Loading...
HomeMy WebLinkAboutagenda.council.worksession.20080826MEMORANDUM TO: FROM THRU: DATE OF MEMO: MEETING DATE: RE: Mayor Ireland and City Council Gram Slaton, Wheeler Executive Director ACM Randy Ready; Wheeler Board of Directors 21 August 2008 26 August 2008 Wheeler Opera House Work Session, to include Updates on 21" Century Master Plan and Wheeler Leased Spaces SUMMARY: The purpose of the August work session is to provide City Council with a comprehensive update of the 2l" Century Master Plan's progress since the January 2008 work session, and to request direction for its next stage of development. Wheeler staff and the Wheeler Board of Directors recommend selection of a Task Force for the design process for a sister facility to be constructed on the Wheeler Parcel, and further recommend approval that the project is appropriate for COWOP. As part of the Master Plan discussion, staff wishes to update Council on findings relative to the two leased spaces (currently occupied by Bentley's and Valley Fine Art), as well as the space presently utilized by the Wheeler's ticketing entity, Aspen Show Tickets. PREVIOUS COUNCIL ACTION AND BACKGROUND: Wheeler long-range planning efforts have been underway for several years through the 21~` Century Master Plan (21CMP), with City Council funding and approval for the latest concerted effort to involve the local arts groups in planning for the future of the Wheeler, beginning in 2004 under its previous Executive Director. Wheeler staff approached City Council at its January 29, 2008, work session and received approval to advance to the next stage of development. DISCUSSION: Wheeler Parcel and Historic Wheeler. From 2004 through 2007, Wheeler staff conducted multiple approaches to culling information about the historic venue's 1984 renovation and how that renovation addresses or fails to address the needs of Aspen's arts community. At the January 29, 2008, work session, Wheeler staff presented the findings from this research, including a consistency of need in several crucial areas, such as for a second and smaller stage, purpose-driven box office and lobby space, flexible rehearsal space, expanded second-floor lobby, Wheeler offices, and onsite housing for talent and Wheeler employees. Between February and August, Wheeler staff staged three advertised meetings for feedback on the 21'` Century Master Plan, which were attended by over 90 members of the general public and Aspen's arts community and facilitated by Bob Schultz, an independent consultant. Findings from this meeting confirmed the community's desire for rehearsal space, a smaller theatre, possible connection of second floor lobby spaces and a desire to put high traffic uses at street level. Many of the non-arts people attending the meetings were not particularly concerned about employee or talent housing on site; however, this remains a deep concern for those who work in the arts community and for the Wheeler as key protection in an emergency situation by having personnel literally onsite. Subsequent to reducing the substance of these discussions into a series of findings, the Wheeler in June released a Request For Qualifications (RFQ) to the national and local architectural and theatre-services community, in order to uncover which professionals would be best suited for further consideration for the proposed project. The RFQ requested responses i^ six critical areas: L EXPERIENCE W/TH GENERAL THEATRE CONSTRUCT/ON. Proposers were asked to provide five examples of recent theatre projects that their firm has participated in as n principal pnrmer or leader, with detailed information including present contracts at those venues, names and associations of all participating design pnrmers, and any other information that was germane to the City's understanding of the submitting firm's relevance to the project. 2. EXPERIENCE W/TH H/STOR/C PROJECTS W/TH L/M/TED FOOTPRINTS. Proposers were asked to provide experience in and examples of recent projects (not necessarily limited to performance venues) that their firm had participated in as n principal partner or leader, where there were substantial restrictions in work space and building footprint, and where their universe of design options was limited by historic integration issaies. 3. CREEN TECHNOLOGY. It was stated that Wheeler staff and board, as well ns the Ciry of Aspen, expected any new construction or improvements to the historic Wheeler to take maximum advantage of new technologies that: i. Provide significant energy conservation; ii. Minimize environmeninl impact in daily operations; iii. Use recycled materials in new construction orfinishes; iv. Demonstrate n pronounced commitment by the Wheeler and the City towards self-sufficiency and operational sustainnbility. Proposers were asked to provide n statement of commitment to the principles of green technology, with detailed examples of specific ongoing and completed projects (theatrical rand non-theatrical) that demonstrated this commitment. 4. CONSTRUCTION IN RURAL/RESORT SETTINGS. Proposers were asked far their experience in limited-availability settings such as Aspen has, including impacts to scheduling and completion of projects, rand how such challenges were addressed and overcome. 5. CREATNE TEAM ASSEMBLY. Proposers should provide n statement of their philosophy towards assemblage of a creative team relative to the 21" Century Master Plan, with examples of possible teams [hey would put forward if allowed to advance to [he next stage of the process. Such teams typically will involve a national architectural firm, a local nrchitec[ural firm, and at least one theatre consulting firm. 6. EXPERIENCE WITH MUN/C/PAL GOVERNMENTS, H/STOR/C PRESERVATION ORGAN/Z4T/ONS, AND COMMUNITY GROUPS. Proposers were asked to provide evidence of previous experience working with such governments, boards and commissions, complete with all relevant information for confirmation purposes. The RFQ was issued in mid-June with a closing date of July 11. A screening committee was assembled, composed of Assistant City Manager Randy Ready, facilitator Bob Schultz, Historic Preservation Director Amy Guthrie, Wheeler board member Pamela Cunningham, and Wheeler Executive Director Gram Slaton. The Wheeler received twenty-seven (27) RFQ submissions. After careful analysis and group discussion, the committee reduced the number of proposals to six [hat would be appropriate for further consideration. This small number will be vetted through a combination of approaches, including the involvement of a national theatre facilitator (Pfocus, of Scottsdale AZ) and onsite visits to representative buildings that are of most parallel interest to the Wheeler and City for comparative experience and owner/manager interviews. Through this process, i[ is expected that the final number of applicants will be reduced to three or less for further consideration through a Request For Proposal. Task Force. Also during the February -August period, Wheeler and City staff, with input from consultant Bob Schultz, wrestled with the question of whether the Wheeler's 21"` Century Master Plan should have as its next step a traditional four-step land use planning process or request Council to consider the Wheeler's project as eligible for COWOP. While arguments can be successfully made for either approach, it is the opinion of Wheeler Board and staff that a request should be made to City Council that this project is appropriate for COWOP and be allowed to proceed as such, with the number of task force members fixed at no[ greater than fifteen (15). Further, Wheeler Board and staff request that assembly of this task force be conducted as quickly as practical, in order to continue the very positive momentum that we have generated over the course of the pas[ two years. These are the two key pieces that we cask that City Council allow to proceed as recommended at this time; however, because of the intrinsic relationship between spatial uses in the historic venue and new spatial opportunities in the possible addition, we ask City Council to weigh consideration of the following ns well. Wheeler Lease Spaces. Ac the January 2008 work session the subject of the future for the Wheeler's lease spaces was introduced, and Council gave Wheeler staff a directive that an affordable eating and drinking establishment be maintained onsite. Based on that directive, Wheeler staff secured a restaurant consulting firm (Profitable Food Facilities, of San Diego CA) to explore how the existing kitchen design fared with current codes and standards, and what would be required to make a general renovated culinary space work within the available building footprint. As part of Profitable Foods' recommendations cited in a draft copy of its report; it noted: • Our recommendation is that the City invests in renovating the facility and expanding the kitchen. Such investment is estimated to be between $300,000 and $600,000, depending on the degree of alteration to the two lease spaces, selection of equipment, and cost of materials and Labor at the time such project is undertaken. While investment in the kitchen's equipment and peripherals represents a substantial investment of capital, it provides the Wheeler with the ability to better ensure that such materials are in keeping with Ciry environmental and energy-consumption iniriatives, Wheeler quality standards, and avoidance of shortcuts regularly associated with "value engineering." Lt also ensures that, should at any time within the equipment's lifespan the resident tenant chooses to discontinue operations or otherwise remove itself from fulfilling the role of resident restaurwtt facility, the Wheeler has a full range of options to reh~rn the space to a restaurant facility with minimal downtime. With the City's investment into the renovation, an assurance of care from the tenant must be made to assure the investment is protected and not mistreated. • PFF [Profi'table Foods] realizes that when spaces are leased that there are times that the operators provide the construction costs and equipment for the space. However, in this case our goal is to provide town residents and guests with aloes-cost eating option in Aspen. Many of these types of restaurants in Aspen have closed or will be closing soon. In order to achieve our main goal, the Wheeler/City needs to provide the new kitchen costs to allow the contracted operator to focus on providing the experience thud the Wheeler and Ciry desire, instead of focusing an how much they need to charge to make up for their expenses and investment. This will also allow the city to sign leases for a shorter term (5 years) so that the operator does not have to sign a long term lease (10 years or more) to recoup their initial investment. Further, Profitable Foods found the existing kitchen to be far too small for current codes, and any tear-out and renovation would require a kitchen footprint of at least twice the size, which would force it to encroach onto as much as one-half of the space currently occupied by Valley Fine Art. In order to make this accommodation, the leasable space available for Valley Art or a subsequent rentor at its current location would need to be re- created as a duplex with the new space being in the basement of the Wheeler in order to replicate the same amount of available square footage. This is a realistic possibility, as a realignment of basement spaces could provide such square footage, if needed. To no[ make this accommodation would create a rental space that would be too small for almost any kind of retail business; however, it could be of sufficient size to eventually house the central/downtown core station for ACRA. Parallel to this, one of the surprise findings from the three public meetings on the 21CMP was a lack of support for taking the space currently occupied by the Wheeler's Aspen Show Tickets and repurposing it as a rehearsal and flexible-use space. The majority of public opinion was that all street-level spaces at the Wheeler should be utilized for retail operations. While there was no distinct direction given for what particular retail operation should go into that space, it did expand the total footprint of leasable retail space and open the door to considering another onsite source for existing rentors. The construction of the historic Wheeler is such that one of its three primary load-bearing walls sepazates the eating/drinking space from the present box office space, so that it would be very expensive to expand from one into the other; the box office space by its construction is therefore isolated and unavailable for expansion except through its northern walls. The easiest route would be to combine the eating/drinking space and the gallery space, but this would require eviction of a current tenant at the end of the lease term or at some time thereafter. Further, it would bring into question the continuance of a source of lease income that is currently generating about $8Q000 per annum which is used for the City's arts grants program. An alternative plan would involve a coordinated redeployment of the two current lease spaces plus the box office space. It is possible to completely reconstruct the street-level spaces into a flexible retail space (roughly the space currently occupied by Valley Fine Art), and reprogram the current bar/eatery space and box office space into something along the lines of an English pub/restaurant model, wherein a single conjoined kitchen serves two separate drinking/eating space. The present location of Bentley's could serve as a bar and simple pub food operation, and the box office space as a more upscale-to-fine-dining experience more in keeping with the Wheeler's image. Having this additional available space and expansion of choices would also help contain catering costs for the Wheeler, for its visiting artists that can require sit-down service for as many as 20 - 30 company members. A final alternative would involve relocating the bar/eatery option to the basement location once enjoyed by The Pub; however, in order to do that a large amount of retrofitting of plumbing and ADA access would be required. While hardly impossible, it may prove cost prohibitive. During the 2009 budgeting cycle, the Wheeler included in its 2009 Asset Management Plan budget $300,000 for renovations for the leased spaces, in case the direction from Council should be that the Wheeler should control the design, construction, and quality of all changes to the historic property, as well as act as quickly as possible shortly after the conclusion of the current leases (expiring in mid-2009). Wheeler staff identified October 2009 as the earliest likely starting time for this renovation, with the idea that all tear-out and renovations could be completed in ten weeks, or in time for the start of the winter holidays and high ski-season traffic, should this be the direction given by Council. Most recent thinking, however, is that because the opportunities and complexities inherent in a total repurposing of street-level spaces in the historic building, it may be more prudent and cost-effective to hold off any renovation a[ this time and integrate it into the total construction planning and scheduling for the development of the Wheeler parcel. In summary, the practical options that Wheeler staff has identified are: !. Tear-out and replacement of the eatinu/drinking space kitchen with responsible replacement fit encroachinc into the rear of the cnllerv space. This redeployment of spaces would also allow the manager's office and dry storage Wrens to be moved out of the basement of the Wheeler and sufficient shifting of Wheeler storage areas that would accommodate a duplex arrangementfor the gallery space, effectively retaining its available square footage. 2. Tear-out and replacement of the eatinc/drinking space kitchen. and absorption of the remaining callerv space into additional seatine area for the eating/drinkinx establishment. While this would be the simplest option, it would eliminate the second source of rental-space income and require the eating/drinking proprietor to shoulder the entire rental burden for both spaces (currently nt $!0,796.55 per month for Bentley's and $6,996.91 per month for Valley Art, or $17,793.46 total per month), or the Ciry/Wheeler generating some different form of rentaUprofit sharing model for n lease arrangement. 3. Defer chances to the leased spaces until the vacation of the Wheeler's Aspen Show Tickets box office incorporatinc that available sauare footace into an overall desicn. This option would extend the current lensed-space situation for at least several more years, and allow the current ren[ors to continue operations in the short-term, while either being incorporated into the spaces' future plans or having sufficient ti~rie to seek an alternate rental location. The problems already identified with these spaces as noted in the January 2009 work session would be allowed to continue. Whatever plan is adopted, it is important to note that when construction/conversion begins, it will require the Wheeler to have its leased spaces offline and not contributing income that feeds the arts grants program. Because this renovation is expected to take 75 to 90 days, this effectively means that a full one-quarter of a year's leased-space rental revenue will be lost, or nearly $53,000 a[ current rents. In order to keep grants funding at current levels, the balance will need to be made up from [he City of Aspen's general fund. Ultimately, however, at the end of this process the Wheeler should have additional rental properties and/or resources which will serve to increase the pool of funds available for the arts grants program. The Wheeler's stuff and Board recommend the third option cited above as its preferred option. This is done with some reluctance, as it recognizes that the City would be allowing a kitchen in a City-owned building to knowingly be allowed to operate out of curzent codes. However, Wheeler staff and Board believe it would be simplest and most considerate of the venue's long-term future to allow the remodeling and repurposing of the lease spaces to be developed as part of a holistic and unified plan for the expanded Wheeler. Finally, there is the matter that whichever of the above directions Council opts for, it will create a complete change in lease structure, thereby raising the question of whether these spaces should be put out through a Request For Proposals in a competitive-bid situation. To Wheeler staff's knowledge, the eating/drinking contract has not been put out to bid in the past decade or more, and it is even possible that it has never been put out since the original 1984 RPP. The gallery space, in comparison, has been put out as recently as 2006 during the last turnover of tenant there. The Wheeler regularly receives inquiries about when the eating/drinking space will become available for bid, and this has escalated appreciably since the January 2008 work session. With the significant changes that may be occurring with the lease spaces, it may be opportune to open the leasing availability up to the general public. FINANCIAL IMPLICATIONS: The Wheeler has $26Q000 budgeted for the further design phases of the 21" Century Master Plan for the 2008 fiscal year, of which less than $30,000 has so far been expended. The Wheeler also was approved $249,220 in carryforward savings for this line item from its 2007 operating budget, making the total remaining available in this operating year a[ about $485,000. As part of the Wheeler's 2009 proposed operating budget, $400,000 has been requested for this line item, supported from RETT collections. The total design and construction costs of the overall project (not taking into account the $300,000 presently budgeted for 2009 for the leased-spaces remodel) is anticipated to be as high as $30 million, provided an expansion could begin i^ the next three to five years. Given the double-digit escalation of construction costs that we are experiencing in the upper Roaring Fork Valley, construction delays will likely result in significantly increased costs to complete the project. The impact to the City's arts grants program has already been noted above. ENVIRONMENTAL IMPLICATIONS: None at this stage of development for the Wheeler Parcel; approximately 60 yards of landfill space for the leased-spaces remodel, plus temporary removal of three to five parking spaces on Mill Street, construction noise and dust, etc. As stated at the January 2008 work session, planning for any expansion facility (or any construction activity) would be done with full attention to maximizing the green features of the building and minimizing its environmental impact. RECOMMENDATION: Wheeler staff and board make the following primary recommendations for Council's approval: !. That the Wheeler be allowed to proceed with selection of a creative ream for the 21 CMP through responsible follow-through investigation and a subsequent Request For Proposal to three or fewer applicants; 2. That the Wheeler's 21 CMP design process be considered appropriate for COWOP. Predicated on positive reception to the above two recommendations, Wheeler staff and board further recommend the following: 3. That City Council review the three options noted for its leased spaces and give Wheeler staff direction on which it would like to have pursued, with the understanding that #3 is reluctantly arlvnnced as the preferred option; 4. That City Council give consideration to the question of whether its lensed spaces should be put out to public bid for services through a Request For Proposals, for implementation immediately after the conclusion of the renovation of those spaces. ALTERNATIVES: At this juncture, the Wheeler staff and board have advanced the 21CMP to a point where it is ready for creative action; however, that can be suspended for whatever term Council believes in the best interests of [he Ci[y and Wheeler An extended suspension may require starting over with a second Request For Qualifications in order to address the process fairly and effectively. Changes to [he Wheeler's leased spaces may also be suspended for whatever term Council thinks best, with the understanding that the eating/drinking space is not up to current codes and cannot be brought up to same without expansion. Summary Comments and Observations from Community Input Sessions regarding Wheeler Opera House Expansion Project A series of community input sessions were held on 3/31/08, 4/10/08, and 4/17/08 in the second floor lobby of the Wheeler Opera House. The meetings were advertised in local papers and local arts groups were invited to participate by Gram Slaton, Executive Director. In addition, Wheeler Opera House board members attended each session. More than 50 people attended the interactive small group sessions. The sessions included introductions and a brief presentation on the previous planning efforts for enhancing the opera house and developing the adjacent lot owned by the Wheeler. The presentation included three conceptual space allocations that were developed based on input received from an Arts Community Needs Analysisperformed in 2005. The majority of the meeting was a dialogue, facilitated by local planning consultant Bob Schultz, designed to gain input on four questions related to the possible project: What elements need to be included in the architectttreLprogram in order'to have a successful facility that meets local needs? Given the critical role that the Wheeler plays in the social environment and local neighborhood, what should we consider when exploring an expansion? Given the historic significance and physical presence of the Wheeler, what physical relationships and constraints should we consider related to an adjacent new structure? Given the concerns about growth, construction, and government projects, what are the political considerations that we should keep in mind when determining whether ta'move forward? The key points of discussion are presented below. Bob Schultz is responsible for the collatign of commentsthe occasional suggestions to respond to comments, and the recommendations at-the end of the document. The purpose of this document is to record one step in an ongoing process that will lead to a decision regarding whether to expand the Wheeler Opera House. Communication efforts, including one-on-one conversations with various community members will continue during May and June. Wheeler Opera House Input Session Summary May, 2008 Program Responses What elements need to be included in the architectural program in order to have a successful facility that meets local needs? 1.) 150-300 Seat Theater There were numerous comments from members of each group regarding the need for a smaller stage to compliment the 500-seat theater at the Wheeler. Participants noted that there are three excellent theaters with approximately 500 seats in the area (Wheeler, District Theater, and Harris Hall). There are many performances held in thole venues that are better suited for a smaller venue. A crowd of 200 people in the Wheeler can seem lost in the venue. While the performance may be excellent, the speaker, performers, movie, or other event is not well suited to attracting 500 guests. A more intimate space with a commensurate rental rate could attract additional performances and relieve pressure on the larger venues. Examples of possible!tisers include, films, acoustic music, concerts, dance, theater,_and lectures. This venue would also relieve some of the pressure during the summer season, when the Music Associates of Aspen occupy the Wheeler. 2.) Flex Space There were also numerous comments in each, group about a second additional space that had four walls, a grid, traditional lighting, andthe ability,to be transformed into numerous configurations for a wide variety of uses. The space would be available for rehearsals, less than 100 seat performances,. n3eetings/gatherings, arts education, and cinema uses. Theater organizations commented on the acute need for rehearsal space, especially during the summer. Given the level of demand, there may also be consideration of a moveable wall"that allows dividing the space into two separate spaces. Sound isolation would be an issuo,Giveu the Wheeler's status as a presenting theater, there was a desire to be able to use the rehearsal space to set marks and have some ability to develop staging and lighting that could transfer to the Wheeler stage. One can imagine this being a very well used space that will require staff support in order [o serve the variety ofconfigurations possible. Gram introduced the idea of technology (for example, a Spiral,Lift system) that could optimize the ability to perform space reconfigttrations in a reasonable time. The architect and theater consultant would need to balance the need td meet a variety of uses with the concern that the space is compromised for all users. The two uses above were seen as critical to addressing needs in the arts community. They provide the primary justification for new construction and arts community buy-in. Several other program comments were recorded that are also important to consider. 3 J Lobby/Reception Area with Outdoor Patio There was interest in a new lobby that opened onto an outdoor patio on the second floor that would be somewhat similar to the structure next door at the new Motherlode. This space would provide a signature outdoor experience for summer performance, receptions Wheeler Opera House Input Session Summary May, 2008 and other private-rental situations, and fundraising events at the Wheeler. It would be a gathering place that could help supplement or replace the green area on the Wheeler parcel. Some of the uses suggested may or may not be seen as part of the Wheeler's mission. Receptions, fundraising events, and other activities not directly related to performance could work well in this space. The staffing and catering needs of such a use would need to be explored. 4.) Go Over the Alley, If [t Makes Significant Improvement to the Stage.' Making the existing stage work better is first priority of any proposed use over the alley. If one cannot explain how this will improve the issues with the existing Stage and its support spaces, then it is probably not going to be worth the trouble. Many'participants were familiar with the limitations of the existing stage and were interested it seeing an improvement to our signature venue. SJ Support for One or Two Food/Drink Establishments The participants expressed support for continued leasingnf space for one or two food and dining establishments in the Wheeler building. The comments ranged from a desire for a lessee that better met theater user needs to a focus on supporCing affordable dining/drinking. While there was no consensus on an ideal lessee, a majority of participants focused on ground-level vitality and a facility that would be open when the theater was in use. Perhaps because of the recent closing of the crystal Palace, there were several comments related to the performers from the Palace needing work. One idea was that a second lease be granted for a piano bar-type facility that would tie more closely to Wheeler uses. There was little discussion of the art gallery. 6.) Little Support fox Affordable Housing or Performer Housing Participants expressed little support for on-site employee or short-term housing. The general: sense was that the constraints of the site and desire to achieve a certain assumed scale in relationship to the Wheeler would challenge the ability to meet all of the program needs. These needs were considered secondary to the other space needs. There was recognition of the desirability to have a maintenance staff worker on-site but little support for meeting all employee housing needs or performer housing needs on-site. Several participants suggested using Wheeler funds to secure off-site housing as part of one of the upcoming City housing projects. The City Council can provide direction on this matter. 7.) Little Discussion of Office Needs There was little discussion of the office and other back of house needs for Wheeler staff. The Wheeler staff and board will need to be advocates for these program needs. Wheeler Opera House Input Session Summary May, 2008 S.) Art and Activities Hub There was recognition of the benefit of the ACRA information and box office uses at ground level in the Wheeler. There was discussion of maintaining facilities that bring people into the facility when there is no performance or event occurring. The types of uses included were central ticketing for all local arts events, ACRA info, and museum- type store that sold items from various local non-profit and arts groups. While some of these items will require reflection on the Wheeler's mission, the common thread was a desire for street-front spaces that were open and brought peapli=into the facility on a daily basis. Social Responses Given the critical role that the Wheeler plays in the social environmept and local neighborhood, what should we consider when'exploring an expansion? l.) Focus on Local Programmers While the Wheeler Opera House has served many local arts groups over the years and rental rates have been reduced for local groups, the size ofthe facility has been a challenge for many local programmers. Local programmers see an opportunity to work closely with the Wheeler in order to optimize; future use of new facilities so that their programs can grow. This is seen as a unique opportunity ohelp design a facility that is not designed for the benefit of any one user: group but rather for multiple users. Comments from Theatre Aspen and other participants suggest that any new spaces are unlikely to resolve their long-term summer performance space needs. Stage space is least available in the summer and there was concern that along-term agreement that served Theatre Aspen's needs would ptevent the'space from serving multiple user needs. Theatre Aspen does however have a strong need for rehearsal space that could be met in the new facility. Theatre Aspen is also considering expanded winter programming that could be served by the new facilities. During,the design process, there will be numerous trade-offs and decisions that will require'the client to make tough choices. A Technical Advisory Committee to the design process; made of local programmers, could inform client decisions on matters that will impact the ono or more performance spaces proposed for consideration. The goal would be to optimize input before decisions are made. 2.) Optimize Wheeler Vitality and Local Use Participants described an expanded Wheeler that continues and expands on the connectivity to the street and community. There were numerous comments about activity centers on the ground floor level, including box office, visitor information, dining, gathering areas, amuseum-type store, and other uses that gave locals and visitors multiple reasons to interact with the facility even if there was no performance scheduled. Locals and visitors would see the Wheeler as the logical place to go in order to find out what was happening in town and to purchase tickets for events. Wheeler Opera House Input Session Summary May, 2008 This is in contrast to many theaters, which are closed unless and until a performance occurs. The existing Wheeler serves these desires in many ways and the participants suggested expanding these uses. The comments focused on activities that benefit local businesses, local residents, and local arts groups. One example was an idea to use Wheeler lobby area as a rotating gallery for local artists. 3.) Work Hard on Construction Management Plan Construction activity at the Motherlode and Limelight has been ongoing and a proposed expansion of the Wheeler would occur following the completion of those projects. Noise, parking, and traffic disturbance due to construction activity have been issues in town. Gram's presentation included acknowledgement oflikely construction impacts and impacts to user groups and arts grants. Consideration of neighborhood impacts during construction and user group impacts will need to remain at the'forefront of project thinking as the project evolves. Consideration of those impacts during design and planning will reduce impacts. 4.) Concern that Improvements Will Lead to Increased User Prices and/or Insufficient Technical Staff Participants noted the benefit to local arts. groups presently enjoyed through subsidized rental fees and high quality technical staff, There was a desire that a financial plan be developed that will allow reasonable rental rates for the Wheeler and the new spaces. There was also a concern that staff will be iq,place to retain the high level of technical expertise for increased uses. Once a design and program for the facility is in place, the Wheeler could have an operating pro forma developed that would' estimate answers to these questions. Physical Responses Given the histotie significance and physical presence of the Wheeler, what physical relationships and constraints should we consider related to an adjacent new structure? 1.) Overlapping Issges Several issues discussed in this portion of the dialogue overlap with items previously reported. For instance, the second floor outdoor gathering place and support for alley extension if itsolves stage problems comments were reiterated during discussion of physical space. 2.) Split Over Architectural Relationship to Wheeler Opera House The architectural relationship (material palette and height) between an expanded facility and the Wheeler Opera House will be subject to a variety of opinions during Design Development. Participants were split between a desire to have the new space reflect the character of the Wheeler and to have the new space reflect contemporary design. Wheeler Opera House Input Session Summary May, 2008 Gram's presentation included images of the "waving flag" design that was not embraced by the community and a design concept by Jon Busch that attempted to mirror the design ethic of the existing facility. Amy Guthrie attended one of the sessions and reported that the Historic Preservation Commission urges designers to design buildings that are relevant to their time but that they would work with our team during the process. She encouraged the Wheeler to include a -ocal architect familiar with HPC rules on the design team. While the sessions provided greater clarity to the program for the facility, this issue was not resolved and is likely to continue to be a key issue to completing the Design Development phase of architectural work. 3.) Energy Efficiency is a Key to Making Building Relevant Today Several participants noted the desirability to minimize future operating costs, improve the performance of the existing facility, and set a new standard foYSimilar structures. 4.) Underground Theater is a Good Idea One of the design concepts that Gram presented included'an underground theater. Several participants noted possible advantages of an underground`-facility, such as sound isolation and minimizing above ground building height. This option should be given further consideration during development of schematic designs. The architect could perform a fatal flaw analysis. Political Responses Given the historic significance and physical presence of the Wheeler, what physical relationships and constraints should we consider related to an adjacent new structure? 1.) Design What is Needed to Serve. Existing and Future Local Arts Group Needs Participants suggested making the existing and near term programming needs the focus of anew facility rather than atarEng with political considerations. Several people commented that there is never a good time for proposing an expansion to the Wheeler, as indicated by previous efforts. A good physical plan and financial plan that have support from arts groups were identified as keys to success. Local arts groups seemed committed to full participation. There were concems that the design that is based solely on political considerations could be a "camel by committee". If the proposal meets the needs of local arts groups, then they should be expected to help deal with the political considerations of the proposal. 2.) The Project Needs Ongoing Outreach Several participants encouraged ongoing efforts to share information with citizens and users and to allow ongoing input. A variety of different techniques were proposed or discussed. 3.) Explain RETT and Develop Financial Plan Parallel with Design Wheeler Opera House Input Session Summary May, 2008 Each session included discussion of misunderstandings about the Real Estate Transfer Tax that supports the Wheeler. Some of participants have a special interest in the RETT because of its relationship to arts grants; however, citizens also had concerns and misunderstandings. Given the level of misunderstanding, a simple explanation distributed consistently over an extended period of time is needed. In addition, once Design Development is nearly complete, the project would benefit from hiring a third party to work with staff on a simple estimate of capital and operating expenses and a plan to meet those expenses. This analysis need not be a detailed Feasibility Study and Operating Plan but rather a conceptual capital and operating funding plan. Having a plan for developing cost estimates will allow those with an interest in that issue to have input before a plan is proposed. Explaining how and when that fits into the process will create a sense of order. 4.) Answer Relationship to Civic Master Plan and 7fi~' Master Plan The City, County, Fire District, Hospital and other agencies have`planning efforts that have been initiated over the last few years. The fact that=ttul6ple planning efforts are occurring can create confusion or concern. The City and Wheeler need a clear statement about if, or how, the program for an expanded Wheeler relates to those other efforts. Recommendations ; 1.) Develop an ongoing process for community input throughout the design and review process. Prior to the report to Council, draft cotrtinued public involvement plan that provides opportunities for input on Schematic Design, Design Development, Financial Plan, and Construction Management Plan. 2.) Update the City Councihon findings to date and proposal for next steps Share findings: to date and propose next steps. 3.) Prepare a Request,for Qualifications for Design Teams. Distribute RFQ in June with selection of team before September. 4.) Plan for bringing in an independent consultant to help develop conceptual capital and operating budgets. Schedule and budget for estimates when Design Development is nearly complete in order to confirm viability. Result will include plan for financing construction. Wheeler Opera House Input Session Summary May, 2008