence 2019 0,,,,,.. O::c. HUs: Avg. l.ergth ri Residence 2019 Renter 0cc. HUs: Alg. Length of Residence 2019 Renter 0::c. HUs: Avg. l.ergth of Residence 2019 Est. Owner-Occupied Housing Units by Value Value Less Than $20,00J Value $20,00J-$39,999 Value $40,00J-$59,999 Value $60,00J-$79,999 Value $00,00J-$99,999 Value $100,00J -$149,999 Value $150,00J -$199,999 Value $200,00J -$299,999 Value $300,00J -$399,999 Value $400,00J -$499,999 Value $500,00J -$749,999 Value $750,00J -$999,999 Value $1,00J,OOJ-$1,499,999 Value $1,500,00J-$1,999,999 Value $2,00J,OOJ c.-rnc.-e 2019 Est. 1\/edian !>JI 0,,,,,..-0ocupied Hrusirg Value Benchmark: USA Total Population: 1,431,364 IT otal Households: 498,008 348,425 149,583 35,915 92,264 129,586 146,339 11,203 11,916 25,992 23,389 107,543 158,865 86,612 76,881 37,387 16,434 14,287 17,781 139,111 214,764 85,872 27,102 13,377 300,195 191,812 2,369 1,665 1,956 2,014 1,873 3,534 3,190 10,441 23,281 33,466 86,468 63,179 43,788 13,748 15,223 69.96 30.04 2.51 18.53 37.19 42.00 3.21 3.42 7.46 6.71 21 .59 31.90 17.39 15.44 7.51 3.30 2.87 2.80 3.57 27.93 43.13 17.24 5.44 2.69 2.04 61.48 38.52 14.50 5.94 0.77 0.54 0.64 0.66 0.61 1.15 1.04 3.41 7.60 10.93 28.24 20.63 14.30 4.49 4.97 696,697.50 Cq:,yright ©2019 by Envircrics Analytics (EA). Soorce: OOaritas, LLC 2019. (https://en.envirmicsanalytics.ca/Envisim'Al:rut/312019) Oct. 22, 2019 Item #6 Page 90 of 120 Pop-Facts® Demographic Snapshot I Housing & Households ENVIRONICS ,,~,► ~. '--,.., Trade Area: 3/ Do\13 Library20mi radius -20 mi Radius 2019 Est. Housing Units by Units in Structure 1 Unit Attached 1 Unit Detached 2Units 3to4 Units 5 to 19 Units 20to49 Units so or M:re Units M:tiile Horne or Trailer Boat, RV, Van, etc. 2019 Est Housing Units by Year Structure Built Built 2014 or Later Built 2010 to 2013 Built 20CO to 2009 Built 1900 to 1999 Built 1980 to 1989 Built 1970 to 1979 Built 1900 to 1969 . Built 1950to 1959 Built 1940 to 1949 Built 1939 or Earlier 2019 Housing Units by Year Structure Built 2019 Est. M,dian Year Structure Built 2019 Est. Households by Presence of People Under 18 2019 Est. Househcids t7y Presence d F'ecpe Ur,:Jer 18 Households with 1 or More People under Age 18 Married Ca.Jpe Famly Qher Family, Male Househcider Qher Famly' Female Househcider NonFamily Househcid, Male Househcider NonFamly Househcid, Female Househcider 2019 Est. Households with No People under Age 18 Househcids wth No F'ecpe under />g, 18 Households with No People under Age 18 Married Crupe Family Qher Family, Male Househc:Jder Qher Family, Female Househcider NonFamily, Male Househc:Jder NonFamily, Female Househcider Benchmark; USA Total Population: 1,431 ,364 1 Total Households: 498,008 55,036 10.38 Bl,352 55.92 8,739 1.65 24,938 4.71 70,898 13.38 21,241 4.01 32,689 6.17 19,749 3.73 312 0.06 36,333 6.86 8,603 1.62 79,fr:2.7 15.06 fQ,915 15.65 123,334 23.27 117,506 22.17 41,590 7.85 26,149 4.93 6,4fr2. 1.22 7,216 1.36 1,985.16 181,229 36.39 136,287 75.20 13,387 7.39 30,184 16.66 961 0.53 410 0.23 316,779 63.61 139,632 44.08 9,719 3.07 19,200 6.06 68,723 21.69 79,505 25.10 Cq:,yrig:it ©2019 t7y Envircrics />ralytics (EA). Soorce: OOaritas, Ll.C 2019. (http;:l/eri.environicsa:ialytlcs.ca/Envisio.'N:loJt/:Y2019) Oct. 22, 2019 Item #6 Page 91 of 120 Pop-Facts® Demographic Snapshot I Education & Occupation ENVIRONICS .... ,,,,' .., Tracie Area: 3/ Do-.e Library20mi radius -20 mi Radius 2019 Est. Employed Civilian Population 16+ by Occupation Classification \Miite Cdlar BueCdlar Service ard Farmrg 2019 Est. Workers J!ge 16+ by Travel lime to Work Less than 15 Mnutes 15 -29 Mnutes 30 -44 Mnutes 45 -59 Mnutes 60 er mere Mnutes 2019 Est. Avg Travel Time to Wak in Mnutes 2019 Est. Workers J!ge 16+ by Transp. to Work 2019 Est. Wakers ~ 16+ by Transp. to Wak Drove Alcre Cal]xded F\Jblic Transpo1 Walked Bcycle ()her fv'eans Waked at Herne 2019 Est. Civ. Employed Pop 16+ by Class of Worker 2019 Est. av. Empqyed Fq:, 16+ by Class ct Wo1<er Fer-Profit Private Worl<ers Noo-Profit Private Wo1<ers) Local Government Wo1<ers State Government Wakers Federal Government Wakers Self-Emr,qyed Wakers Urpaid Farrily Wakers 2019 Est. Civ. Employed Pop 16+ by Occupation Arclitectt.re/Eajneerirg Ms/Design/Entertairment/Sports/Mldia BuildinglQoords OeaninglMaintenarce Business/Financial Q'.lerations Ccrnmunity/Social Services Ccrnputer/Mathernalical Coostructicn'Extractim Educaticn'Training/Lib'ary FarmnglFishinglFcrestry Food Preparaticn'Servirg Related Healthcare PractitimerfT echnician Healthcare &lppcrt lnstallaticn'Maintenarre/Repair Legal Ufe/A,ysical/Social Scierx:e M3nagement Ofice/Ml'inistrative &lppcrt Proouctim Actective Services Sales/Related Persmal Care/Service Transpcrtatim/1\/aterial M:ivirg 2019 Est. Pop J!ge 16+ by Employment status In /vmed Fcrces Civilian -Empqyed Civilian -Unernpoyed Nct in Labor Fcrce Total Population: 1,431,364 j Total Households: 498,008 455,570 68.35 93,348 14.01 117,571 17.64 144,656 23.04 252,7'& 40.25 143,151 22.80 45,287 7.21 42,121 6.71 28.37 682,164 100.00 524,673 76.91 56,138 8.23 13,604 1.99 19,752 2.00 4,018 0.59 9,930 1.46 54,048 7.92 666,489 100.00 453,308 68.01 43,531 6.53 36,154 5.42 23,914 3.59 20,254 3.04 88,480 13.28 848 0.13 25,691 3.85 17,728 2.66 25,873 3.88 41,6'& 6.25 8,399 1.26 33,5'& 5.03 25,129 3.77 37,191 5.58 5,787 0.87 37,375 5.61 39,043 5.86 10,166 1.52 15,499 2.33 9,838 1.48 15,703 2.36 83,974 12.60 71,488 10.73 29,269 4.39 9,337 1.40 71,350 10.71 29,032 4.36 23,451 3.52 26,158 2.28 681,137 59.48 36,792 3.21 401,034 35.02 . .,.,.,_..,.,_..,.,,,...~-= Benchmark: US'\ Copyright ©2019 by Envirmics Analytics (EA). &urce: <OClaritas, LLC 2019. (https:l/eri.envircricsaialytics.ca/Envisicn'AbaJl/312019) Oct. 22, 2019 Item #6 Page 93 of 120 appendix c: carlsbad visitor characteristics Oct. 22, 2019 Item #6 Page 95 of 120 2017 Carlsbad Visitor Profile Characteristics of Carlsbad Visitors Year Over Year Trends Trip & Traveler Characteristics 2013 {n;.167) Primacy Purpose ofT-Tip Vacation/holidays 69% Vis it friends/re.latives 19% Business 1% Convention/conference 4% othe r Purpose 6% Travel Party Average travel party size 3.1 Median travel party size 3.0 Children in group (% yes} 55% Region of Residence United States 93% Southern California 35% Northern califomia 7% Other Pacific States 3% Ar:izona 15% Other Mountain States 18% South Central 4% Midwest 6% Atlant ic 4% Northeast 1% International 7% Mexico 1% Canada 3% -- Other Internationa l 3% Advance Planning for Trip Less than one week 13% One " two weeks 22% Three " four weeks 11% Five -eight weeks 27°/4 Nine weeks or more 27% Average planning time in weeks 9.3 ** Multiple response question. Table may add to more than 100%. Source: CIC Research, Inc., 2017 Survey of Visitors to San Diego County. 2015 (n:403) 59% 31% 3% 2% 5% 2.7 2.0 53% 88% 38% 14% 4% 12% 10% 3% 5% 2% 0% 12% 6% 2% 4% 12% 2:1% 20% 28% 17¾ 6.5 2017 ( n;;;400) 65% 24% 3% 3% 5% 2.8 2.0 44% 91% 40% 12% 3% 6% 14% 4Q' ,~ 5% 6% 1% 9% 5% 2% 2% 15% 26% 16% 26% 16% 5.0 Oct. 22, 2019 Item #6 Page 96 of 120 2017 Carlsbad Visitor Profile Characteristics of Carlsbad Visitors Year Over Year Trends Trip & Traveler Characteristics 2013 (n:467) Type of Lodging Hotel/motel 41% Private home 26% Day Trip 2.7"/4 Ot her 7"/4 Length of Stay (Overnight Visitors} Mean nights away fro m home 7.1 Mean nights in San Diego 3 .. 5 so was ihe only destination 79% Transportation to San Diego** Personal vehicle 67% Air 25% Rental car/RV 4% Train 4% Transportation While in San Diego.., Personal vehicle 61% Rental c.ar 19% Company/friends auto 12% Local/public bus/trolley 5% Uber/lyft, etc 0% Tour bus 4% Walking 5% Taxi o~' ,o Shuttle 1% Bicycle 4% Activities While in San Diego•• Shopping 36% Sightseeing 9% Relaxing at the beach 64% urban/city nightlife & dining 34% Water sports & activities 16% Amusement/theme parks 79% Hiking/climbing/biking 8% Spectator at a sporting event 7% Arts & cultural activtties 14¾ Win e tasting 6% Festival's/parades 5% Local craft beer tasting tours 7"/o ** Multiple response question. Table may add to more than 100%. Source: CIC Research, Inc., 2017 Survey of Vi sitors to San Diego County. 2015 (n=403) 36% 33% 27% 45~ 4.0 3.3 80% 56% 32% 2% 4% 49% 1.9% 26% 2_~l ,o 1'" ,o 7% 2% 0% 0°'' ,~ 0% 38% 5% 68% 18% I 18% 69% 3% 6% 8% 2% 2% 3% 2017 {n=400) 39% 250, /0 31% 6% 3.8 3.2 71% 59% 25% 2% 8% 50% 16% 23% 0% 2% 6% 9% 0% 0% 0% 44% 6% 63% 20% 17% 64% 3% 5% 3% 1% 1% 2% Oct. 22, 2019 Item #6 Page 97 of 120 2017 Carlsbad Vi sitor Profile Characteristics of Carlsbad Visitors Year Over Year Trends lrip & l raveler Characteristics 2013 (n=467) Prior Visitation to San Diego First trip to SD (% yes} U% Average trips to SD per year 1.8 Visitor Spending Per visitor per trip $328 Per viSitor per day $86 Spending by Category Accommodations $85 Meals/beverage $74 Transportation (ground} $17 Amusement/attractions $44 Grocery/other $21 Air trasportation $23 ------------· Age Median age -head of household 44 Median age• males 33 Median age -females 31 -- Annua l Household Income $TT,600 Ethnicity** Caucasian 74% Hispanic/Latino 14% Asian 8% African American 1% Native American 2% ·-··· ** Multiple response question. Table may add to more than 100%. Source: CIC Research, Inc., 2017 Survey of Visitors to Sa n Diego County. 2015 (n=403) 9% 1.7 $329 $91 $81 $75 $18 $47 $17 $40 40 23 36 $80,200 60% 20% 18% 2% 0% 2017 (n=400) 8% 1.3 $335 $96 $92 $83 $18 .$47 $18 $29 - 41 31 37 $~2,700 59% 28% 23% 1% 1% Oct. 22, 2019 Item #6 Page 98 of 120 appendix d: facility inventories Oct. 22, 2019 Item #6 Page 99 of 120 performing arts facility inventory methodology and definitions methodology In order to understand the existing supply of performance facilities, and the competitive situation for performing arts programming and space, we have developed an inventory of local and regional spaces that are used four or more times a year for performances. The inventory details the physical features and types of activity hosted within each space. The overall quality of each facility has been rated using eight variables: 1. Facility Condition· 2. Staff+ Support 3. Theatrical Functionality 4. Acoustics 5. Customer Amenities 6. User Amenities 7. Atmosphere + Character 8. Suitability for Users Variables are rated on a scale of 1 to 4, with 4 being the best possible score. In our experience, the 'facility condition' and quality of the 'staff and support' greatly impact the overall quality and effectiveness of the facility. Therefore, these variables carry the most weight in our rating system. Some of these facilities were visited by the consulting team while other ratings are based on information from facility managers and users. Because of that, this exercise is somewhat subjective, but provides a good basis to compare and contrast facilities and identify gaps in programs, amenities, and features. Following is an explanation of how facilities are rated, as well as detailed definitions of each 'activity', 'amenity', 'feature', and 'availability' category. rating facilities Facility rating guidelines for each of the eight variables are below. Every facility in the inventory receives a final rating based on the summation of the eight variables recorded. The best possible score possible is a 4. Facility Condition: 1. Poor: The building is in poor condition, may have structural issues, and requires significant upkeep and repairs. The condition of the building affects its ability to be used. 2. Fair: The building is in fair condition and does not have structural issues, but could greatly benefit from capital repairs and renovations. The building condition does not affect the user's ability to use it, but it might not fulfill all user needs. Webb Management Services + WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 100 of 120 3. Good: The building is in good condition. It may be several years old, but has been well taken care of, although it could benefit from minor capital repairs or cosmetic upgrades. 4. Excellent: The building is in excellent condition (like new or brand new) or has recently undergone significant renovations to make it like new. Staff+ Support: 1. Poor: There are no staff involved in the operations or production of the theater. Users must bring in outside staff. 2. Fair: There are limited staff. There is someone responsible for scheduling and overseeing theater operations and a theater technician is available. 3. Good: There are sufficient administrative and program staff, a facilities manager/operations manager, marketing coordinator, theater technicians, box office staff, and so on available to assist users. 4. Excellent: There are full administrative and production staff, a facilities manager/operations manager, marketing coordinator, theater technicians, house management, and box office staff, etc., available to assist users. Theatrical Functionality: 1. Poor: Facilities that are insufficient for live performance and do not suit the user or the patron. There is no stage, lighting equipment, etc. Such spaces might include churches, conference centers, multipurpose rooms or cafeterias in schools, meeting or event spaces, open fields, etc. 2. Fair: Facilities that have a stage, limited lighting and sound, and fixed seating. These spaces might include school auditoriums, lecture halls, studio theaters, or black box spaces. 3. Good: Facilities that have a good quality stage with some wingspace, full lighting and sound systems, and maybe a partial fly system. Such spaces might include community theaters, community arts centers, historic theaters, and so on . 4. Excellent: Facilities that have a large stage, fly system, wing space/backstage space, a booth, soft goods, state-of-the-art lighting and sound systems, projection capabilities, and so on. Such spaces include performing arts centers, roadhouses, Broadway houses, etc. Acoustics: 1. Poor: Typically include outdoor venues without shells, community centers, cafeterias, and adapted spaces. Facilities with poor acoustics are unsuitable for live music or performance, but are sufficient for lectures and public gatherings. 2. Fair: Might include outdoor venues with a partial shell, churches, school auditoriums, and sports arenas. Facilities with fair acoustics are useable for live performance, but users/patrons complain about the sound. 3. Good: Venues that have been designed for live performance; although the sound is not perfect. Facilities with good acoustics include community arts centers, nightclubs, historic theaters, and outdoor amphitheaters with a full shell that have been specifically designed for live performances. 4. Excellent: Facilities in which the acoustics were designed by an acoustician specializing in theaters and performance venues. Facilities with excellent acoustics include concert halls, state-of-the-art performing arts centers, etc. Webb Management Services+ WolfBrown Sept em ber 2019 Oct. 22, 2019 Item #6 Page 101 of 120 Customer Amenities: 1. Poor: The facility lacks the following things: parking/public transit, a box office, sufficient bathrooms, ADA compliance. 2. Fair: The facility has limited parking/public transit, a box office with limited access (e.g. might not be able to purchase online or has short operating hours), etc. 3. Good: The facility has sufficient parking, a box office, and sufficient bathrooms. There are handicap/special needs seating areas and concessions/merchandise are available. 4. Excellent: The facility is close to public transit or has/is close to a parking lot or garage with parkiPotentailng for all patrons. It has a well-staffed box office with on line/phone/in-person sales, it is able to fulfill needs of all special needs patrons (including the listening challenged and handicapped). There are multiple concessions and merch9ndising areas. User Amenities: 1. Poor: There 1s no backstage or dressing rooms. The facility is completely lacking support for performers. 2. Fair: There is a limited backstage. There are spaces that can be "turned into dressing rooms" or dressing rooms that cannot support user's cast size. 3. Good: There is a backstage and multiple dressing rooms for groups and stars. 4. Excellent: There is a backstage, multiple dressing rooms for groups and stars, warmup/rehearsal studios, a production office, and so on. Atmosphere + Character: 1. Poor: The facility is in an undesirable location and feel and is aesthetically unpleasing. 2. Fair: The facility is functional but might not be desirable. 3. Good: The facility has an appealing atmosphere and might have heritage or charm. 4. Excellent: The facility is in a scenic location and/or is a renovated historic theater or dazzling PAC. Suitability for Users: 1. Poor: The facility is unsuitable for users and was not intended to be used for live performance. It might be an adaptive re-use (without renovation) or creative use of space, and it may be too big or too small for users. Such spaces include churches, conference centers, meeting and event spaces, school cafeterias, etc. 2. Fair: The facility can partially fulfill the overall needs bf the user, although size or lack of technical features might be an issue. It might be expensive to rent. 3. Good: The facility is sufficient for users, somewhat cost effective, around the right size in terms of audience capacity and stage/backstage areas, and fulfills the technical and space needs of most performing arts organizations. 4. Excellent: The facility is perfect for users. It is cost effective and has all the facilities and staffing a user requires. It also fulfills all technical production needs. Webb Management Services+ WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 102 of 120 definitions Presenting Activity Presenting activity takes place when a facility pays an artist or arts group, or contracts a show that already exists, to perform at the facility. The presenter pays the artist fee and other related costs and takes responsibility for promoting the show locally. Additionally, the. presenter collects the box office proceeds from the event. Each definition provides a brief description of the list presenting activity and, when appropriate, an example of the type of artist, style, or organization we tend to associate with that activity. For this analysis, presenting categories include the following: Theatre: Live performers portraying a real or imagined scenario or event before a live audience, often on a stage. The performers may communicate this experience to the audience through combinations of gesture, speech, song, music, and dance. Examples of theatre performance include one acts or full productions by a local theater company, touring plays or musicals, and so on. Broadway: A subcategory of Theatre, Broadway refers to touring productions of shows that have been performed in one of New York City's 41, Theater District theaters.· These shows are adapted for tour and then are presented in venues for engagements that can range from one night to years. Examples of touring Broadway titles include Rent, Lion King, Phantom of the Opera, and Les Miserables. Dance: Performance that consists of purposefully selected sequences of human movement. These acts may be national touring companies or local/regional dancers or dance entities. Examples of dance activity include the Alvin Ailey American Dance Theater (or Ailey II, a secondary touring _company of less experienced dancers), Pilobolus, Alonzo King LINES Ballet, and Momix. Film: The presentation of first-and second-run, local, regional, international, and/or classic films. Music: The presentation of live music of any genre but world music. These acts may include local musicians and regional tours by classical, rock, jazz, or folk artists or groups. World Music: The presentation of live music from around the globe, including many genres and forms of ethnic music, indigenous music, neotraditional music, and music where more than one cultural tradition, such as ethnic music and Western popular music, intermingle. Namely, these are forms of non-Western, traditional music. Examples of this musical styles include Afro-Latino, Klezmer, Celtic, Balkan, and Maihar gharanas (Indian singing style). Popular/Headliner Music: This subcategory of Music includes performances by Headliner acts that are high-profile, well-known artists or groups. These are nationally touring artists or groups performing Rock, Rap/Hip Hop, R&B, Country, Jazz, or Folk music. Family+ Youth Programming: Touring performances and groups appropriate for children and their parents, or caregivers. Examples of family acts include TheatreWorks productions of Charlotte's Web or Pete the Cat, Minnesota Children's Theater's production of Mr. Popper's Penguins, and Sesame Street Live, Disney Live!, PBS Kids, etc. Webb Management Services + WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 103 of 120 Comedy: An individual or group reciting a set of humorous stories, jokes, and one-liners or improvising scenes and scenarios based on audience suggestions. These acts may be national touring shows, improvisations, sketch-comedy, or local/regional comedians. Examples of comedic acts may include Jerry Seinfeld, The Second City, Capital Steps, John Mulaney, and Dave Chappelle. Entertainment: The presentation of game shows, amateur or professional wrestling, boxing, and magic shows. Examples of entertainment acts may include The Price is Right Live!, WWE Wrestling, and David Blaine. Streaming: The screening of a live production either in real-time or as a recording to cinemas, theaters, or other venues with a large viewing screen. Examples of streaming include London's National Theatre Live, New York City's Metropolitan Opera, or Moscow's Bolshoi Ballet. Lectures: An individual or group of people reading or discussing a particular subject. Lectures can be academic, educational, informative, or an inspirational story. Examples of events in this category include the Moth Mainstage, TED talks, David Sedaris, or members from the business community, scientific scholars, and political figures. Cultural: Presentations of dance, theatre, music, or either art forms that are specific to a certain country and/or culture. Examples might include the Chinese Warriors of Peking, Grupo Corpo, Noh Theater, Indian Puppet Theatre, and so on. Producing Activity Producing activity occurs when a facility is responsible for the creation of a performance from the ground up. It is organized into the following categories: Performing Arts: The facility produces theatrical, dance, musical, or other performance from scratch-from auditioning performers and hiring artistic staff to rehearsals and live performances. Academic+ Educational: The facility develops or accommodates academic and educational performing arts offerings that are created from scratch. These events include school or university performing arts groups producing their art, such as a university theatre production or dance club performance. This does not include presented events or paid rentals. Festivals: The facility organizes a festival or event that includes multiple performing arts presentations. This might include a combination of produced and presented events. Examples include the Kennedy Center's American College Theater Festival, Lincoln Center's Mostly Mozart Festival, and the Durham Performing Arts Center's American Dance Festival. Cultural: The facility produces programming that is outside of the performing arts. This may include ethnically-or culturally-specific events and food-focused programs. Webb Management Services + WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 104 of 120 Rental Activity Rental activity occurs when an outside organization rents a facility for a private or public event, such as a live performance or reception. This includes non-profit arts organizations that rent space to perform. Sometime these organizations are classified as '"resident groups" because they bring a high volume of activity and perform regularly at the venue. This also includes entities (sometimes non- profit but often commercial) that rent the facility to present a touring artist that they have contracted to perform in the space (e.g. Live Nation or AEG Live). Categories of rental activity include: Performing Arts Organizations: An independent organization that produces performing arts rents the facility to perform there. This can include local non-profit arts organizations or touring acts. School + College: A local school district or college/university rents the facility for private or public purposes. For example, a high school concert band rents a venue for a performance or a university's physics department rents a concert hall for a conference or lecture. Private Events: An outside organization or individual rents the facility for a private event. This includes receptions/parties, conferences, and meetings. Renters might include individuals, businesses, or government entities. Commercial Promoters: A promoter is an individual or company that is a third-party presenter of live performance, usually commercially oriented with a focus on live music. The promoter contracts the artist, books the venue, markets the show and makes all other arrangements not provided by the venue. The promoter may retain all or a portion of the box office, merchandise, or food and beverage revenues, depending on its contract with the facility. Facility Features This section of the inventory relates to physical features inherent within performing arts facilities that might make it distinct or of value to artists, arts groups, and other users. Flexible Seating: A seating arrangement where the seats are not affixed to the floor and are easily moved or rearranged into a variety of configurations, including tables and chairs, theater-in-the- round, or reduced or no seating capacity. Kitchen Facilities: Facilities are on-site to handle the warming or cooling of food. Typically this includes access to water, electricity, a sink, a refrigerator and/or a stove/microwave. Rehearsal+ Program Space: The facility includes a space (separate from the stage) that accommodates rehearsals, classes, and other programs. For example, a classroom space for education programs, a dance studio, or a rehearsal room. Sizeable Wingspace: The wings of the main stage have sufficient room for performers, sets, and storage. Wingspace is considered sizeable if it does not inhibit the facility's ability to accommodate particular arts disciplines or live performances of certain scale. Webb Management Services+ WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 105 of 120 Fly Space: A theatrical rigging system of rope lines, blocks, counterweights, and related devices that allows sets, backdrops, acoustical tools, and other technical features to fly in/ out and sometimes be temporarily "stored" in the height above the stage. Rigging systems often consist of hemp rigging, counterweight rigging, or automated rigging. Orchestra Pit: The area in a theater (usually located in a lowered area in front of or off stage) in which musicians play to accompany performers, often for musical theatre or opera productions. Amenities This section of the inventory relates to amenities that are sometimes included in performing arts facilities to augment the audience or user experience. Alcohol Service: The facility sells or offers alcohol to patrons. The facility may also allow a renter to provide or sell alcohol at their event. Dedicated Parking: The facility has a dedicated parking lot or garage with parking for patrons. Cafe + Concessions: There are designated areas within the facility where food and beverage may be purchased. Lighting Equipment: The facility has in-house lighting equipment available to facility users. Sound Equipment: The facility has in-house sound equipment available to facility users. Film/Projection Equipment: The facility has in-house film arid projection equipment available to users Ticketing Services: The facility has a box office and/or online ticketing service. Facility renters may have access to ticketing services. Availability This section of the inventory clarifies how busy performing arts facilities are-and more specifically, the nature of their availability to potential renters. Not Available: The facility is not available for rent or has very limited availability for outside rentals on prime nights of the week (Thursday, Friday, or Saturday). Low: The facility is available 1-4 prime nights each month (Thursday, Friday, or Saturday). Medium: The facility is available 5-9 prime nights each month (Thursday, Friday, or Saturday. High: The facilit,Y is available 1 O+ prime nights each month (Thursday, Friday, or Saturday). Webb Management Services+ WolfBrown September 2019 Oct. 22, 2019 Item #6 Page 106 of 120 Outdoor Performing Arts Sites: 10-mile radius around Carlsbad, CA Site Name City Type California Center for the Arts -Great Green Escondido Lawn -Temporary Stage -Lawn Seating Alga Norte Community Park Carlsbad Park-Temporary Stage -Lawn Seating Poinsettia Community Park Carlsbad Park -Temporary Stage -Lawn Seating Stagecoach Community Park Carlsbad Park-Temporary Stage -Lawn Seating Calavera Hills Community Park Carlsbad Park-Temporary Stage -Lawn Seating Rancho Del Oro Park Oceanside Park-Temporary Stage -Lawn Seating Mance Buchanan Par1< Oceanside Park-Temporary Stage -lawn Seating Junior Seau Oceanside Pier Amphitheatre Oceanside Amphitheater -Permanent Stage -Lawn Seating Moonlight Amphitheater Vista Amphitheater-Permanent Stage -Stadium+ Lawn Seating California Center for the Arts -Lyric Court Escondido Lawn -Tem.porary Stage -Lawn Seating St. Michael's by the Sea Episcopal Church -Lawn Carlsbad lawn -Temporary Stage -Lawn Seating Leo Carillo Ranch · Carlsbad Park-Temporary Screen -Lawn Seating Aviara Park Amphitheater (In-Development) Carlsbad Park -Permanent Stage -Lawn Seating The Flower Fields at Carlsbad Ranch Carlsbad Park -Temporary Stage -Lawn Seating Events Music Concerts, Civic Events, Private Events TGIF Concerts in the Park, Family Open Studios workshops TGJF Concerts in the Park, Family Open Studios workshops TGIF Concerts in the Park, Family Open Studios workshops TGIF Concerts in ,the Park, Family Open Studios workshops Concerts in the Park, Movies in the Park Concerts in the Park, Movies in the Park Supergirl Pro Festival, Movies in the Amphitheater, Graduation/ Civic Events Produced Theater, Presented Music Concerts, Film Music Concerts, Independence Day Celebration, Ovic Events, Private Events Carlsbad Music Festival Leo Carrillo Film Festival, Holiday at the Rancho, Day of the Dead In-Development Music Concerts, Arts + Craft Vendors, Basket Weaving, Food Truck, Wine Tasting, Visual Art Workshop, Yoga Capacity 10,000 4,000 4,000 3,000 3,000 3,000 3,000 2,500 2,000 500 350 300 200 50 Oct. 22, 2019 Item #6 Page 111 of 120 appendix e: city of carlsbad planning document literature review Oct. 22, 2019 Item #6 Page 115 of 120 Literature Review A review of City of Carlsbad planning documents provides evidence of other citywide planning efforts that have identified the positive benefits of a performing and visual arts venue for Carlsbad's residents and visitors. Dedicated cultural venues for Carlsbad can support a number of Council approved goals and policies as well. The document review included the following which are described in more specific detail below: • Cultural Plan for Carlsbad (1990) • Arts and Culture Master Plan (2018) • Envision Carlsbad Existing Conditions and Issues Exploration, Working Paper 4: History, the Arts and Cultural Resources; High Quality Education and Community Services (2010) • Envision Carlsbad General Plan Update Elements (2015) o Arts, History, Culture, and Education (AHCE) o Economy, Business Diversity, and Tourism (EBDT) • Parks & Recreation Department Master Plan (2015) o Multigenerational Community Recreation Center Feasibility Study (2017) o Outdoor Adventure Park Feasibility Study (2017) • Carlsbad Village and Barrio Master Plan (2018) Cultural Plan for Carlsbad, 1990 Documenting the need for new arts and cultural venues in Carlsbad dates back to the City's Cultural Plan for Carlsbad in 1990 which identifies this issue as Task 1: Task 1 Prepare Cultural Facilities Recommendations to Buildout Identify cultural facilities recommendations for Carlsbad to buildout with recommended sources of funding. Those recommended in the cultural plan for future study are: a community cultural center with visual, performing, and classroom space, an amphitheater and Carrillo Ranch. Arts and Culture Master Plan, 2018 In the 2018 Arts and Culture Master Plan, the first of the Top Ten Action Items is Research and development of venue feasibility plan. The Action Matrix -Physical Realm Item P.R. 1.1 further calls for Launch[ing} a feasibility study to explore the creation of a City of Carlsbad cultural arts facility that responds to the regional interest for a larger performance venue for professional theatre and can provide classrooms, rehearsal space and production studios. Community Feedback Hundreds of open-ended online community survey responses provide feedback indicate a strong desire for cultural "gathering spaces" and performing arts venues that make it easy for people to experience the arts. They desire venues that support all types of performances as well as the visual arts and those that encourage direct involvement in creative and cultural activities. Many want to stay in Carlsbad for their arts and cultural participation, rather than going to neighboring cities such as Oceanside, Vista and Encinitas as well as downtown San Diego. Current Popular Venues The survey also showed that both English and Spanish speaking respondents primarily attend arts and culture events in Carlsbad Village, at the library, and in the parks. The Rose G. Schulman Webb Management Services + WolfBrown September 2019 Page 1 Oct. 22, 2019 Item #6 Page 116 of 120 Auditorium and William D. Cannon Art Gallery are popular venues among English speaking respondents (60% or more) but far less so for Spanish speaking respondents (less than 20%). Envision Carlsbad Existing Condition and Issues Exploration Working Paper 4: History, the Arts and Cultural Resources; High Quality Education and Community Services The Envision Carlsbad Existing Condition and Issues Exploration Working Paper 4: History, the Arts and Cultural Resources; High Quality Education and Community Services report preceded the Envision Carlsbad General Plan Update and informed the two Elements described here in more detail. In addition, it notes areas of the city that are in greater need for new cultural spaces and the concerns about future buildout that could constrain new development. Section 3.4 of Working Paper 4 which notes that 'The city takes pride in providing art and other cultural venues for the community; however, most of the existing cultural art institutions and organizations are located in the northwestern portion of Carlsbad." It states that the General Plan Update "presents an opportunity for the City to encourage the development of new cultural art venues in the eastern and southern portions of the city to provide balanced opportunities for the entire community to appreciate, learn, perform and enjoy cultural arts." It goes on to suggest that 'The potential for new multi-use venues capable of hosting large indoor and outdoor performances could enhance the city's ability to draw local and regional crowds." It also notes that " ... a broader strategy for funding is needed in order to deliver a similar or enhanced level of cultural arts services and facilities as the community reaches buildout." It suggests that there are opportunities to "think creatively" about partnerships between agencies and organizations as well as new uses for existing facilities and sharing resources for greater efficiencies. Impacts 1. New cultural venues are recognized as an important community asset; however, they tend to be sited in the city's northwestern quadrant which is not conducive to citywide use and accessibility. 2. Concerns about buildout has implications for decisions about creating new or adapting existing developments for future cultural facilities and venues. Envision Carlsbad General Plan Update Envision Carlsbad General Plan Update's AHCE and EBDT Elements each include both goals and policies that reference the benefits associated with cultural venues and facilities. AHCE Element The AHCE Element has ties with Core Value 7 of the Carlsbad Community Vision: Core Value 7: Emphasize the arts by promoting a multitude of events and productions year- round, cutting edge venues to host world-class performances, and celebrate Carlsbad's cultural heritage in dedicated facilities and programs It aligns with the Land Use and Community Design Element: ... enhancing livability in Carlsbad and creating an overall physical image for the city through the arts and presentation of cultural and historic resources. It also aligns with the Open Space Conservation and Recreation Element: ... all new parks include a public art component and address community needs for arts programming. Related Goals include: 7-6-3 Integrate the arts, public art and art education as a vital aspect of community life, with a wide range of facilities and public programs designed to engage the city's diverse audiences as active participants and patrons. 7-6-5 Enhance cultural and generational diversity and social connections through opportunities for volunteerism and civic engagement; more public gathering spaces, family-friendly activities, and public art; and more events that connect residents to one another and keep them active in the community. Related Policies include Webb Management Services+ WolfBrown September 2019 Page 2 Oct. 22, 2019 Item #6 Page 117 of 120 7-P.12 Explore opportunities and fundraising strategies for developing dedicated arts-oriented gathering places and venues that ensure wide availability and accessibility to arts and arts education opportunities. Where possible, provide interim spaces within other facilities for arts and arts education opportunities. 7-P.13 Explore feasibility of new multi-purpose venue(s) capable of hosting large indoor and outdoor performances, and the provision of affordable spaces for local artists to produce and display their work. 7-P.22 Develop programs that invest in and contribute to the enhancement of arts and cultural programs, services, organizations, and artists to foster ongoing cultural tourism efforts and creative economic development in the city. Impacts 1. Dedicated cultural venues can provide not only places for presentation of performing or visual arts but also contain additional areas for public gathering and social connections, multigenerational participation in cultural activities. 2. A performing arts venue enables residents to attend performances within the city of Carlsbad, rather than in neighboring cities with existing venues, creating economic impacts as well as other social and community benefits. 3. A venue with spaces for arts creation and production or educational programming increases the City's ability to meet goals for investment in and enhancement of arts and culture programs and services. 4. Venues that support visual and performing arts presentation and production as well as those that allow for residents, visitors, and artists to have opportunities to participate directly in the creative process can provide economic, social, creative and tourism benefits for the city as well. · EBDT Element The EBDT Element has ties with Core Value 4 of the Carlsbad Community Vision: Core Value 4: Strengthen the city's strong and diverse economy and its position as an employment hub in North San Diego County Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. Related Goals include: 8-P.3 Lead and promote business outreach and collaborative initiatives among business leaders and economic stakeholders. Such outreach and collaboration shall include partnering with local businesses and economic development and employment organizations to identify strategies for local business retention and expansion, talent attraction and regional branding. 8-P.5 Encourage increased year-round tourism through such means as working with the Carlsbad Tourism Business Improvement District to help market Carlsbad as a complete multi-day, year-round destination, and by working with other organizations to promote and develop Carlsbad as an ecotourism destination. Impacts 1. Visual and performing arts venues and other cultural facilities have a significant impact on cultural tourism which in turn increase transient occupancy tax revenues. 2. A venue that supports year-round arts programming can be a draw for cultural tourists and encourage longer stays with music, dance, theatre, film and visual arts festivals or other multi-day events -particularly in slower months. 3. Enabling the city's already vibrant cultural offerings to expand through new arts and culture facilities also aids in the recruitment of new businesses and corporate headquarters to Carlsbad as well as their ability to attract and retain employees. Parks & Recreation Department Master Plan There are several areas of the Parks & Recreation ,Master Plan that call out the need for some type of facility to support cultural activities. Webb Management Services + WolfBrown September 2019 Page 3 Oct. 22, 2019 Item #6 Page 118 of 120 Section 1. 7 .2 Program Priority Rankings The community identified "cultural arts programs" as their fifth highest priority for the Parks and Recreation Department. Section 1.8.6 Big Ideas The plan describes two "Big Ideas" based on community program priorities and the philosophy that "programs determine facility design. Apropos to the cultural venue study Big Idea #1 proposes a multi use, multigenerational community recreation center that can "cover the gamut of programming needs" including cultural arts, dance and special events. Relevant to this study, the plan suggests that specialized activities such as arts and crafts classes or performing arts spaces could be amenities provided through the proposed multiuse facility. Further the plan notes that "these types of programs also lend themselves well to partnership models with public, private or nonprofit providers for design, development and operation." Big Idea #2 is an Outdoor Adventure Park that includes a variety of programming, from fitness and wellness, adventure and environmental education programs, youth summer camps, and special events. While neither of these spaces are specifically for cultural arts uses they are included here because of the outcomes of subsequent feasibility studies and their potential implications for development of a performing and visual arts venue. Multigenerational Community Recreation Center and Outdoor Adventure Park Feasibility Studies In August 2017, PROS Consulting analyzed the feasibility of 1) a large scale, two-story multi-use multigenerational recreation facility for Carlsbad and 2) an 8-14-acre outdoor recreation site as described in Big Idea #2 above. Each study identified one or two sites for the proposed projects and conducted their analysis based on the available spaces. The study examined community, leadership and stakeholder input, market analysis, concept development and design, business plans, operational budgets, partnership options, possible programs and services, and the financial requirements for the proposed projects Online and statistically valid community surveys for each project indicated that there was strong (70% +/-) community support for each project as well as a willingness to pay for services and access. Despite the overwhelming community support for the projects, in each case, it was determined that the City's ability to develop the projects as envisioned was not feasible due to space limitations which would have forced the developments to eliminate major amenities in order to fit within the available footprints. In particular, satisfying the required number of parking spaces would have forced the Multigenerational Community Recreation Center to reduce its size and offerings, making it undesirable and out of keeping with the intended vision. The Outdoor Adventure Park had the potential for drawing in large numbers of visitors from the region by filling a gap in the market, indicating a high potential for success and economic benefits to the City. However, space limitations at each identified site and environmental impacts such as increased noise, lighting and traffic to surrounding neighborhoods, would pose challenges that would be difficult to mitigate. Recommendation In each case, the consultants did not recommend moving forward with either project and the City is now considering how to enhance existing venues and facilities with the desired amenities rather than build those that stand alone as initially envisioned. Impacts 1. The Parks and Recreation Department Master Plan has relevance to this study in its identification of a community desire for space for cultural activities and the role that parks can play in the creation of outdoor (amphitheater) spaces for performances and gatherings year-round as well as in the summer when there is a significant uptick in the City's outdoor cultural arts offerings. 2. Secondarily, the two feasibility studies for Parks and Recreation facilities document issues with the available space for new venues and the role that parking and population density can play in determining siting and feasibility. Webb Management Services+ WolfBrown September 2019 Page 4 Oct. 22, 2019 Item #6 Page 119 of 120 Carlsbad Village & Barrio Master Plan The Village and Barrio Master Plan is a visioning document as well as a master plan for the future. The significance of each area runs deeply in the history of Carlsbad. The Master Plan is in part an effort to identify and document each of their very best qualities and characteristics while supporting their ability to adapt to the changing community and its economic and environmental needs. The Village and Barrio Master Plan is a road map to the future with goals and policies, standards and guidelines, and an implementation plan. The Master Plan does not specifically call for a cultural facility or other venue. It does however, identify goals and strategies that can be aided in their implementation with the intentional inclusion of a arts and cultural venue of some type. 1.5.1 Land Use and Community Character A. Maintain and enhance the Village as a community focal point with high quality shopping, dining, entertainment, working and living environments. 1. Support a dynamic mix of uses and facilities, including a commercial center, mixed and standalone residential uses, and new, inviting public spaces. 1.5.4 Placemaking B. Create magnetic public spaces for arts and culture, civic and other activities. 5. Activate the Village by promoting placemaking strategies that support arts and culture, including visual, musical, and theatrical arts and other public performances. Impact 1. The siting of an arts center or other mixed-use cultural venue in the Village and Barrio area aligns with the goals and strategies of the Master Plan as well as other Plans reviewed as part of this literature scan. Webb Management Services + WolfBrown September 2019 Page 5 Oct. 22, 2019 Item #6 Page 120 of 120 Cultural Facilities Needs Assessment October 22, 2019 Richard Schultz Cultural Arts Manager Heather Pizzuto Library & Cultural Arts Director Tonight’s Presentation •Recommended Action: Adopt a Resolution accepting the Cultural Facilities Needs Assessment and provide direction to staff as appropriate. Arts & Culture Master Plan •#1 response was an arts venue •Guiding questions: Is there a need in the region? Is there sufficient interest within the community? Webb Management Services •Request for Proposals issued Oct. 29, 2018 •Contracted with Webb Management o Clients include governments and arts groups Key Study Questions •What are the market characteristics? •What is the level of demand from users? •What is the regional competition? •How do community goals align? Research Participants •Community & arts organizations •Artists & educators •City board & commission members •City staff 20-miles 10-miles City Schulman Auditorium Market Analysis Majority of audiences travel from within 20 miles• • Market Analysis Local and regional populations expected to grow Population Growth: Region 1,7SOJ)OO • 2000, Census • 2010, Census ■ 2019· Estimate 1,250J)OO 2024 Projection 1J)OOJ)OO 7SOJ)OO 500J)OO 250J)OO l(H"nile Radius 20-mile Radius Market Conclusions •Educational attainment and income are strongest indicators of arts attendance •High levels in the market suggest individuals with the propensity to attend arts events Market Conclusions Increased Tourism •Number of visitors is steadily growing •Visitors are more likely to support traditional and diverse forms of cultural programs •Visitors spend $45/person per visit on recreational activities Competitive Space Analysis •Small & medium facilities with low to no availability •Need for functional and fully equipped outdoor space •Few studio, class and meeting spaces Usage Conclusions 12 organizations expressed interest in a performing arts facility with the following amenities: •Rehearsal space •Flexible seating •Sufficient back-of-house support spaces •Catering kitchen Recommendations 1.Develop a Flexible Indoor Performance Space •400 to 600 seats •Flexible and multi-purpose •Accommodate local music, dance and theatre organizations; touring entertainment; festivals and civic functions Recommendations 2.Additional indoor space for rehearsal, programs and teaching •Classrooms and studios •A commercial kitchen •For dance, music and theatre Recommendations 3.Create an outdoor performance & event space •Minimal permanent structures •Infrastructure to support major events and festivals Recommendations 4.Develop independent industrial art space •Artist work spaces •Affordable studio memberships •Resources such as computer workstations, equipment to rent and materials to buy Next Steps •Explore potential sites and opportunities such as a City Hall and Civic Center location •Staff to pursue relevant future opportunities 17 Recommended Action 18 •Adopt a Resolution accepting the Cultural Facilities Needs Assessment and provide direction to staff as appropriate. Feedback & Questions? 19 Additional Slides 20 Comparable Projects Lake Forest Civic Center | Lake Forest, CA •12.4 acre complex includes a Performing Arts Hall & City Council Chambers, City Hall, Policing Center, Community & Conference Center, and Senior Center. •Performance Hall is 200-seat, state-of-the-art (A/V and acoustic) facility. Comparable Projects Lake Forest Civic Center | Lake Forest, CA •Hall used for City Council and Commission meetings, plays, musicals, pageants and graduations. •Community Center and Senior Center offers program and meeting space for a wide range of residents. •Facility opened Fall 2019, costing $73M. Comparable Projects Mosesian Center for the Arts | Watertown, MA •Once a US Army arsenal, the 30,000 sq.ft venue is now home to a 339-seat theater, a 100-seat Black Box theater, exhibition galleries, 2 rehearsal halls, classrooms and resident artist studio. •Home to Watertown Children’s Theatre and New Repertory Theatre, a professional resident company. Comparable Projects Mosesian Center for the Arts | Watertown, MA •Center offers robust education programs, teaching ceramics, printmaking, mixed media, painting, dance, musical theater, and literary arts. •The rehearsal hall is equipped with a sprung dance floor. Comparable Projects Addison Circle Park | Addison, TX •10-acre park ideal for civic gatherings, festivals and everyday community use. •Goal was to create good sightlines for outdoor performances, to organize ticket-holders and to allow for the placement of tents for events and food & beverage vendors. Comparable Projects Addison Circle Park | Addison, TX •Emphasis on infrastructure, including electrical and water supply, to support major concerts for 12,000 people, theater events and other 500-1,000 person concerts and events. •372,000 sq.ft of open lawn, plaza and garden spaces •Opened in 2003, costing $7.5M. Comparable Projects Irvine Fine Arts Center | Irvine, CA •18,000 sq.ft center provides art classes and camps in ceramics, photography, culinary arts, jewelry-making, painting and more. •Center’s main gallery showcases regional visual artists. •Open Studio Program for ceramics, jewelry, photography and printmaking offers rental space. Comparable Projects Irvine Fine Arts Center | Irvine, CA •Ceramics Studio is fully equipped with three large gas kilns. Jewelry Studio is equipped with jewelry casting and fabricating equipment. •Center is part of larger, 36.5-acre Heritage Community Park.