HomeMy WebLinkAboutagenda.council.worksession.20100921MEMORANDUM
TO: Mayor and Council
FROM: Steve Bossart, Capital Asset Project Manager
THRU: Scott Miller, Capital Asset Director
DATE: September 16, 2010
MEETING DATE: September 21, 2010
RE: Wheeler 21" Century Master Plan —Needs Assessment Report
SUMMARY: In January 2009, City Council directed Wheeler and Capital Asset staff to
continue conceptual planning for a proposed addition to the historic Wheeler Opera House as
described in the Wheeler 20 Century Master Plan. Farewell Mills Gatsch Architects LLC was
contracted to produce preliminary designs based on programming needs determined by earlier
research. At the December 7, 2009 meeting of City Council, this work was suspended and
Council directed Wheeler and City staff to conduct an updated comprehensive, third -party needs
assessment at the earliest opportunity. Webb Management Services was contracted to conduct
the study. A draft report was presented to the Wheeler Advisory Board on Monday June 28th and
to City Council at the work session on Tuesday June 29
PREVIOUS COUNCIL ACTION: Council authorized preliminary design and planning work
towards obtaining project approvals. At the end of the Wheeler /City staff presentation on the 21
Century Master Plan's progress at the December 7, 2009 City Council meeting, Council
requested a third party needs assessment including but not limited to:
• Cultural and physical needs assessment of the Wheeler Opera House and all other
community performing arts venues.
• Determination of whether market demands would support supplemental space to sustain
cultural programming.
• Consideration and prioritization of various proposed sites to accommodate the space
demands.
• Assessment of pro forma financials determining the expansion cost versus annual dollar
return on investment and supportability of such expansion within the Wheeler's annual
operating budget.
BACKGROUND: In December 2008, the Wheeler completed an exhaustive national search to
recommend for selection an architectural /theatre design team to develop and test initial program
solutions. In February 2009, staff and design team met with a variety of local performing arts
groups to revisit findings from past needs assessments and to determine demand for space and
program in a prospective expansion. The design team worked through several iterations of a
conceptual design, which over the course of meetings through spring and summer 2009 resulted
in approvals from both the Planning and Zoning Commission and the Historical Preservation
Committee. The team then moved forward to Council for further review. In December 2009
City Council asked for an up -to -date third -party needs assessment, examining a potential
expansion's users and uses, financial analysis, and alternate site investigation.
DISCUSSION: Wheeler management, the City Manager's office, and Capital Asset staff felt it
very important that the needs assessment team possess very specific experience related to
performing arts facilities, historical renovation, and usage profile in a resort community. A
Request for Proposal was issued in early 2010 and generated 12 respondents. A review
committee consisting of Wheeler Executive Director Gram Slaton, Assistant City Manager
Randy Ready, and City Asset Management personnel (Scott Miller and Steve Bossart), was
convened to review the applicants. After lengthy discussion and critical review, Webb
Management Services Inc. of New York City was selected as the best fit for the project with the
most relevant comparable experience. Webb is utilizing local Aspen architectural firm Harry
Teague Architects as needed in the evaluation of alternate sites and space programming needs.
The Scope of Services for the assignment has included the following deliverables:
• Market Analysis
• Assessment of Current Wheeler Program
• User Demand
• Touring Product Potential
• Existing Facility Assessment
• Facility Recommendations
• Description of Comparable Projects in Similar Communities
• Activity Profile and Potential Revenue Generation
• Space Program Recommendation
• Prospective Site Analysis
• Order -of Magnitude Capital Budget
• Order -of Magnitude Pro -Forma Operating Budget
• Quantitative Economic Impacts
• Qualitative Economic Impacts
• Critical Path Plan
At Council's direction the consultant and City Staff review a number of alternate sites and
buildings with varying degrees of applicability and availability.
This presentation and report includes the input and addresses questions provided by the Wheeler
Advisory Board and City Council, and will be delivered to the Advisory Board on Monday
September 20 and to City Council at the Work- session September 21 Pending City Council
direction Wheeler and Capital Asset Staff will schedule a public open house to present and
discuss the findings, alternatives, and recommendations.
FINANCIAL IMPLICATIONS: Included in the approved contract.
2
OTHER RESOURCE IMPLICATIONS: No additional resource implications at this time.
RECOMMENDATION: Consider the alternatives of the site directly adjacent to the Wheeler
as a theater and support facility, or a support facility only with a second theater at a remote site
such as the existing Aspen Art Museum location.
CITY MANAGER COMMENTS:
• Attachments:
Wheeler Opera House Expansion Needs Assessment, September 2010 (the appendices
and Power Point Presentation slides are not included with this memo but will be included in
the bound reports to be distributed September 21
3
man��
ement
DRAFT
Wheeler Opera House Expansion
Needs Assessment
September 2010
table of contents
1. INTRODUCTION ................................... ...............................
2. NEEDS ASSESSMENT SUMMARY ........... ...............................
3. PHYSICAL PLANNING ............................ ...............................
4. OPERATING IMPACTS ........................... ...............................
S. ECONOMIC IMPACT ANALYSIS ............. ...............................
6. CONCLUSIONS ...................................... ...............................
Appendices
A. List of Interviews
B. Needs Assessment Presentation
C. Market Charts and Graphs
D. Facility Inventories
E. New Facility Space Program
F. Site Evaluation Matrix
G. Space Program Comparison
H. Pro -forma Operating Budget
... ............................... 2
... ............................... 3
... .............................10
.18
. ............................... 21
. ............................... 25
Wheeler Opera House Expansion Needs Assessment
1. introduction
Webb Management Services has been hired by the City of Aspen to undertake a study considering the
Wheeler Opera House ( "the Wheeler ") Expansion. This study includes an assessment of cultural facility
needs, physical and operational plans and a forecast of the economic impacts associated with the addition
and improvements of facilities.
Aspen has a long history as a community invested in the arts and humanities. The City is home to a
number of internationally regarded arts and cultural organizations, including the Aspen Institute, Aspen
Sante Fe Ballet and the Aspen Music Festival. Additionally, culture is an economic engine for the
community, contributing $27.1 million in total arts expenditures annually'. Since 1889, the 503 -seat
Wheeler Opera House has been an important contributor to the cultural and economic life of the
community. In 1979, the City of Aspen adopted the Real Estate Transfer Tax (RETT), ensuring the
continued operation and success of the venue. Most recently, the building was renovated in 1984. Now,
the City is exploring the possibilities for additional facilities to serve the Wheeler, its audiences and the
broader cultural community.
1 The Economic Impact of the Arts on Aspen and Snowmass, July 2004
September 2010 2
Wheeler Opera House Expansion Needs Assessment
2. needs assessment summary
This first section summarizes the findings, conclusions, and recommendations of Webb Management
Services' Needs Assessment for the City of Aspen and the Wheeler Opera House expansion. Areas of
research and analysis include:
1. An assessment of the current Wheeler Opera House activity and operations
2. Review of the market for additional cultural programs and facilities
3. An evaluation of existing local and regional facilities
4. Projections of demand for facilities on the part of users
5. Consideration of the impacts and benefits of expanded facilities on the community
This analysis then leads us to conclusions and recommendations on the need for new and improved
facilities.
2.1 Wheeler Opera House Assessment
The first step in this process was to review the Wheeler's programming levels, financial statements and
mission. Included below for reference, the current mission of the Wheeler is:
"The mission of the Wheeler Opera House is to monitor and ensure the preservation and viability of
the historic venue and its property through exceptional performance experiences for residents, guests
and performers, and to support the cultural assets of the Roaring Fork Valley."
Our assessment found that the Wheeler is fulfilling its mandate, offering a diverse range of programs for
Aspen locals, visitors and artists. Programming at the Wheeler Opera House includes presented events,
and co- productions with local cultural organizations and artists. Additionally, the Wheeler serves as a
permanent venue for the Aspen Music Festival's Opera program and the Wheeler Film Society, and also
provides free or low cost access for community events and rentals.
September 2010 3
Wheeler Opera House Expansion Needs Assessment
400
390
30D
230
Zoo
150
300
so
A review of the
Wheeler's programming
breakdown indicated
that the venue is a busy
and active space used
more than 350 days
each year for public
performances,
community events, film
screenings, rehearsals
and more. The following
chart summarizes usage
at the Wheeler. Outside
users such as the Aspen
o -- Music Festival, Film
2007 20D$ 2009
ociet and other
■F Ckty lm SO OMUSic Festival OWheeler Presentlng Days y
■Rental Days ■RBMDays ■CO- Productions artists, promoters and
MCOmmunhy Event Days I organizations enjoy
frequent access to the space. The balance of days is allotted to Wheeler presenting, co- productions and
repairs and maintenance.
Considering the number of performances and public events over a three -year period, the Wheeler
provided a diverse range of activities for residents and visitors and hosted over 300 performances and
public events each year. Capacity levels at the 503 -seat venue varied depending on the type of
programming. A review of audience counts during 2007 to 2009 indicated that capacity levels are highest
at rental events and co- productions. It is likely that the percent capacity at Wheeler presented events will
increase as audiences develop in response to new festivals and events that have recently been added to
the Wheeler's season.
An analysis of the Wheeler's income and expenses for all presented and co- presented live events from
2007 to 2009 suggested that expenses associated with presenting frequently exceeded gross income.
Clearly, the 503 -seat capacity of the Wheeler limits profit potential, which is not surprising given that the
facility provides a service to the community by presenting nationally and internationally recognized acts in
an intimate and remarkable venue.
A review of the Wheeler's operating budgets from 2007 to 2009 indicated the following:
• Activity levels at the Wheeler shifted, and the number of rentals declined, affecting paid
attendance, rent paid and auxiliary income. This decrease is a direct result of the current
economic climate, and is likely to reverse as arts organizations affected by the recession recover.
In anticipation of declining rentals, the Wheeler became a more active partner, and increased the
number of co- productions and sponsored events in 2008 and 2009.
• Earned income accounted for 49% of operating expenses, including Wheeler sponsored ticket
sales, which were 22% of total income. Overall, income has increased in 2009 (and projected
2010), due to the addition of investment interest, increased ticket sales and lease revenues.
4
September 2010
Wheeler Opera House: Use Days
2007-2009
Wheeler Opera House Expansion Needs Assessment
• Programming expenses grew significantly between 2007 and 2009, and are expected to increase
in 2010. Additionally, administration expenses increased between 2007 and 2009, but are
projected to decrease in 2010.
• Not surprisingly, the successful operation of the Wheeler is heavily dependant on revenue from
the RETT. Over the past three years, transfers from the RETT have decreased, and it is projected
to decrease again in 2010.
• In researching similar facilities, we found that the Wheeler's activity levels were higher, but
earned income levels were slightly lower than comparable facilities.
2.2 Audience & Market Analysis
The first step in this process was to define a market for the region. Using anecdotal information from
comparable communities, conversations with local arts and cultural providers, and experience defining
market areas for cultural facilities in similar areas, we have defined the region into three key segments:
1. Aspen
2. Pitkin County
3. 30 -mile Radius
Further, we have identified three distinct populations that represent potential arts attenders:
I. Permanent residents
2. Second homeowners
3. Visitors (i.e. tourists)
Aspen is one of the nation's top destinations for visitors as well as a premier resort area attractive to
second homeowners. Aspen's population swells to 27,000 in peak months, and short-term visitors total
300,000 annually. Visitor spending is significant, totaling $533 million in basic spending annually. For the
purpose of this study, second homes are estimated to be more than half the residential and condo
housing stock. Data collected via the 2008 Aspen Area Community Plan Survey suggests that Aspen's
second homeowners are likely to be 'empty nesters' and retirees, are predominantly white, highly
educated and very affluent.
All three population segments (permanent residents, second homeowners and visitors) have a good
propensity to attend arts events throughout the region. The presence of growing seasonal and visiting
populations also supports this conclusion. Key observations are detailed below.
• The local market has a small year -round population that is highly educated, older, affluent and
predominantly white.
• Pitkin County and the 30 -mile radius are more diverse, and are relatively affluent, older and
educated.
• The population in the local and regional markets is aging, suggesting increasing numbers of
retirees.
September 2010
5
Wheeler Opera House Expansion Needs Assessment
• Second homeowners are highly educated and affluent, and have excellent propensity to attend
arts events.
• In Aspen, visitors and tourists are active participants in the arts, accounting for at least one -third
of arts audiences in the peak seasons.
2.3 Competitive Landscape
To understand the existing supply of cultural facilities, we reviewed local and regional facilities where arts
events and programming regularly occur. The following chart summarizes capacity and rating of each
mace. sueeestine that the inventory of high - quality small -scale facilities is limited. Additionally:
• In Aspen, there are 25 venues
regularly used for performances
and events, ranging in capacity
from 80 to 4,000 seats. Five
venues are outdoors or are
considered seasonal venues and
nine venues are in churches,
schools libraries or hotels. Patron
amenities at many venues are
limited and only the Wheeler,
Belly Up Aspen and the Isis
Theatre have box offices.
• Local arts organizations are
frequent users, and 52% of Aspen
venues are rented to local arts
organizations.
Performance Venues: Capacity vs. Rating
4.0
J
as
ao ?l
2s �lrtr J J J
2.0 400 D E00 700 Wa 000 Low
L5 y • laalnmr
• weowwmau.
• W1NrOpmaow
1.0
• Programming at Aspen venues is relatively diverse, and 28% present film, 31% present cultural
events, 19% present music, 36% produce music and 12% produce theater.
• Regionally, there are nine additional venues with capacities that range from 99 to 8,000 seats.
Four venues are located in churches, schools or hotels. Almost all regional facilities have
dedicated on -site parking but only one facility —the Thunder River Theatre Company — has a box
office and dressing rooms.
• Presenting in the regional market is limited, and 67% rent to regional arts groups. Notably, 19%
of venues produce theatre.
In Aspen, there exist a number of venues that are comparable in size and use. As a result, we collected
usage statistics on a number of spaces, including the District Theatre and the Black Box located on the
campus of Aspen schools, and the Aspen Music Festival's 500 -seat Harris Hall. A review of these data
indicated that the District Theatre and Black Box are increasingly busy, serving a distinct set of key users,
most importantly, the school district itself. Additionally, Harris Hall is considered to be a seasonal venue
and as a result is active during the high season and used almost exclusively by the music festival.
6
September 2010
Wheeler Opera House Expansion Needs Assessment
This assessment found the performing arts in Aspen and the region to be relatively competitive and home
to a number of well - established music, dance and theatre producers, presenters and facilities that
support them. The Wheeler is well positioned as an affordable and community oriented venue in
downtown Aspen, providing access to one of the most desirable facilities in Aspen and presenting and co-
presenting a series of events that complements activities in the market. Within the 30 -mile radius, there
also exist many non - traditional venues that are utilized for arts events, including churches, school
auditoria, hotel ballrooms and movie theaters. In Aspen, there are few well- equipped small -scale venues
that are accessible to the community and properly equipped.
2.4 Uses & Users
The market and facilities analysis, along with input from a diverse cross - section of constituents, and
previous research that was reviewed and collated in support of this report suggests demand for several
types of performance venues.
Theatre Masters
21
21
West,
n -150
99
100 tp 299 seat M1Uflry
31
9
0
n
Aspen Music Festival iLimiteE /ocbsionalUU)
0
4
2
Aspen Film
10
Beth
Upk20pseab
200
Mounbin Groove ProducM4ns
6
6
6
Fars
250 - 300
230
Theatre Aspen
14
6
New
up 150 scab
150
Aspen center kr Physics
14
14
42
BoM
150-200
150
Hudspn Reed Enumble
42
21
7
Won,
Crystal palace players
15
�
Eldstln(
200
Fringe Festival &New pM1y Reading Series
B
15
10
40
New
100
150
<
12
U
FYJalrig
100 -150
]�
300 b 600.wt M141Ny
89
SB
SI
190
Mounbin Grppx ProOUCUpm
3
Prince Ese es /FUndralseb
3
New
550
550
6
6
Beds
300 500
3
0
6
9
T4W M Uas
113
5g
57
3L
Specific demand includes:
• 198 potential uses for a venue between 100 and 299 seats. Most demand is from theatre groups,
including both emerging and well - established groups such as the Hudson Reed Ensemble, the
Crystal Palace Players, the Fringe Festival & New Play Reading Series and Theatre Aspen. Aspen's
large and diverse theatre community suggests that demand for a small -scale venue will continue
regardless of demand from specific users.
• Patron amenities, including box office and food services.
• Facilities that can be used for rehearsal and education and outreach programs.
September 2010
7
There is notable demand from area arts groups for localized cultural facilities, including a small to mid-
sized high quality performance space. Following is a chart that details facility demand on part of local arts
organizations and promoters and the community.
Wheeler Opera House Expansion Needs Assessment
• Space that is appropriately equipped to accommodate theatrical productions, including light and
sound, and backstage spaces, such as dressing rooms, production facilities and on -site storage.
• Performance facilities that offer a flexible seating configuration.
2.5 Community Goals
The City's 2007 Civic Master Plan recommends a path forward for the Wheeler, including a mandate to
contribute to the improvements in the daytime administrative office, box office, improvements in
production capabilities and the Wheeler's ability to present more live performances. A Wheeler expansion
project would fulfill the Master Plan's recommendation to improve the operational function of the
Wheeler Opera House and accommodate as many additional needs of the local arts community as
possible. The draft 2010 Aspen Area Community Plan reaffirms the importance of the arts and non - profit
groups, many of which depend upon the Wheeler Opera House. Aspen's sense of community relies on the
continual strength of important and historically significant institutions. The "Aspen Idea" chapter of the
2010 Aspen Area Community Plan maintains, "Cultivating arts and culture is a core element of the Aspen
Area's heritage and identity, enriching quality of life and reinforcing Aspen's national and international
profile ".
2.6 Conclusions & Recommendations
A comprehensive review of the Wheeler's current operations, market, demand on part of potential users,
the benefits and impacts of expansion and an assessment of the competitive landscape suggest that
Aspen has a good propensity and capacity to support additional cultural activity via an expansion. The
following observations are of particular importance:
• The Wheeler is a busy and active space, with a diverse set of users and uses.
• The seasonality of the market, capacity of the Wheeler, limited resources of renters and
the desire for the City to bring high - quality programs to the area make the RETT funds
critical to supporting operations.
• The local and regional markets, as well as second homeowners, are highly educated,
suggesting strong propensity to participate in the arts.
• Visitors and tourists are active participants in the arts, and make up a significant
percentage of the market in the high season.
• User interest in additional cultural facilities suggests demand for a small -scale flexible
space able to accommodate a range of activities.
All of this information suggests the need for new performances facilities as well as an expansion and
improvement to existing Wheeler facilities. To that end, the project should include:
September 2010 8
Wheeler Opera House Expansion Needs Assessment
1. New Performance Facilities
• A 100 to 299 - capacity space that can accommodate rehearsals, performances, classes and
other events; and
• Flexible seating configuration with the ability to accommodate events in theater - style, tables
and chairs, flat floor and more.
2. Expanded Wheeler Facilities
• Support space, including administrative space and dressing rooms;
• Food service capability for public performances and special events; and
• Improved public spaces, including a large lobby and other patron amenities.
September 2010
Wheeler Opera House Expansion Needs Assessment
3, physical planning
Having reached fundamental conclusions on what should be developed, we can now advance physical
plans. We will start with a review of recent plans and then work through the process of creating of a
plausible program for a freestanding theatre, evaluation of possible alternative sites for a freestanding
theater, a conceptual plan for an adjoining Wheeler extension without a new theater to test its viability,
and then provide estimates of construction costs for the expansion and new freestanding theater.
3.1 Evaluation of the Recent Programs and Plans
To begin with, we recognize that there are serious design challenges involved with fitting a new theater
with its the ambitious and complex program requirements onto the site adjacent to the historic Wheeler
Opera House.
The first and most obvious difficulty is that, given the size, configuration, and constraints of the site, it is
very difficult to insert an additional theater with 265 seats. The desirability of having the new theater
adjacent to the existing Wheeler is obvious and the design team has done a clever job of putting it below
grade, but this has come at a large price. The lovely historic upstairs theater has always had some
functional problems because of the constraints of the original building. Adding the new underground
theater, with its own accessibility problems, seems to exacerbate rather than to alleviate these problems.
The existing theater is three stories above grade and has serious drawbacks with very little backstage
space, severely limiting the types of production the theater can accommodate. The previously planned
addition did not add backstage area to the existing theater. The new theater, three stories below grade,
seems destined to have similar issues with limited backstage space. Its backstage area is confined to the
space in front of the freight elevator, and is no larger than that of the very limited wing space up stairs.
Another drawback of the underground location is the amount of space required for vertical circulation,
stairs and elevators necessary for both a pleasant ceremonial theater arrival, as well as legally required
emergency egress. The vertical circulation amounts to roughly 11% of the lower theater level and 19% of
the balcony level not including the horizontal space required to access them.
It is also apparent that a large amount of area is given over to mechanical equipment and the large ducts
and chases that are essential to provide adequate but quiet ventilation to an underground auditorium. Of
necessity, this equipment takes up a disproportionate amount of floor area on several levels that could be
used for more valuable functions.
The ratio between the useful spaces and the spaces that support them (the efficiency ratio or efficiency
percentage) gets smaller. With a greater proportion of the overall area being devoted to support, the unit
cost of the useful space (dollars per net SF) goes up.
10
September 2010
Wheeler Opera House Expansion Needs Assessment
Large portions of the originally proposed addition are to be used for more lobby space. Some of this area
expands the current upper lobby, which presently does not comfortably accommodate a full house, and
some of the area expands the currently constrained ticketing lobby and box office. Also included in the
original plan are two levels of lobby space for the new theater. With the theaters four levels apart, clearly
it is not possible for the theaters to share a lobby for intermissions. As a result there is a significant
duplication of lobby space.
The inclusion of a new theater and its supporting spaces in the program requires a large grade -level
footprint that prohibits any flexibility in its placement on the lot.
An underground theater in this particular location also requires excavation that is unusually costly. The
three - storey deep excavation for the new theater would be below the footings of the existing Wheeler
and new Mother Lode building. Excavating below these footings requires very expensive shoring to insure
that the footings of these buildings, twenty feet above the bottom of the excavation, do not shift or settle
at all. A single story excavation, on the other hand, would need shoring only on the north and south sides
to accommodate the alley and sidewalk on Hyman Street. The sidewalls would be the existing foundation
walls of the buildings on either side.
Extending the existing freight elevator, as shown in the plans, down two more stories to the lower theater
level, would require a complete rebuild of that elevator.
Summation: The Wheeler expansion as proposed in its last iteration would be an expensive project with
many physical challenges. Should the City of Aspen choose not to go in that direction, we would
recommend that the City of Aspen explore another option for the development of the Wheeler site. This
alternative would utilize the adjacent site to solve the physical constraints and operational problems with
the existing Wheeler, and then add a second small, flexible performance space at a different location. The
following sections develop that concept.
3.2 Develop /Extrapolate a Plausible Program for a Freestanding Theater
To begin this exploration we have developed a preliminary program for a performance space that would
not be attached to the Wheeler. Appendix E is a preliminary estimate of the space required for such a
freestanding performance space. It identifies all needed spaces in the performance area, back of house
and front of house, first as net square feet — the usable space, and then as gross square feet.
This "test' program was extrapolated from the previous Wheeler expansion program and was not created
with the benefit of the usual process of interaction with users and stakeholders. It should be considered
as only a placeholder to be used to test and compare the viability of alternative locations, and to give us
some idea of relative costs. The number of seats has been reduced from 26S to 250 to correspond to the
theater size suggested elsewhere in this report. The number and size of the other spaces, back stage and
front -of- house, have been adjusted slightly to reflect this change in the number of seats where
appropriate. A much smaller grossing factor, the ratio between areas of support and useful spaces (25 %),
assumes the much greater building efficiency possible with a single story structure on an open site. This
ratio will vary, of course, depending on the constraints imposed by the site that is actually chosen, and the
ability of an existing structure, if there is one, to be adapted to accommodate a theater efficiently.
September 2010
S1
Wheeler Opera House Expansion Needs Assessment
3.3 Evaluate possible alternative sites for a freestanding theater
To help us evaluate the relative merits of a large number of sites we have developed a comprehensive site
evaluation matrix, which is attached as Appendix F. The matrix looks at thirteen potential sites for a new
theater in a subjective, qualitative way rather than numerically or quantitatively. The potential sites are
listed across the top with the evaluation of their attributes below them. The attributes are listed in the
left hand column, representing evaluation criteria that we have developed in consultation with City staff.
At a glance, sites with a lot of dark green below them are better. Red indicates serious problems that
could possibly eliminate the site as a candidate. Pink indicates a potential problem or a negative
attribute. Light green indicates that the particular criteria attribute is OK and not a problem. Dark green
signifies a very positive attribute. The assignment of colors is somewhat subjective, but the matrix allows
us to compare, at a glance, the relative merits of the various sites.
While it is possible that changing conditions may cause other sites to become serious candidates, at this
time two sites clearly emerge from the matrix as worthy of further consideration.
3.4 More specific comments on high potential sites
A number of the sites we've evaluated have good potential, City Hall for one or the "D39" site across from
the Wheeler for example, but too many major events have to take place before they become even
possible candidates. So for now, we have identified two sites for detailed consideration that seem most
suitable, and appear to be available in a reasonable time frame.
September 2010 12
1) The current location of the Aspen Art Museum (originally Aspen's first power plant):
Wheeler Opera House Expansion Needs Assessment
The overall impression this site gives with its park -like setting on the banks of the Roaring Fork River,
handsome historic building, and attractive pedestrian access across a lovely bridge is very positive. A
simple mass and form, the freestanding structure indicates a building of some civic importance.
Even the current configuration of spaces within the existing structure is a fairly good fit for the theater.
The main gallery space is 2,208SF and would accommodate approximately 184 seats at 12 SF per seat on
the ground floor and 60 more in a balcony. Fitting the requirements of the front -of -house into the 2200SF
space available on the ground floor could probably work with the adjustment of some partitions. The
upstairs gallery and offices, on the other hand, are not particularly convenient for much of the program,
and would be eliminated to give the room more volume.
The square plan of the main gallery is well suited for a studio /black box type theater. Currently, its hard
surfaced flat parallel walls, floor, and ceiling produce an acoustic nightmare. This problem can be
corrected fairly easily with the selective placement of more absorbent materials and modifications to the
shape of the room with the addition of balcony seating.
Depending on the ultimate orientation of the theater, a backstage could be accomplished with an
addition on the east side, or by dividing and possibly adding to the existing western addition.
Because the existing structure is freestanding with plenty of space surrounding it, because it is not in the
middle of town, and because the existing structure is relatively straightforward and simple, the project
would be relatively easy to construct.
While the location has many natural amenities that would enhance a theater going experience, the
riverside location also has its drawbacks. Flooding probably does not present a life safety issue as it
occurs with plenty of warning, but might restrict or prevent building onto the east side of the existing
structure.
There is some parking on site that could be used for staff, cast, and handicap parking, but would not be
sufficient for performance parking. Access to this parking lot is awkward as it occurs at an inconvenient
angle in a five -way intersection. Public parking is available, however at the Parking Garage, which is a
lovely, interesting, 387 yd walk from the Museum site.
Because of this distance, and the mature trees that surround the building, there can be the impression
that the building is "not in town" and easily accessible from bars and restaurants. The new brewpub
across Mill Street has developed a following, but it is not clear whether it would benefit from proximity to
a theater.
The pleasantness of the walk from the parking deck and town notwithstanding, the Art Museum realizes
that it would benefit from more walk -in traffic, and it is one of the reasons for their attempts to move into
the core. The park location, however, would probably not affect a theater in the same way. A small,
freestanding theater would likely have predictable, scheduled events and would not rely as heavily on
"walk -in" traffic.
The city owns the land and the building so land cost should not be an issue.
September 2010 13
Wheeler Opera House Expansion Needs Assessment
A major factor with this site, however, is the timing of its availability. The site will only become available
for a theater if, and when the Museum vacates the building. While this process is moving ahead, it is not
possible to predict accurately when a move will actually occur.
As a site the Rio Grande Building is about the opposite of the Art Museum. Whereas the Museum is a
very suitable existing building on a site that is a little bit removed, the Rio Grande building is a not very
useful building in an excellent location.
The site of the Rio Grande building is in an ideal location for a new theater. From a vehicular and
pedestrian access point of view the site is excellent. It is adjacent to the parking garage connecting at
several different levels. The roundabout serves as a natural drop off location. There is already a cross-
town shuttle stop, and with two independent means of vehicular access on both the north and south
sides of the site deliveries should not present a problem. The site is near the core of the town with its
restaurants and bars, and a building here would occupy a dignified public position that could, in a formal
urban design way, dramatically terminate Galena Street. Both the theater and the nearby businesses
would no doubt benefit from their mutual proximity. In this location a theater would become another
part of an ensemble of important public buildings, which already includes the County Courthouse, the
County Library and Galena Plaza. The County Jail is adjacent, but relatively inconspicuous, and has its own
separate means of access.
September 2010 14
2) Rio Grande building (former Youth Center):
Wheeler Opera House Expansion Needs Assessment
The amenities of this site include the views to the north towards the park, the river, and Hunter Creek
Valley, and a grand view up Galena Street south to the mountain. The adjacent plaza, which is in the
process of revitalization, could become an outdoor venue used and served by the theater nearby.
Drawbacks of this site are connected primarily to the size of the existing 6693 SF building (2041 SF
upstairs and 3652 SF on the lower levels), which does not have spaces within it that can readily be
changed into a theater. The upstairs room, the building's largest single open space, is only 39' by 35' clear
with a couple of additional small pockets of space. At 1505 SF it might hold an audience of 100 and a very
small stage. The acoustics in this space are currently not at all good, and there are lots of windows, not an
asset for a theater where light control is important. The lower level is bigger, with a total of 3652 SF of
space, but most of this space has low ceilings and is broken up with differing levels and structural
columns.
In short, it will not be possible to modify the existing 6693 GSF building to accommodate the entire 9000
GSF program for a new theater. Even if a smaller theater, smaller number of seats, were acceptable, the
structural configuration would make any adaptation extremely difficult.
This site is not very large and tightly surrounded by the parking garage, stairs, and pedestrian rights of
way. If, however, 1) the existing building were to be removed, and 2) there is some flexibility in the
program with regards to the shape of the theater, the site could accommodate a very interesting, unique
250 -seat theater.
The site and existing building are owned by the city. While they are not currently being used to their
fullest potential, given the public sensitivity about this location that emerged during the Art Museum's
proposal last year, any redevelopment will require a very careful open process with full public
involvement.
3.5 Consider How Existing Facilities Can Be Improved Through Expansion On The Site
Having placed a new performance space in another location, we come back to the question of how to
make improvements in and around the existing Wheeler Opera House. Following is a listing of the
improvements we have considered.
Street level:
• Improve access to freight elevator.
• Provide protected unloading that does not block alley.
Expand indoor ticket waiting.
• Clarify and improve efficiency of public circulation.
• Improve elevator access to all levels.
Use the flexibility offered by a reduced footprint to offset the historic Wheeler.
Venue entrance.
Lobby Level:
• Expand lobby space.
September 2010 1s
Wheeler Opera House Expansion Needs Assessment
• Provide additional and improved restrooms.
• Accommodate Wheeler Administration offices.
• Create outdoor space at lobby level, deck or patio if available, attractive for community
gatherings.
• Improve elevator access.
Stage Level:
• Expanded backstage area for casts.
• Expanded space for off =stage sets.
• Choral dressing area with restrooms.
Improve elevator access.
Below Grade:
• Lighting and Sound equipment storage.
• Stage equipment storage.
• Mechanical systems.
3.6 Program Comparisons and Capital Cost Estimates
The attached Appendix G compares the space programs for the 2009 PUD submission with the
combination of the freestanding space program and the partial expansion of the existing building. This
shows a reduction of total area to be constructed of 2,280 SF based on a possible building efficiency of
25 %. The actual amount of the reduction of area, and possible reduction of overall cost, will be
dependent on the ultimate building efficiency achieved by the new theater.
Of greater consequence to the eventual total construction cost will be the cost of the site, and the
efficiency of construction. For reasons described above, building three stories underground on a site with
no staging area is not efficient construction. Building the addition adjacent to the Wheeler without the
underground theater would continue to have construction issues, but would certainly be significantly less
cost per Square foot of useable space than the original version, perhaps even by half.
Of equal importance will be the ability to build the new theater on a site where construction can happen
efficiently. Raw land with room for staging is ideal, but an adaptive reuse can also be efficient when the
new use fits well into the existing structure and there are still adequate places for staging.
Following is a preliminary capital cost estimate for an alternative Wheeler Opera House expansion plan
with a new theater on a site that is not adjacent to the existing building. It projects costs of improvements
inside the existing Opera House (as shown in the previous plans), the costs of an addition improving the
function of the existing Wheeler on the adjacent site (no new theater), and then projected costs of the
new freestanding theater.
The square -foot costs are obviously very rough estimates based on analogous projects recently completed
in Aspen. Costs for the work inside the Wheeler should remain the same as the costs contained in the
original estimates for the previous plans, as that work remains the same. The $ /SF costs for the adjacent
September 2010 16
Wheeler Opera House Expansion Needs Assessment
addition should be similar to recent commercial development in downtown plus an extra elevator. The
$ /SF costs for the new theater should be comparable to the recent remodel of the Paepcke Auditorium.
Summary of the Physical Evaluation:
The City of Aspen is at a very interesting, dynamic, and exciting time in its development. The economic
slowdown has provided a convenient pause in which to contemplate many intriguing directions for its
future development. When important parts of the puzzle become clearer, the advantages and drawbacks
of the sites here under consideration for the Wheeler Expansion will also become clearer. Then the
exciting new theater can be placed adjacent to the Wheeler or at another site with the confidence that it
will have the greatest benefit to the community. Aspen will be able to improve the functionality of its
beloved Wheeler Opera House with a plan that is so sensible and cost effective that it will have the
unequivocal support of the community.
September 2010 17
Improvements In
New construction
Adaptive Re -use for
Capital Budget Worksheet
Wheeler
adjacent to Wheeler
New Theater
Net Square Footage
4,000
7,434
Grossing Factor
1.25
1.25
Gross Square Footage
5,000
16,630
9,293
Per Square Foot Construction Costs
$250
$750
$550
Construction Costs
$1,250,000
$12,472,500
$5,110,875
Soft Cost Increment
20%
25%
30%
Soft Costs
$250,000
$3,118,125
$1,533,263 Total
Capital Costs
$1,500,000
$ 15,590,625
$6,644,138 $29,734,763
(excluding site acquislion)
Summary of the Physical Evaluation:
The City of Aspen is at a very interesting, dynamic, and exciting time in its development. The economic
slowdown has provided a convenient pause in which to contemplate many intriguing directions for its
future development. When important parts of the puzzle become clearer, the advantages and drawbacks
of the sites here under consideration for the Wheeler Expansion will also become clearer. Then the
exciting new theater can be placed adjacent to the Wheeler or at another site with the confidence that it
will have the greatest benefit to the community. Aspen will be able to improve the functionality of its
beloved Wheeler Opera House with a plan that is so sensible and cost effective that it will have the
unequivocal support of the community.
September 2010 17
Wheeler Opera House Expansion Needs Assessment
4. operating impacts
Our next step is to consider the operating impacts of an expanded Wheeler Opera House and a new
freestanding theater. Our intent is to share this information to build a level of understanding of the
challenges inherent in programming, operating and sustaining an expanded Wheeler Opera House.
Following is a description of the format and structure of the pro- forma, and then a detailed review of
assumptions and results. The key step in developing the pro -forma has been estimating activity for new
facilities and projecting future activity at the existing facility. While the resulting program of events is not
an exact forecast of activity, it does provide a basis for projecting earned revenues, expenses and
attendance.
The pro -forma should be considered a "live" model, one that can be adjusted based on changing
circumstances and assumptions. It is fundamentally a tool to help prepare for the operation of these
facilities. The pro -forma builds on the past three years of actual operating results and the fiscal 2010
forecast and then projects activity and operating results for fiscal 2011 through 2016.
Operating projections for proposed facilities are presented on four pages. The first two pages detail our
assumptions about how each of the components of the expanded facilities is brought to life by
presenting, co- productions and rental activity. The third page is the actual budget, showing projections of
income, operating expenses and results. The fourth page shows all of the ratios and formulas used to
make these projections.
The most important step in the process is then estimating activity as new facilities come online and
programs grow. For the Wheeler Opera House and then the new theater, we identify average rental fees
per performance. These rates could likely be split further to reflect time of the day, time of the week, or
perhaps time of the year. In fact, some users may negotiate a flat fee or a percentage of gross revenues in
lieu of rent. But for the purposes of this exercise, and in order not to over - complicate the issue, we use
rates that reflect the type of user and are set in reference to the Wheeler's historical rental fees per
performance. Our overall approach is to make these spaces affordable as possible while also recognizing
the quality offered to renters.
Our activity estimates for the Wheeler Opera House and the new theater are based on input from City
personnel and potential users as well as our activity analysis from the first phase of our work. We have
detailed historical and projected performances in addition to event days for presented events and co-
productions at the Wheeler Opera House. To those specific levels of use projected by local arts, media
and cultural organizations, educational institutions and promoters, we have added some additional
activity and then projected reasonable usage over time. Our approach with these estimates (and really
with the entire budget) is to be as conservative as possible. For each space, we show activity and income
from rentals (excluding the Aspen Music Festival), the Wheeler Film Society, and the Aspen Music Festival
for the appropriate rental period. Additionally, we have projected the number of uses for Community
18
September 2010
Wheeler Opera House Expansion Needs Assessment
Events, a category of users that enjoy free use of the space in exchange for providing community benefit
and free admission.
The pro -forma anticipates that the new theater will come on -line in fiscal 2014. Activity levels for live
presentations, film presentations, nonprofit rentals and commercial rentals start in 2014 and build
gradually over time.
On the third page we project operating income and expenses in anticipation of expanded facilities. Note
that the formulas used to calculate these numbers are detailed on page four of the worksheet.
Income from Wheeler Sponsored Ticket Sales includes the building's share of admissions income from co-
productions and Wheeler Presented Events.
Box Office Ticket Commissions & Processing Fees are calculated using a total paid attendance and box
office income per capita. Income per capita is calculated using actual income and then increased either
2% or 3% in fiscal 2011 to 2016.
Wheeler Film Society fees are not projected to increase significantly in the coming years and are
calculated using the number of screenings and an average rental fee per screening.
Ancillary sales include the facility's commissions from merchandise and share of concessions income.
Theatre rental fees include income from the Aspen Music Festival, Wheeler Film Society and other facility
rentals. Additionally, we have calculated reimbursements from rental related material and labor
expenditures from outside users and other expenses.
Additional income comes from sponsorship, advertising revenue, grants and investment interest. Notably,
interest has increased significantly in previous years but is expected to decrease as the principal of the
RETT account decreases in anticipation of capital costs associated with a Wheeler expansion. The principal
and annual interest rate, which is detailed in the formulas, margins and rations section of the pro- forma,
is used to calculate investment interest. RETT principal and annual interest rates have been set by City
staff, and take into account the depletion of the RETT for capital costs associated with this expansion
project.
Operating expenses, detailed on page three, come under the headings of administration, carry forwards
and department savings, tech, building /physical plants, programming, advertising/publicity, box office
operations, theatre rentals, ancillary operations, and overhead allocations.
Administrative expenses include personnel, office equipment and supplies, professional services,
volunteer management, professional development, telephone and other expenses.
Building and Physical plant includes utilities, repairs and other maintenance costs, estimated on a cost per
square foot basis given occupancy costs at comparable arts facilities.
Programming costs are calculated as a percent of gross box office receipts and are, on average,
anticipated to be greater than income generated by admission.
September 2010
19
Wheeler Opera House Expansion Needs Assessment
Advertising and publicity expenses include costs associated with promoting and marketing the institution
as well as individual events presented or co- produced by the Wheeler.
Expenses associated with box office operations will cover a series of hard costs, from ticket printing to
maintenance of the ticket office computer system.
Theatre rental expenses include the cost of set up, labor and equipment as well as maintaining the
facilities when they are utilized by outside users. Ancillary operations expenses are associated with selling
merchandise and concessions. Overhead allocations are operating costs determined by City management.
The summary chart below shows how new facilities come online in fiscal 2014 and impact the overall
operation. We see new activity, including a shift of some programs from the Wheeler into new facilities,
additional earned income associated with these programs and new ones, and then additional expenses
associated with additional staff, overheads and the physical space to maintain.
Overall, the pro -forma suggests that new and improved facilities will increase the efficiency of existing
facilities and support a range of new programs for a reasonable increase in the annual funding
requirement, even as the income from related investments declines over time.
SlumnaryalggMryW FlnsMlel Perl4misma
September 2010 20
1. 20
fl 2011
fl2012
fl2013
fl2016
FY 2015
FY 2016
forecast
Budget
Forean
Forecast
Forecast
Forecast
Forecast
Finendel Periolmance
Wheeler0pera H Wee
Perfalmancee /Screenings
311
330
332
333
211
282
290
s
330
330
330
330
315
330
346
erdan ce
M enden
43,288
45,912
46,872
4],802
4], 865
51,8]3
55,320
N.Tinuter
90
97
104
Nrfoinmances /Screenings
-
-
119
133
141
Use Days
-
-
-
12.450
13,003
14,205
40endl
Financlal IRrloiman.
Dined lnama
$1.148,507
$926,615
$1,10].]10
S1,197,341
$1288,914
$1,306,226
$1,440,149
Operating 6penses
$2,959,060
32.83,826
$2.784,153
112, 845,932
33,493,922
53,699,346
$3,916,071
Operating Result
($1.810
(31,757,211)
($1,656,643)
($1,648,590)
(&2,224,9081
($2,393,1201
($2.475,923)
Final Rasult/4nnual Funding Requirement
($1,982,553)
($2,009.501)
($1,861.313)
($1,BfiQ8]8)
($2.431,358)
(112,593,164)
($2.670,586)
%of BUd t Coerd by Earned loam¢
39%
35%
60%
42%
36%
35%
37%
September 2010 20
Wheeler Opera House Expansion Needs Assessment
S. economic impact analysis
Economic impact means that something has happened to increase economic activity, which includes new
sales, new earnings for workers and new jobs in the local economy. These impacts are caused by the
impacts of construction of new facilities (which are counted as one -time impacts) and then by the ongoing
impacts of the new or expanded operating organization (the entity making expenditures in the local
economy), as well as the expenditures made by their audiences.
All economic impacts are also split between direct and indirect impacts. Direct impacts (which also
include the induced impacts of audiences) are the measure of the economic effect of the initial
expenditure within a community. Then there are the indirect impacts, which occur as people and
businesses receive and then re -spend those initial direct expenditures locally. The indirect impact is the
effect of this re- spending on sales, jobs, and household earnings. It is often referred to as secondary
spending or the dollars "rippling" through a community. When funds are spent outside the market area,
they are considered to have "leaked out" of the community and therefore cease to have a local economic
impact. Indirect impact is then the sum of the rounds of local spending after the initial expenditures.
The shift from direct impacts to indirect impacts is measured by employing multipliers developed by the
Bureau of Economic Analysis, part of the Department of Commerce in Washington DC. Multipliers
translate an input into an output: for example, a dollar spent on food (input) has an impact on the local
economy by virtue of new sales in that industry, new earnings for people associated with that industry
and new jobs created in that industry (output). There are three multipliers for each industry. The output
multiplier is the estimate of total new sales associated with the initial expenditure. The earnings
multiplier is the sum of three components of personal income -wage and salary disbursements,
supplements to wages and salaries, and proprietors' income. It is not a sub - category of the output
estimate, but rather the resulting impact of sales on what is earned by local workers. Finally, there is the
employment estimate, which forecasts the jobs created in each industry as a result of new expenditures.
Multipliers are purchased for a defined market area, in this case Pitkin County.
Construction Impacts
The following chart shows the sum of construction expenditures and resulting impacts.
1611111 11011 R.11MR1 •
(Indust Code 230000 Construction Budget $23,700,000
(Industry ) Final Demand Multipliers Project Outputs
Output 1.3474 $31,933,380
Earnings 0.2063 $4,889,310
Employment (person -years of employment) 5,3987 128
September 2010 21
Wheeler Opera House Expansion Needs Assessment
Twenty -three million dollars spent on construction will yield, over the course of the construction project,
new economic activity (i.e. sales) of over $32 million and new earnings for regional workers totaling $5
million, as well as 128 person -years of new employment in the County.
Operating Impacts
We calculate the ongoing impact of an expanded Wheeler Opera Houses' operation using what is called
the bill of goods approach, shown in the following chart. We estimate expenditures by the Wheeler on
everything from utilities and hotels to waste management and advertising, and then use the three types
of multipliers to calculate new output, earnings and jobs in each of those industries.
We have estimated new annual non - personnel incremental expenditures of $390,000 in 2014 (as per the
operating pro - forma), which is equal to new spending on everything but staff. For the purpose of this
analysis, we have assumed the personnel costs account for 40% of annual operating expenses. Adding up
the outputs for each industry affected, we project that the incremental expenses drives $546,000 in new
sales, $123,000 in new earnings, and creates 5 new jobs (not including those employed directly by the
Wheeler).
.. .
33%
Z,
Projected New Audience
Pitkin County Attendance
50%
8,710
4,355
Recovered Pdkin County Attendance
BB Or -- Appoach 1201d)
inputs
New Non-Pitkin County Attendance
MuI6p0ert
3,484
Total New Attendance in Min County
5
AIR!;
Qrtputs
Cat
Pro4orma Purchases
W tdoMrs
W ( I
Enrnr�
( )
Errol Gobs)
New Sales
($000Y)
New Earnings
(SM's)
New Empl3
Power Generation and Su
1 1
6.1s)
Recoil Trade
$
,00
20,OW
1.3167
.7
0.3031
.1079
12.1898
30,355
S 26,334
$
3,1511
6,060
,1
0.2
C ns08passe . rladm
oun Hesssen en
$
5
20,000
1.3863
0.2386
9.4216
$ 27,726
f
4,772
01
r em and
Sound rd i rduMries
S
5,000
1.3978
0.3144
12.0502
$ 6,989
$
1,572
0.1
munim
un
5
20,000
70000
0.0000
0.0000
$ 20.000
f
Insurance
nsurmce iesJBroMr
$
15,000
1.3264
0 1086
71720
$ 19,896
$
6,121
9
0
Funds, lasts. other finaoimf ser m
5
25,000
1.3974
02154
6.0890
$ 34,935
$
5,885
0.2
E ui ment Rental
$
5000
2.3773
0.8743
133885
$ 11,887
S
3,072
0.f
L at Smites
$
S
$
$
$
3
5
$
$
f
$
$
S
$
S
25,000
5AM
5,000
20,000
5,000
20,600
5000
70,000
10,000
10.000
50,000
25,000
25,000
15,000
20,000
5,000
1.3993
1.5767
1.3766
1.3822
1.5537
1.5197
1.4589
.5613
1 1.4309
1.4005
1.4235
1.3314
ism
1.5750
7.3708
01925
0.6214
0.3279
0.3260
0.5233
0.5192
01172
0.4267
0.317
0.1074 4
0.3186
01510
0.4790
0.3915
O.Z677
51674
9.9854
94032
6.4312
12.6868
106915
98595
94549
12.6335
18.0991
16.1598
5.5705
541511
381882
70.1219
S 34,963
S 7,734
f 6,883
$ 27,644
S 7,769
$ 30,391
S 7195
S 15,873
S 1 4,308
S 14,005
3 71,175
$ 33185
S 39,235
$ 2 3.625
$ 27.416
$
S
S
$
S
S
$
f
$
$
$
S
$
$
$
7,3$ 73
3,107
1,640
6,520
2,617
1 .500
4 ,588
4,267
3.177
4,074
15,940
6,350
5,673
5.073
5,634
0.7
00
0.0
0.1
0.f
01
0.0
0.1
0.1
01
0.8
0,1
1.4
0.5
0.2
A=unOn At Boo ' Services
Com utar Meted serv'xxs
Man ement mnMfi seniors
Adrerbsin &related seraws
Travel ana- ements & resernae4ns
ester service
ses
s
seen servkes
Sto
Sem' services
aslo bu6
Mine Somme
waste ma m
n ment
Perlotmin adsm areas
Pmmetetsol rlprmin erR
Hotels motile
Food services
xesis yb
1.3860
0.2973
16.7433
$ 6,830
5
1,487
0.1
The second component of operating impacts is the ancillary spending of facility audiences. To calculate
these numbers, we start with the estimated 13,000 additional paying attenders visiting when new
facilities come online 2014. Incremental attendance, or new audiences, is then split between those we
estimate as coming from the County (50 %) and then those coming from the region. It is important that
we do NOT include existing or County audiences in the calculation of spending, as these are expenditures
that are simply moving around the defined economic region, as opposed to new economic activity in the
region. Additionally, we assume that 10% of audiences are recovered audiences that would have traveled
outside the County and that 40% of new attendance comes from outside of Pitkin County.
Relocated Attendance
33%
Z,
Projected New Audience
Pitkin County Attendance
50%
8,710
4,355
Recovered Pdkin County Attendance
10%
871
New Non-Pitkin County Attendance
40%
3,484
Total New Attendance in Min County
5
AIR!;
September 2010
22
Wheeler Opera House Expansion Needs Assessment
Now, we input those estimates into ancillary spending formulas, which are taken from the 2008 Arts and
Economic Prosperity Report published by Americans for the Arts. That report provides significant data on
how much people spend on various things in conjunction with their attendance at performances, exhibits
and films. We then apply our multipliers to these dirgct impacts and add the totals for each industry to
arrive at total impacts associated with the expenditures of audiences.
The final chart below summarizes economic impacts by showing first the total impacts of construction and
Beyond those quantitative impacts, it is clear that new performing arts and event facilities in Aspen can
have additional impacts, as follows:
Downtown Economic Development: Taking off our County economist's hat for a moment and thinking
more from the perspective of a downtown developer, we might imagine what impacts the inflow of
additional visitors will have on downtown Aspen. Clearly, new facilities can and will have a positive impact
on the downtown, as it additional downtown traffic will support restaurants, nightlife and retail
establishments, which would benefit workers, permanent residents, second homeowners and visitors.
23
September 2010
At the bottom of the chart, we show these total impacts. We then highlight just those associated with
audiences coming from outside the County. For that outside group, their estimated expenditures of
$231,076 lead to new annual outputs of $315,847, another $66,806 in new earnings and another 3 jobs
created on an ongoing basis.
Impacts Summary of Economic
One-time Impacts
Input (Construction)
$23,700,000
Construction
Output (Sales)
$31,933,380
Earnings
$4,889,310
Person-years
128
Ongoing Annual Impacts
Input (Expenditures in 2014)
$390,000
Operation
Output (Sales)
$546,315
Earnings
$122,591
Jobs Created
5.1
Ancillary Spending
Input (2014 Customer Spend)
$231,076
(excludes In- County Attendance)
Output (Sales)
$315,847
Earnings
$ 66 . 806
Jobs Created
2.9
Total Annual Operating impacts
Output (Sales)
$862,162
Earnings
$189,397
Jobs Created
8
Beyond those quantitative impacts, it is clear that new performing arts and event facilities in Aspen can
have additional impacts, as follows:
Downtown Economic Development: Taking off our County economist's hat for a moment and thinking
more from the perspective of a downtown developer, we might imagine what impacts the inflow of
additional visitors will have on downtown Aspen. Clearly, new facilities can and will have a positive impact
on the downtown, as it additional downtown traffic will support restaurants, nightlife and retail
establishments, which would benefit workers, permanent residents, second homeowners and visitors.
23
September 2010
At the bottom of the chart, we show these total impacts. We then highlight just those associated with
audiences coming from outside the County. For that outside group, their estimated expenditures of
$231,076 lead to new annual outputs of $315,847, another $66,806 in new earnings and another 3 jobs
created on an ongoing basis.
Wheeler Opera House Expansion Needs Assessment
Corporate Recruitment: Cultural facilities are important amenities to offer to corporations considering
where to locate their business. The presence of these facilities is often seen as an indicator of a
community that has an educated workforce and offers a high quality of life.
Cultural Tourism: Aspen and Pitkin County have long benefited from significant cultural tourism with such
anchors as the Aspen Institute, the Music Festival and the Jazz Festival. But this is a competitive venture,
as many other resort communities are now vying for these visitors with their own programs and festivals.
Aspen's heritage as a cultural destination does not guarantee its future as such, so it is critically important
that the community adds new and improved facilities that support new and growing programs that
continue to attract this important business.
Richard Florida and The Creative Class: Celebrity- economist and author Richard Florida, has turned a
simple idea into an empire. The simple idea is that people (particularly people with interesting jobs and
skills) like to live and work in creative places, and that cities ought to promote culture and creativity as a
means to recruit these desirable people and thus drive economic development. Cities all over North
America (and not just big ones) are now pursuing economic development goals by promoting the
presence of arts and culture and the people that like those things. Of course it's all easier said than done.
The trick is to help artists in ways that don't stifle creativity, and then surround that creative core with a
concentration of more commercially oriented industries (advertising, design, media) that benefit from and
feed off of that creativity.
Teaching Innovation and Creativity: Finally, we would raise one last economic development benefit,
which is that the teaching of the arts is now being recognized as a fundamental need for the North
American economy and its workforce, given the automation of many jobs and growing competition from
lesser - developed economies. Or, as some commentators are now suggesting: "The MFA is the new MBA."
Daniel Pink, in his March 2008 Nancy Hanks Lecture on Arts and Public Policy, said the following:
"The argument for the arts is that the fundamental cognitive abilities, the fundamental abilities, of
the workforce today and into the future, the fundamental abilities that our kids are going to be
deploying at work are at their core artistic abilities, that arts are neither an avenue to something else,
nor are they a nicety, but they are fundamental to how the economy functions. And unless our kids
have this broad, robust suite of artistic capabilities, they are going to be in a world of hurt, yes, as
human beings, but also as productive members of the economy."
September 2010 24
Wheeler Opera House Expansion Needs Assessment
6. conclusions
Our needs assessment, preliminary physical and operational plans, as well as an economic impact
analysis, lead us to a series of conclusions:
• Demand on part of users, propensity for additional attendance on part of residents, second
homeowners and visitors, the lack of available small -scale performance space, and the
community's vision affirm the need for an improved Wheeler Opera House as well as additional
facilities.
• Our physical planning suggests that improvements within the existing Wheeler Opera House,
some expansion onto the adjacent site and the development of new facilities through the
adaptive reuse of existing facilities at a nearby location provides a cost - effective means to
achieve these new facilities.
• Operational plans suggest that there are reasonable additional costs associated with the
improvement and expansion of the Wheeler Opera House and the addition of new facilities
nearby.
• New and improved facilities will have significant economic impacts (both quantitative and
qualitative) on the community and County, strengthening the argument for these capital
investments.
September 2010 25
APPENDIX A: LIST OF INTERVIEWS
Jeff Bay
Josh Behrman
Beth Brandon
Debbie Braun
Jon Busch
Terry Butler
Richie Cohen
Chip Comins
Pam Cunningham
Jim Curtis
Denis Cyrus
Teddy Davis
Bill Dinsmore
Ron Erickson
Pete Estock
Harry Feldman
Alexa Fitzpatrick
Ed Foran
Bruce Fretz
Michael Goldberg
Steve Goldenberg
Julia Hansen
Mick Ireland
Jack Johnson
Jane Kelly
Junee Kirk
Helen Klanderud
Warren Klug
Andrew Kole
Kim Kuliga
David Ledingham
Mathew Loden
Pete Louras
Mike Maple
Amy Margerum
Mike Marolt
Natalie McMenemy
Elizabeth Milias
Deborah Muziker
Brian O'Neil
Stewart Oksenhorn
Paige Price
Kent Reed
Rachel Richards
John Rigney
Liz Shapiro
Lee Sullivan
Laura Thielen
Andrew Todd
Bob Wade
Tom Ward
Bill Wiener
Webb Management Services A-1
appendix b: needs assessment
presentation
Our Practice
June 29. 2010
WHEELER OPERA HOUSE
EXPANSION & FACILITY
NEEDS ASSESSMENT
Management consultants for the development and
operation of cultural facilities
Founded in 1997, now starting project #251
Clients are cities, arts groups, educators and
developers
Feasibility studies, business plans and strategic plans
Recent regional work in Glenwood Springs, Snowmass,
Crested Butte and Denver
m.g
Scope of Services - Done
Wheeler Opera House Program & Assessment
What does it do and how does it serve the community
Needs Assessment
• Audience
• Users
• Existing Facilities
• Benefits and impacts
Facility Recommendations
Scope of Services - To Do
Physical Planning
• Space program
• Site analysis
Order of magnitude capital budget
Business Planning
Order of magnitude pro -forma budget
Quantitative economic impacts
• Qualitative economic impacts
�,a�,•�• „��,t — na''e,,,e.t
Methodology
One -on -one interviews with potential users, business
leadership and community members
Facility tours and conversations with facility managers
Review of 3 years of financial data and activity
Analysis of calendars for Wheeler and competitive
venues
Review of previous Wheeler Opera House plans,
studies and presentations
managemept
Conclusions
The Wheeler is a busy and active space, with a diverse
set of users and uses, many not needing 500 seats
The seasonality of the market, the small capacity of
the theater, the limited resources of renters and the
desire of the City to bring high - quality programs to the
area create significant operating challenges
The physical limitations of the space inhibit utilization
and operating efficiencies
The theater serves resident and visiting audiences.
local artists /organizations. and the broader goals of
the community
mana�emenr
List of Interviewees
Jeff Bay
Alexa Fitzpatrick
Pete Louras
Andrew Todd
Josh Behrman
Ed Foran
Mike Maple
Bob Wade
Beth Brandon
Bruce Fretz
Amy Margerum
Tom Ward
Debbie Braun
Michael Goldberg
Mike Maroll
Bill Wiener
Jon Busch
Steve Goldenberg
Natalie McMenemy
Terry Butler
Julia Hansen
Elizabeth villas
Richie Cohen
Mick Ireland
Deborah Muziker
Chip Comins
Jack Johnson
Brian O'Neil
Pam Cunningham
Jane Kelly
Stewart Oksenhom
Jim Curtis
Junee Kirk
Paige Price
Denis Cyrus
Helen Klanderud
Kent Reed
Teddy Davis
Warren Klug
Rachel Richards
Bill Dinsmore
Andrew Kole
John Rigney
Ron Erickson
Kim Kuhga
Liz Shapiro
Pete Estock
David Ledinghain
Lee Sullivan
Harry Feldman
Mathew Loden
Laura Thieten
managemen
Conclusions
The local and regional markets, as well as second
home owners, are highly educated, suggesting strong
propensity to participate in the arts
Non - resident visitors are active participants in the arts.
and make up a significant percentage of the market in
the high season
User demand shows demand for a small -scale flexible
space able to accommodate a range of activities
There are significant limitations with existing facilities,
both physically and operationally
Work by the city confirms the important role to be
played by the arts and arts facilities in achieving a
shared vision for the future
manaecmom
Recommendations
New Space
• A new space with a capacity that can adjust between 150 -250
seats for rehearsals, performances, classes and other events
• Flexible seating configuration - theater - style, tables and
chairs, flat floor, etc.
Expanded Wheeler Facilities
• Support space, including administrative space and dressing
rooms
• Food service capability for public performances and special
events
• Improved public spaces, including a larger lobby and other
patron amenities
.. *Ow
..%1 011
Wheeler Opera House
• Mission
• 'The mission of the Wheeler Opera House is to monitor and
ensure the preservation and viability of the historic venue and
its property through exceptional performance expell iences for
residents, guests and performers, and to support the cultural
assets of the Roaring Fork Valley."
• Programming
• Presenting
Wheeler Opera House presenting and co- produced events
Community Events
Contract with music festival for summer use, running through
2034
• Rentals
• Film Screenings (Wheeler Film Society)
Comparable Facilities
• Researched activity levels, income and expenses and staffing levels
• Facilities are comparable in size and /or location
• Capacities range from 215 to 690 _
ma'l�f$�xRSr
Comparable Facilities
Presenting levels are consistent with Wheeler Sponsored Events and
Co- productions
Comparatively, the Wheeler is an incredibly busy space. Only the Rialto
Theater has similar levels of use
maYtq�e @Yat
IhL'
Comparable Facilities
Comparable Facilities
• Operating budgets range from $500K to $3.5 million
• Ticket income accounts for 23% to 87% of earned income
All of these spaces have higher percentages of earned income as a
of operating expenses
marKBinggt
Conclusions
Activity
Busy and active space, subject to much wear and tear
Presenting and co- producing activities inherently risky
Very much a community facility, offering low-cost access
and grants to local groups
Outside rentals have decreased since 2007
Dominated by the Music Festival during key summer
weeks
• Heavily utilized for film screenings, which don't generate
significant income or attendance
mandPYTenY
M1[
Staffing levels are variable and range from 4 to 17
The Vilar PAC has the largest staff, which includes dedicated
marketing, fundraising and finance staff
Only the Rialto Theatre personnel and the Wheeler are staffed by City
employees
• The Wheeler's human resource expenses (as a Percent of ooeratlno
Conclusions
Financial Analysis
• Not surprisingly, the successful operation of the Wheeler is
dependant on revenue from the RETT
• Income has increased in 2009 (and projected 2010), due to
the addition of investment interest, increased ticket sales and
lease revenues
• Operating expenses have also Increased, due to an increase
in programming expenses
• In researching similar facilities, we found that the Wheeler's
activity levels were higher, but earned income and staffing
levels were lower than comparable facilities
maRikaat
Market
Definitio
managemopt
Market Assessment
Resident Population
Aspen
Pitkin county
30 mile Radius - typical pull for 80`Y of the audience
Second Home Owners
Non- resident Visitors (i.e. tourists)
Full -time
Market
Size
ma�ipp4e
HouxAakll.Db Aaa
s�w.wo.mm.
na000m sew.
tngymiRffn
W.CPom1tl.KG
was
wssmw
w+smw
w�.mw
w n mm mam
$as.000
$xs.000
$65,000
$55.000
$as.aoo
S35.000
Aga Dbe Mon
Median Household Inwme Trend
3
s ., iot �sx xo* aw w$ sA ws
n,a, oenwcou^b o. a . mwa . om �uu
c Mai amein PoUnb onmmbfr eyy
30M 2009 24W
a USA a 30 -mlle Ra010d 0 R ncauws o AW,
Second Home Owners
2008 Aspen Area Community Plan Survey
• Survey included 115 second home owners
• Empty nesters and retirees
39% between 55 -64
38%65+
• Predominantly white
• Highly educated
90% had a bachelors degree or higher
66% had a graduate or professional degree
• Very affluent
78 "„ have incomes of $200.000 or above
27% have incomes of $1M or above
mnnaFemeet mapm•!
• In Aspen, non - residents own more than half of the
Non - Resident Visitors &Tourists
residential /condo parcels
A 2008 study completed by ERA indicated that
Aspen's population swells to 27.000 in peak months.
second homeowners are the primary drivers of
and short -term visitors total 300,000 annually
economic activity in As en
Annually, visitors account for $533 million in basic
spending
2004 Leeds School of Business study
• Collected 777 surveys from participants at Aspen arts events.
• ml ��
• Summer:
34.8'Y(, of all survey respondents indicated they were visiting Aspen for
vacation /pleasure.
9.5% of all survey respondents indicated they were visiting family and
friends
Winter:
indicated visiting Aspen for vacation/
22.9 of all survey respondents
•L
pleasure
5.1;. of all survey respondents were visiting famiiy/friends yyRk,,
m
ma ""4emst
•Resp onses include "I live here," business. group tour... °Ifi
Market Conclusions
The local market has a small year -round population
that is highly educated, older, affluent and
predominantly white
Pitkin County and the 30 -mile radius are more diverse,
and are relatively affluent, older and educated
The population in the local and regional markets is
aging, suggesting increasing numbers of retirees
Second home owners are highly educated and affluent,
and have excellent propensity to attend arts events
Non - resident visitors and tourists are active
participants in the Arts in Aspen, accounting for at least
one -third of arts audiences in the peak seasons
m- tove
Existing Facilities
Researched facilities used for cultural activities in
Aspen and the region
Toured existing facilities and interviewed facility
managers
Rated facilities on physical characteristics and the
types of activity hosted in each space
Facilities are also rated using 8 variables:
1. Facility Condition
2. Staff and support
3. Theatrical functionality
A. Room acoustics
o. Customer amenities
S. Performe, memties
Z Atmosphere and character megegemem
S. Suitability for users
Aspen Facilities
In Aspen, there are 24 venues regularly used for
Performances and events
80 to 4,000 seats
5 are outdoors or are considered seasonal venues
9 venues are in churches, schools, libraries or hotels
52% are rented by local arts organizations
Programming is relatively diverse:
28% present film
31% present cultural events
19v_ present music
36➢ produce music
12`S, produce theater
ma ,ege.nem m,,
�•�Keumenr
Caf6 /Restaurant
Film Space /Equipment
Flexible seating
Outdoor / Seasonal Venue
Kitchen Facilities
Large Lobby
Rehearsal or Program SWS
Other Event Space. _ _.
Wheeler under 500 500+ under 500 500+
12%
14%
29%
0%
24%
29%
43%
0%
35-h
14%
71%
33%
6%
57%
0%
67%
29%
14%
57%
33%
0%
29%
14%
33%
29%
0
57%
33%
29%
14%
43%
33%
0%
14%
0%
0%
24%
14%
29%
0%
0%
43%
14%
0%
41%
57%
57%
100%
17
7
7
3
Black M.: Number vi UfeS
October2007 S ptember200B
soo
asp
sso
xw
so
roo
iw
so
0
taw,.znsne twivatum
ay.m.nw. vx +�n.c sw>ume
ewua eRm vaeao.w•�.'�+v�n vass
G
Very much a music
facility
Limited staff to book
and operate for outside
renters
Little inclination on the
Part of the Festival to
make it a more active
facility
managemenr
Facility Conclusions
In Aspen, there are few well- equipped small -scale
performance venues
The Black Box, which has limited amenities and function as a
Performance space, is heavily utilized for classes and
education events and has little access for community events
Many facilities are in non - traditional performance spaces that
are not suitable for public events
• Aside from film, there is a gap in the market for presented
events in an intimate setting
The Wheeler is well positioned as an affordable
community - oriented venue located in downtown Aspen
. The Wheeler's presenting and co- producing compliments
Aspen's competitive market
• Community events and rentals provide access to one of the
most desirable facilities in Aspen M*"Irt
Facility Conclusions
• The District Theatre and the Black Box are very busy,
serving a distinct set of key users, most importantly the
school district
• Harris Hall, largely considered a seasonal venue, is very
busy duringthe high season and used almost
exclusively by the Music Festival
• Within the 30 -mile radius, there exist a number of non-
traditional venues utilized for arts events, including
churches, school auditoria, hotel ballrooms and movie
theaters
The market is relatively competitive and is home to well
established music, dance and theater producers and
presenters
management
Local Demand for New Facilities
External demand for a 100 to 299 seat facility includes 89 performances. 59
cn stage rehearsals and 51 other uses
1dditionally, interviews with local arts groups also found that facilities that cap,
re used for rehearsal and education are in strong demand
Harris Hall
Relating to Community Goals
2007 Civic Master Plan, City of Aspen
• Accommodate as many additional needs of the local arts
community as possible
• Improve the operational function of the Wheeler Opera House
• Contribute to improvements in the daytime administrative
office and box office
• Contribution to the Wheeler's ability to present more live
performances and to improvements in production capabilities
management
Next Steps
Incorporate comments and feedback into our work
Physical Planning
• Space program
• Site analysis
• Order of magnitude capital budget
Business Planning
• Order of magnitude pro -forma budget
• Quantitative economic impacts
• Qualitative economic impacts
Relating to Community Goals
Improvements to the Wheeler would:
• Provide facilities for emerging and established local arts
organizations
• Be in support of cultural tourism and the local economy
• Potentially increase the number of Wheeler Sponsored
Events and Co- productions
• Preserve and improve an important historical asset
• Increase foot traffic, benefiting restaurants and nightlife
establishments
• Affirm Aspen's core as a hub for arts and cultural activity
m -Often
Conclusions Revisited
• The Wheeler serves the community under challenging
physical constraints
• There is an audience for additional programming
• There are a number of local groups looking for small
and flexible spaces
There are physical and access challenges with existing
facilities
New and expanded facilities serve the goals of the
community, as long as there is a commitment and
understanding of the investment required to build and
sustain the arts as a vital element of community life
=.Jll72
Recommendations
New Space
• A new space with a capacity that can adjust between 150 -250
seats for rehearsals, performances, classes and other events
• Flexible seating configuration - theater - style, tables and
chairs, flat floor, etc.
Expanded Wheeler Facilities
• Support space, including administrative space and dressing
rooms
• Food service capability for public performances and special
events
• Improved public spaces, including a larger lobby and other
patron amenities
m.
of
APPENDIX C: MARKET CHARTS AND GRAPHS
1. Market Demographics
A. Age Distribution
Age Distribution
Ageg5a
Age 55to 54
Age 35 to 54
Age 18034
Age 17 and under
0%
Age Distribution (Young Adult Segments)
Age35te44
Age25to34
Age 21 to 24
Age 15 to 20
5% 10% 15% 20% 25% 30% 35% 40%
0&'.a 0piddn County 030 mile Radius MUSA
0% 5% 30% 15% 20%
®Aspen ■P0Wn0aunty 630mib ReeAR •USA
The Market Today: Young and Old Population Segments
30% — _-- _ - -___
25%
20%
15%
10%
5%
a%
age 55�
Age 17.,a munge,
sum 030 rate Radius Orypin Count, ampan
B. Educational Attainment
Educational Attainment
Graduate or Prof Degree
Bachelor's Degree
Associate Degree
Some College. No Degree
High School Graduate
0%
5% 10% 15% 20% 25% 30% 35% 40% 45%
0 Aspen 0Piano County 030 -mile Radios ■USA
Educational Attainment
Bachelor's Degree and Higher
30%
I
i
20%
I
I
t 10%
9%
Aspen Pluto County
Radius
USA
patlius
■Graduate Degreeand higher
o Bachelors Degree and higher
C. Household Income Distribution
Household Income Distribution
$150,000 ormom
3100,000to $149,999
$75,000 to $99,999
$50,000 to $74,999
$25,000 to $49,999
Less than $24,999
0% 5% 10% 15% 20% 25% 30%
0 Aspen 0Pitkin County 030 -mile Radius ■USA
D. Racial Composition
Racial Distribution
ONer
Amed-olnNanarAlasM
Natlye
Black or A/dcan Amern en
Auden
Hispanic or latim
We
0%
2. Market Trends
A. Population Growth
Population Growth
60,000
50,000 - -_ -_
40,000
30,000
20,000 - - - --
10,000 --
0
Aspen Rini County 30 mile Radius
0 1990 02000 02009 6 2014
10% 20% 30% 40% 50% 60% 70% 80% 90%
DAspen OPlldn County 0 3amlle Radius sum
B. Median Income Trend
Median Household Income Trend
$85,000
$75,000
4 0
e
$65,000
$55,000
$45,000
$35,000
2000 2009 2014
— USA a 30 -mile Radius s Pitkin County 0 Aspen
C. Age Trends
'Empty Nester' and 'Retiree' Population
Trend: Aspen
20%
15%
L .
10%
S
5%
0%
2000 2009
2014
065 to 74 years 055 to 64 years 045 to 54 years
'Empty Nester' and 'Retiree' population
Trend: 30-mile Radius
20%
15%
10%
5%
0%
2000 2009 2014
065W74years 055 W 64 years 045 to 54 years
D. Trends in Racial Composition
Trend in Racial Composition: Aspen
10% -
8%
6%
4%
2%
0%
2014
O Black at Affican American D"an III Hispanic at UUno
APPENDIX D: FACILITY INVENTORY
Aspen Facility Rating
Local
Aspen Mountain Base
4,000
3
1 1
1
1
4
1
4
3
1.8
Aspen Music Festival - Benedict Music Tent
2,050
2
4
4
4
4
3
3
4
4
3.8
Wagner Park
2,000
7
4
1
1
1 1
1
1
3
2
1.9
St. Regis Aspen: Grand Ballroom
920
7
4
2
1
2
4
1
3
2
2.5
District Theatre at Aspen Schools Complex
550
11
3
2
4
3
1
2
2
3
2.5
Wheeler Opera House
503
7
3
4
3
3 1
3
3
4
2
3.2
Aspen Music Festival - Harris Hall
500
1
3
4
4
4
4
4
4
4
3.8 _
Belly Up Aspen
450
1
3
4
3
4 1
4
4
4
4
3.7
Paepcke Auditorium
410
4
4
4
2
3
4
4
4
4
3.7
Doerr - Hosier Center: McNulty Room
300
4
3
4
2
2
4
2
3
3
3.0
Hotel Jerome: Grand Ballroom
300
3
4
2
'
2
4
1
3
2
2.5
Aspen Chapel
300
4
3
1
2
2
1
1
2
2
1.8
Aspen Community Church
250
4
3
2
2
4
1
1
4
3
2.5
Isis Theatre: Screen One
193
7
2
2
2
2
3
1
3
2
2.1
Given Institute: Main Auditorium
190
7
2
2
1
2
1
1
2
2
1.7
Crossroads Church
178
2
3
1
2.
3
1
1
2
2
1.9
Theatre Aspen Tent
153
6
1
4
1
1
1
1
4
2
2.0
Black Box at Aspen Schools Complex
150
8
3
2
2
2
1
1
1
3
2.0
Old Youth Center Building
150
1
1
1
1
1
1
1
1
1
1.0
Isis Theatre: Screen Two
120
0
2
2
2
2
3:
1
3
2
2.1
Isis Theatre: Screen Three
112
2
2
2
2
2
3
1
3
2
2.1
Christ Episcopal Church
100
2
4
1
2
3
1
1
3
3
2.3
Red Brick Studio 105
99
2
2
1
1
1
1
1
2
2
1.4
Pitkin County Library
80
3
3
1
1
1
1
1
2
2
1.6
Regional
Snowmass Town Center Park
8,000
1
2
1
1
1 1
1
1
3
1
1.4
Sopris Park
7,000
7
2
2
1
1
1
1
2
1
1.5
Snowmass Conference Center
1,100
4
2
2
1
2
3
1
2
2
1.9
Basalt Middle School Auditorium
480
5
3
1
2
2
1
1
3
2
1.9
Roaring Fork High School Auditoria
400
4
4
2
2
3
1
2
2
3
2.5
i
Silver Tree Hotel: The Cabaret Room
350
7
2 �
2
2
2
3
1
1 2
2
2.0
Snomass Chapel
200
11
3
2
2
3
2
2.4
Anderson Ranch Meeting Hall
100
6
2
1
2
2
1
g22
1.5
Thunder River Theatre Company
99
7
2
2
3
3
2
2.2
Steve's Guitars
60
2
2
2
2
3
0
1.8
>
<
0
N
d
o.
F
v.
a
Y
`
o
G
v
c
u
m
c
a
If
0
6
C
.F
LL
y
�
N
0
0
<
E
O
o
m
C
E
<
d
E
YO
j
u
C
E
<
d
E
p
I t
a
Y
U
`
01
d
O
E
<
N
o
>
+
'a
m
s
^
m
R
m
Appendix D Webb Management Services 9/8/10
Local
Aspen Mountain Base
Aspen Music Festival: Benedict Music Tent
Wagner Park
St. Regis Aspen: Grand Ballroom
District Theatre at Aspen Schools Complex
Wheeler Opera House
Aspen Music Festival: Harris Hall
Belly Up Aspen
Paepcke Auditorium
Doerr - Hosier Center: McNulty Room
Hotel Jerome: Grand Ballroom
Aspen Chapel
Aspen Community Church
Isis Theatre: Screen One
Given Institute: Main Auditorium
Crossroads Church
Theatre Aspen Tent
Black Box at Aspen Schools Complex
Old Youth Center Building
Isis Theatre: Screen Two
Isis Theatre: Screen Three
Christ Episcopal Church
Red Brick Studio 105
Pitkin County Library
Regional
Aspen Facility Activity
Producing Activity Presenting Activity Rental Activity
1
Appendix D Webb Management Services 9/8
12% 12% 36% 0% 8% 4% 40% 0% 0% 4% 12% 4% 28% 12% 4% 8% 4% 24% 52% 28% 28% 48% 16% 0% 8%
Aspen Facility Activity
Snowmass Town Center Park
Sopris Park
Snowmass conference Center
Basalt Middle School Auditorium
Roaring fork High School Auditoria
Silver Tree Hotel: The Cabaret Room
Snomass Chapel
Anderson Ranch Meeting Hall
Thunder River Theatre Company
19% 16% 37% 0% 6% 3% 41% 0 %% 0%
. 6% 19% 6% 25% 9% 3% 9% 9% 31%
y u d T -E A R R �i d 1 = - ? 9 9
C A C E °O .�. 3 3 m E
F u C C 1�L C U Q 6 LL V U
Y m m O
O N O N
H
Rental Activity
1 4
5
4
11
6
1
56% 67% 44% 67% 0% 0% 56%
r
t
cc
O
L
�
s
N
l'
O
6
O
U
Presenters
N
H
Appendix D
Webb Management Services 9/8
Aspen Facility Features
Local
Aspen Mountain Base
Aspen Music Festival: Benedict K
Wagner Park
St. Regis Aspen: Grand Ballroom
District Theatre at Aspen Schools
Wheeler Opera House
Aspen Music Festival: Harris Hall
Belly Up Aspen
Paepcke Auditorium
Doerr - Hosier Center:McNulty Roo
Hotel Jerome: Grand Ballroom
Aspen Chapel
Aspen Community Church
Isis Theatre: Screen One
Given Institute: Main Auditorium
Crossroads Church
Theatre Aspen Tent
Black Box at Aspen Schools Compli
Old Youth Center Building
Isis Theatre: Screen Two
Isis Theatre: Screen Three
Christ Episcopal Church
Red Brick Studio
Pitkin County Library
Regional
Snowmass Town Center Park
Sopris Park
Snowmass Conference Center
Basalt Middle School Auditorium
Appendix D Webb Management Services 9/8/10
Roaring Fork High School Auditoria
Snowmass Chapel
Anderson Ranch Meeting Hall
Silver Tree Hotel: The Cabaret Room
Thunder River Theatre Company
Steves Guitars
Proportion of Facilities with Feature
100% 15%
26%
0% 38%
21%
32%
12%
29%
o
CO
p
m
G
M
a
y
W
?
A
E
n
Y
y
d
U
O
J
6
0
E
�
\
\
K
!D
L
J
O
U
Y
o
fA
\
E
o
y
LL
a
�
io
m
O
y
29% 3% 21% 12% 53%
y
U
N
U
6
U
E
E
d
C
d
d
O
LL
o
CO
p
m
G
M
a
y
W
d
O
O
Appendix D Webb Management Services 9/8/10
Aspen Facility Features
APPENDIX E: NEW FACILITY SPACE PROGRAM
Space
Program for
new
freestanding
Performance
space
occupancy sf or unit per qty
occ.
Performance Spaces
3000
Theater (299)
150
dimmer room
120
amplifier rack
room
seating unit storage
follow spots
100
rigging
400
catwalk
1 250
projection control booth
1 25
audio booth
2 50
off stage area
1 140
200
subtotal
Back of house
2 50
performer's lounge
1 120
kitchenette
1 150
restrooms
star dressing room
large dressing room A
dressing rooms
admin. /repair shopAaundry
piano storage
subtotal
Front of house
lobby
_ticket
counter
concessions
restrooms
ticket office
subtotal
total net sf
25% Grossing Factor
total Gross SF
250
2
1
16
1
12
12
250 5
51f /100
51f /200
1 we /25
area total
3000
3000
150
150
120
120
200
200
150
150
100
100
400
400
1 250
250
1 25
25
2 50
100
1 140
200
1 300
300
2 50
200
1 120
120
1 150
150
1 1250
1250
1 120
120
1 100
100
2 200
400
1 100
100
4120
1345
1970
7435
1858.75
9293.75
Note: Grossing
factor includes
space used
foie
oss oie
none
none none none i none
inone nc
chological
pion
doesn't feel [
same
where? not mat
ximity to
enitles
ec
Iestrian access
,icular access
difficult dunno events
kinq
no[ awd
I
limeted but some
ess for deliveries
not amat
ipatbility wiM
acent uses
St. Ma 's
residences and li
itive impact on
, rby uses
residences an
size
000
din envelo a
7000
bi enou h bii
i suitable
Imes and s aces
no existin st
low ceilin
no structure
no structure
ossible structure
iabie7
rk
oximate cost
straints codes
_regulations
structlon access
acent buildings
I roads
in areas
hies
-u tion
a onion of to
NS
acent parks
elation
servation of open
ce
servation of
:oric structure
win site
tive reuse
t to acquire and
.lop
ossible public/
rivate
de
ve ood
ok
unknown
not so good
roblematic
APPENDIX G: SPACE PROGRAM COMPARISON
levels
level 4
level 3
level 2
level 2 decks and balconies
level 1
lower level 1
lower level 2
lower level 3
total constructed area
Gross Area Comparison between Combined and Separate Theaters
9/17/09 PUD submission new construction new construction
for conceptual review adjacent to WHO free - standing theater
(from 9/17/2009 plans) (from test designs) (from new program)
7434 NSF
1.25 GF
(5400 SF green roof)
(+ green roof) 476 GSF
5387 GSF
4100 GSF
5336 GSF
3948 GSF
balcony 364 GSF
balcony 210 GSF
5400 GSF
3948 GSF
0 GSF
3948 GSF
3937 GSF
0 GSF
7780 GSF
0 GSF
28204 GSF
16630 GSF 9292.5 GSF
combined
freestanding theater
and adjacent expansion
25922.5 GSF
Delta 2281.5 GSF
Wheeler Opera House and Expansion Pro -Forma Operating Budget
DGEi
FY2008 %Change
FY2009 %Change
%Change
%Change F recast %Change
%Change
change
Ddget FY2007
%Change
oreca0
F recast
FFoorecas
Forecast
Forecast
50
56
56
56
10%
62
10%
68
Performances
8
17
49
33
39
40
40
10%
44
10%
48
Event Days
8
13
29
6,791
7,986
8,385
8,804
10.653
12,890
Paid Attendance
2,360
4,501
8,332
5%
28%
5%
30%
5%
31%
10%
34%
10%
38%
Capacity Sold
59%
53%
34%
27%
$169,763
$203,634
$218,091
$233,576
$291,106
$362,805
Wheeler BOx Office
479,815
$174,704
$202,431
$26
2%
$26
2%
$27
3%
$27
3%
22
Average Ticket Pdce
$34
$39
$24
$25
$0
2%
$0
$0
S0
Rent Paid
$0
$0
$0
-45%
25%
2%
SO%
5%
try In c co me per inceme
$21,750
514,068
g18,464
519,775
526 321
$33 440
E2 576
$4,679
$29,483
t0
10
10
10
5%
11
5%
11
Performances
18
2U
1G
t0
10
10
10
5%
11
5%
11
Event Days
20
16
14
3,873
3,873
3,873
3,873
4,067
4 77%
Paid Attendance
5,598
4,421
3,894
77%
77%
77%
77%
P%
Capedly Sold
62%
44%
77%
$131,684
$134,318
$137,004
$139,745
$151,134
$163,
Wheeler Box Office
$214,185
$55,775
$132,395
$35
2%
$35
2%
$36
3%
$37
3%
538
$38
Price ( Wheeler Share)
$38
$13
$34
$34
$0
2%
2%
$0
2%
$0
2%
$0
3%
$0
3%
$0
Rem Paid
$100
$126
$0
$1.25
-45%
$0.69
25%
$0.86
25%
$LOT
10%
$1.18
3%
$1.22
Income per Capita
ary Inc pe
$1.54
$1.23
$1.29
$4,841
$2,663
$3,328
$4,161
$4,805
$5,197
A ome
lnceme
$6,643
$5,421
$5,004
76
72
79
2%
81
2%
82
5%
86
5%
91
Performances
106
98
66
86
2%
88
2%
89
10%
98
10%
108
Event Days
81
81
63
22,816
25,034
25,535
26,046
21.3'18
2863%
Paid Attendance
28.818
26,597
24,256
63%
63%
63%
8
Capacity Sold
54%
54%
63%
$350,234
$391,970
$407,805
281
$424,281
5458,8559 9
$496, 7
Grass Box Office
$431,791
$465,613
$365.036
$16
2%
$16
2%
$16
3%
$17
3%
$17
21
Average Ticket Pdce
$15
$18
$15 2%
$15
$22,050
2%
$24,678
$25,675
$26,712
528,889
$3 53 43
Rent Paid
$96.122
$74,137
$53,842
5139
$1.75
-45%
$0.96
25%
$1.21
2%
$3.23
0%
$1.35
3%
ary lnceme per apita
$0.98
20.98
$0.96
$0.80
$40,000
$24,139
$30,777
$32,020
536,984
&39,998
Ancillary Income
$2
$2 $0.96
$19,495
154
192
155
145
145
145
145
145
73
73
73
73
Scrcening5
Event Drys
154
192
155
145
145
145
6,564
6,5
3,282
3,282
Paid Attendance
7,254
9,746
6,676
7,294
6,564
9%
9%
9%
9%
9%
Capacity Sold
9%
10%
10%
30%
$63,000
$63,000
$64,260
$65,545 45
$33, 56
$34,
Gross Box Office
$54,275
$82,326
$56,522
$10
2%
$10
2%
$10
3%
$10
$10
3%
Ell
$ 11
Average Ticket Pdce
27
$8
$8
$9
$5,000
$5.100
$5,202
$5,306
$2,733
$2,815
Rent Paid
$7,990
$11,504
$7,965
25%
5%
1G%
3%
$0.56
ary In c omepe lnrome
$5,000
-45%
$12,406
$3.094
$3,248
$1,787
$1840
$13,129
$171765
$11977
9
20
20
20
PO
20
20
20
Performances
18
23
20
20
20
20
20
Event Days
18
9
0
0
0
0
0
0
Attendance
3,680
1,991
5
0
0
0
0
0
Gross Box Office
$0
$0
26.040 040
0
0
0
0
0
0
Rem Paid
$2,103
$0
$682
0
$0
$0
$0
$0
$O
EO
Ancillary Income
$1,697
$10
($1.862)
21
20
20
20
20
20
20
Event Days
23
21
70
70
70
70
70
70
70
Total Use Days
70
70
2,515
2,515
2,515
2,515
2,515
2,515
Attendance
7,088
2,644
1, 942
25%
25%
25%
25%
25%
25%
Average Capacity Sold
61%
25%
18%
$7,300
$7,300
$7,300
$7,300
27,300
$7,300
Rent Paid
$7,655
$7.289
$8628
$2,000
$2,000
$2,000
$2,000
$2,000
$2.000
Ancillary Income
$2,387
$3,230
$1,526
337
367
337
317
330
332
333
271
315
282
330
amiances /Screenings
330
330
330
330
330
Event Days
330
330
43,288
45,972
46,872
47,802
47,865
51,673
Attendance
55,105
49,900
50,565
H -1
Services, Inc.
Wheeler Opera House and Expansion Pro —forma Operating Budget
Millet FY2007
%Change FY2D08 %Change FY2009 %Change FY2010 %Change FY2011 %Change FY2012 %Change FY2013 %Change FY 2014
%Change FY2015
Perfa mances
Event Days
14
13
Rehearsal /Prep Days
10
12
Total Use Days
2
2
Paid Attendance
12
14
Capacity Sold
2,450
2,178
Wheeler Box Office
70%
67%
Average Ticket Pdce
$66,150
560,556
ary Income per Capita
$27.00
3% $27.81
Ancillary Income
$3
3% $1.29
Rent Collected
$3,0606 3
$2,804
0
0
Screenings
Event Days
16
1g
Rehearsal /Prep Days
8
9
Total Use Days
p
0
Paid Attentlance
g
9
Capacity Sold
2,000
2,025
Wheeler Box ice
50%
45%
Average ticket Pdce
$24,000
$25,029
ary Income per Capita
$12.00
3% $12.36
Ancillaryincome
$1.50
3% $1.55
Rent Collected
$3,000
$3,129
0
0
Performances
Event Days
40
44
Rehearsal /Prep Days
36
40
Total Use Days
36
40
Paid Attendance
- 72
80
Capacity Sold
51500
6,050
Gross BOx OfRce
55%
55%
Average Ticket Price
$148,500
$168,251
an Income per Capita
$27.00
3% $27.81
Ancillary Income
$2.00
3% $2.D6
Event Day Rental Rate
$11,000
$12,463
Prep Day Rental Rate
$SDO
3% $515
Rent Collected
$250
3% $258
$27.000
$30,900
Performances
Event Days
20
22
Rehearsal /Prep Days
IB
20
Total Use Days
9
10
Paid Attendance
27
30
Capacdy Sold
2,500
2,750
Gross Box Office
50%
50%
Average Ticket Pdce
$75,000
$84,975
ary Income per Capita
$30.00
3% $30.90
Ancillary Income
$2
3% 52.06
Event Day Rental Rate
55,00DO 0
S5,665
Prep Day Rental Rate
$1,000
3% $1,030
Reid Collected
$500
3% $515
$22,500
$25,750
ormances /Screenings
Use Days
90
97
Attendance
119
133
12,450
13,003
Services, Inc. H -2
dget
heeler Opera House
New Theater
ngfees
Wheeler Opera House and Expansion Pro -forma Operating Budget
FY2007 %Change FY2008 %Change FY2009 %Change P/2010 %Change FY2011 %Change FY2012 %Change FY2013 %Change FY2014 %Change FY2015
10% 301447 12% 337952 5% 355,096 5% 373,321 18% 442,239 19% 526,256
'heeler Opera House
New Theater
M
Monier Opera House
New Theater
Vheeler Opera House
New Theater
Vheeler Opera NOUN
New Theater
Services, Inc.
295,755
-23%
229,002
46%
334,507
66,150
-8%
60.556
126,547
8,005
50,500
154,825
11,504
46,882
149,727
7,965
50,474
146,000
5,000
53,000
158,723
5,100
55,276
165,250
5,202
57,663
172,089
5,306
61,205
224,030
2,733
90.896
248,158
2,815
103,732
52,021
30,017
24,397
29,350
37,078
38.177
39,318
9
56,650
6,893
48,665
16,951
900
1,419,851
12,326
55,622
30,505
1,190,213
4,327
38,126
9,882
816,258
2,000
39,730
5,000
10,000
556,980
2%
2,595
51,909
5,100
15,000
257,883
2%
2,672
53,447
1 5 ' 2
410,000
2%
2,752
55.045
5,30
468,000
3%
6,190
123,790
15,000
204,000
3%
6,861
137,211
15,000
102,000
2,026,088
-13%
1,780,896
-18%
1,435,663
-20%
1
-19%
926,615
20%
1,101,710
8%
1,197,341
6%
1,268,914
3%
1,306,226
590,433
25%
735,401
-6%
693.451
2%
705,120
2%
719,222
2%
733,607
2%
748,279
10%
823,107
3%
847,800
171,957
7%
184,470
5%
193,816
9%
211,660
259,407
269,238
277
3 10,125
47,600
3 46,707
54,796
339,449
368,629
437,401
432,440
441,089
449,911
458,909
212,704
219,085
519,458
-5%
491,485
25%
614,069
39%
856.350
469,835
493,669
519,006
90
5 85,585
238,414
12,393
42
239,720
2,154,347
8%
5%
9%
257,464
16,665
39
251_950
2,345,302
20%
0%
9%
309,987
17,345
47,688
251,050
2,564,805
10%
37%
15%
340,220
17,250
51,030
344, _990
2,959,060
2%
2%
-9%
368,541
21,192
52,051
3 890
2,683,626
2%
2%
3%
383.271
22,438
53,092
358_928
2,764,153
2%
2%
3%
398,692
23,108
54,153
36_6_106
2,845,932
30%
3%
23%
518,146
51,968
59,569
377_,
3,493,822
3%
3%
6%
572,273
57,603
61,356
388,402
3,6911
(128,259)
356%
(584,406)
93%
(1,129,142)
60%
(1,810.553)
-3%
(1,757,211)
-6%
(1.656,443)
0%
(1.648,590)
35%
(2,224,908)
8%
(2,393,120)
212,182
(365,380)
(7,988)
5%
219,028
(385,100)
(3,605)
4%
185,419
(400,000)
(1,215)
-11%
188,000
(355,000)
(5,000)
�3%
2%
92,711
(345,000)
0
16%
2%
189,129
(400.000)
0
0%
2%
192,912
(400,000)
(5,000)
0%
3%
198,699
(400.000)
(5,150)
0%
3%
204,660
(400,000)
(5,305)
(289,445)
(754,083)
(1.344.938)
(1,982,553)
(2,009,501)
(1,867,313)
(1,860,678)
(2,431,358)
(2,593.764)
94%
75%
56%
39%
35%
40%
42%
36%
35%
H -3
Wheeler Opera House and Expansion Pro -forma Operating Budget
3udga
FY 2007
%Change
FY2008
%Change
FY2009
%Change
FY2010
%Change FY2011
% Change FY2012
%Change FY2013
% Change FY 2014
%Change FY2015
2%
2%
2%
2%
2%
3%
3%
503
25,000
503
25,000
503
25,000
503
25,000
503
25,000
503
25,000
503
25,000
503
25.000
503
25,000
250
250
15,000
15,000
sing Fees
44,030
$2.87
45,265
$3.42
43,158
$3.47
40,773
$3.58
2%
43,457
$3.65
2%
44,357
$3.73
2%
45,287
$3.80
2%
57,800
$3.88
3%
62,160
$3.99
em Paid per screening
$51.88
$59.92
$51.39
$34.48
2%
$35.17
2%
$35.88
2%
$36.59
3%
$37.69
3%
138.82
tuns
Cage of Rent Collected
13.25%
41.06%
17.74%
6.81%
7.00%
7.00%
7.00%
7.00%
7.00%
e5
tage of Rent Collected
93.55%
185.30%
156.27%
135.37%
140.00%
140.00%
140.00%
140.00%
140.00%
rage Principal Amount
derage Rate of Realm
$19,903.765
7%
$24,236,710
5%
$26,318,380
3%
$27,897,005
2%
$25,788,260
1%
$20,500,000
2%
$15.600,000
3%
$6,800,000
3%
$3,400,000
3%
MFdays)
Wheeler Opera House
New Theater
$1,354
$1,550
$1,502
$1,641
2%
$1,674
2%
$1,707
2%
$1,741
3%
$1,793
3%
$1,847
$400
3%
$412
Wheeler Opera House
New Theater
$13.58
$14.75
$17.50
$17.30
2%
$17.64
2%
$18.00
2%
$18.36
3%
$18.91
3%
$19.47
$14.18
$14.61
(presenting and co Production)
Wheeler Opera House
New Theater
177%
213%
139%
139%
139%
139%
139%
120%
110%
100%
100%
$4.33
$5.16
$6.13
$7.86
2%
$8.02
2%
$8.18
2%
$8.34
3%
$8.59
3%
$8.85
mire
24%
56%
71%
59%
59%
59%
59%
59%
59%
stage of Leased Space
Ise Rate /Square Foot
2,850
$74.45
2,850
$76.85
2,850
$65.06
2,850
$65.06
2,850
$65.06
2%
2,850
$66.36
2%
2,850
$67.69
3%
2,850
$69.72
3%
2,850
$71.81
$[4BQ FT20f0 FY2021
Bodo Fon=d
FY20fY FY2013
Rrxetzrt FbL 4
FY.2014 FY2015
Novelist FraeCee<
FV2016
Ftxamt
nmances /Screenings
Use Days
Attendance
317
330
43,298
330
330
45,972
332
330
46,872
333
330
47,802
271
315
47,865
282
330
51,673
290
346
55,320
+manes /Screenings
Use Days
Attendance
-
-
-
-
-
-
-
-
-
-
-
90
119
12,450
97
133
13,003
104
141
14,205
Earned Income
Operating Fapenses
Operating Result
"ending Requirement
$1,148,507
$2,959,060
($1,810,553)
($1,982,553)
$926,615
$2,683,826
($1,757,211)
($2,009,501)
$1,107,710
$2,764,153
($1,656,443)
($1,867,313)
$1,197,341
$2,845,932
($1,648,590)
($1,860,678)
$1,268,914
$3,493,822
($2,224,908)
($2,431,358)
$1,306,226
$3,699,346
($2,393,120)
($2,593,764)
$1,440,149
$3,916,071
($2,475,923)
($2,670,586)
ervices, Inc. H-4