PAC BusinessCase

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CITY OF KAMLOOP

NEW PERFORMING ARTS CENTR

BUSINESS CASSeptember 10, 20

Attachment "A"



ACKNOWLEDGEMENTS

Client:

City of Kamloops

Working Group:

Bill Jaswal, Jelly Events / Promoter

Brad Alberts, Integrated Urban Equities Corp and Kamloops Central Business Improvement Association

Brendan Shaw, Brendan Shaw Real Estate

Cliff Noakes, Kamloops Community BandHelen Newmarch, Kamloops Festival of Performing Arts

Jann Bailey, Kamloops Art Gallery

Kathy Humphrey, Kamloops Symphony

Kathy Sinclair, Kamloops Arts Council

Lori Marchand, Western Canada Theatre

Maureen Duggan, Dance Community

Michael Cade, Chilliwack Cultural Centre

Michael Popoff, Sunias Ventures and Kamloops Central Business Improvement Association

Peter Allik-Petersenn, Thompson Valley Community Orchestra

Syd Griffith, School District 73

Tom Friedman, Kamloops Film Society

Barbara Berger, City of Kamloops, Arts & Community Development Manager

Cara Graden, City of Kamloops, Arts, Culture and Heritage Coordinator

Business Case Development Team:

Shelley Litke, Principal, MHPM Project Managers Inc.

Tomer Curiel, Project Manager, MHPM Project Managers Inc. Kori Chan, Principal, Proscenium Architecture + Interiors Inc.

Greg Piccini, Associate, Proscenium Architecture + Interiors Inc. Kathy Chang, Proscenium Architecture + Interiors Inc.

Richard Schick, Schick Shiner and Associates

Jim Bush, Jim Bush Quantity Surveyor

MHPM Project Managers Inc.555 West 12

th Avenue, Suite 550

Vancouver, BC, V5Z 3X7

September 10, 2015

Document No. 890277-0096(6.0)

© 2015 by MHPM Project Managers Inc.



City of Kamloops – New Performing Arts Centre Business Case

Table of Contents 1 Executive Summary ............................................................................................................................................... 1

2 Introduction ............................................................................................................................................................ 3

2.1 Introduction ................................................................................................................................................... 3

2.2 Terminology .................................................................................................................................................. 3

3 Background ............................................................................................................................................................ 4

3.1 Timeline ........................................................................................................................................................ 4

3.2 Preliminary Business Case ........................................................................................................................... 4

3.2.1 Smart Growth ........................................................................................................................................... 5

3.3 Public Engagement....................................................................................................................................... 5

4 Project Description ................................................................................................................................................. 6

4.1 Vision and Guiding Principles for the new Performing Arts Centre ............................................................... 6

4.2 Working Group ............................................................................................................................................. 6

4.3 Functional Program ...................................................................................................................................... 6

4.4

Indicative Design .......................................................................................................................................... 7

4.5 Capital Cost Estimate ................................................................................................................................... 8

5 Business Plan Framework.................................................................................................................................... 10

5.1 Operating Model ......................................................................................................................................... 10

5.1.1 Ownership .............................................................................................................................................. 10

5.1.2 Governance and Administration ............................................................................................................. 10

5.1.3 Programming .......................................................................................................................................... 11

5.1.4 Preferable Operator Characteristics ....................................................................................................... 11

5.2 Operating Budget ....................................................................................................................................... 11

5.2.1 Financial Pro-Forma ............................................................................................................................... 12

5.2.2 Budget Assumptions .............................................................................................................................. 12

6 Impact of the PAC and Its Programs .................................................................................................................... 14

6.1 Methodology and Data................................................................................................................................ 14

6.2 Economic Impact ........................................................................................................................................ 14

6.2.1 Construction ........................................................................................................................................... 16

6.2.2 Annual Economic Impact ........................................................................................................................ 16

6.2.3 Total Economic Impact ........................................................................................................................... 18

6.2.4 Interpretation .......................................................................................................................................... 19

6.3 Cultural Impact ........................................................................................................................................... 19

6.4 Tourism Impact ........................................................................................................................................... 21

6.5 Skills and Employment Impact .................................................................................................................... 23

6.6 Community Impact ...................................................................................................................................... 24

7 Return on Investment ........................................................................................................................................... 27

7.1 Conclusion .................................................................................................................................................. 27

7.2 Case Study - Tournament Capital Centre ................................................................................................... 28

8 References ........................................................................................................................................................... 29

Appendix A - Functional Program Report

Appendix B - Indicative Design Class D Cost Estimate

Appendix C – Testimonial: Alexander “Sandy” Watt Testimonial




Intentionally left blank for insertion of “infographic page”




Page 1 of 31

1 Executive Summary

Following the submission of the City of Kamloops New Performing Arts Centre Preliminary Business Case, March 23,2015, and its presentation at a public Open House, April 18, 2015, this Business Case provides further clarity, greater

detail and project certainty regarding site specific design, development potential and related costs; proposed

operating model and related costs; and the impact and related return on investment of a new Performing Arts Centre

(PAC). A Facility Functional Program and Indicative Design accompany the Business Case submission.

The Facility Functional Program defines the project design parameters and planning criteria for the Main

Theatre (1,200 seats), Studio Theatre (350 seats) and other functional components resulting in a program

area for the building of 97,600 square feet.

The Indicative Design is a conceptual image to suggest the potential of the built project, establishing

building/site adjacencies and as a check on satisfying zoning and municipal requirements. It is also a “test

fit” of the Facility Functional Program. The 97,600 square feet of program area is translated into an initial

design scheme - actual floor plans which test the relationship between building components. Ensuring all the

component pieces fit together necessitates area refinements be made, resulting in an Indicative Design total

building gross area of 101,455 square feet. The Indicative Design was then used for purposes of updating

the “Class D” (+/- 25%) cost estimate to confirm order of magnitude project costs of $90 million.

With the assistance of a specially convened Working Group, the financial pro-forma for the first five years of

operation and the projected demand as the basis for revenue was validated. A fixed annual Civic

Al locat ion in the amount of $900,000 was assumed with the expectation that surplus funding would

accumulate in a capital reserve account.

The recommended Operating Model is for city ownership, society model governance and administration,

and, a hybrid “rental/presenting” programming model.

As documented in this report, the promise of a great show is just the beginning of what the Performing Arts Centre

will return to the citizens of Kamloops for their investment in this important civic infrastructure. The benefits range

from the individual level, employment and personal enjoyment; to the community level, vibrant arts scene and

revitalized downtown; to the civic level, increased tourism, attraction of new residents, business investment and

revenue. In summary, the PAC will have the following impacts:

Economic Impact

During the construction of the PAC, a duration estimated to be three (3) years, approximately 76 full time

jobs will be created, contributing to approximately $54M in spending on goods and services and $42M in

labour;

On an annual basis, the PAC will have a net new economic impact of $11M for Kamloops, and sustain 64

viable jobs in Kamloops;

For the $4.6M budgeted annually for debt servicing and civic allocation, the City will see a 240% return in

economic impact.

Cultural Impact

The PAC will alleviate pent-up demand; support more than 70+ existing organizations; and, permit the

EXECUTIVE SUMMARY 1




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arts and culture community to showcase a wider variety of performing (drama, music, film and dance) and

visual arts (gallery art, museum displays).

The PAC will also be a catalyst to spark creativity and innovation, foster, sustain and enable cultural

development and artistic growth o f the arts community.

Tourism Impact

The PAC will support Kamloops draw of 20,000+ tourists annually and attract new cultural tourists and

event specific visitors.

The PAC will inject net new tourism revenue into the economy; increase tourism related employment

and wages in the accommodation, food and beverage industry.

The PAC will also stimulate growth in local products and services including artisan food and wine,

heritage-inspired and hand-crafted souvenirs, Aboriginal art/crafts; and, help diversify the tourism product by

promoting cultural tourism and support the marketing of Kamloops as a year-round destination.

Skills and Employment Impact

The PAC will provide employment for 14 full time Society and technical staff ; stimulate the creation ofan additional 50 full time positions through spin o ff effects; and strengthen local industry skills training

and employment opportunities.

The PAC will enable Kamloops to attract new residents, investment and business enterprise; grow the

tax base; and provide new and broader range of opportunities for civic engagement, volunteerism and

corporate partnerships.

Community Impact

The PAC will revitalize downtown by smart land use redevelopment; contribute to economic development;

sustain a vibrant arts community and stimulate demand for broader product offering.

The PAC will be a source of pride for residents and contribute to the preservation of l ocal traditions,

customs and culture.

The Performing Arts Centre will positively contribute to City branding and raise Kamloops arts exposure and culture

profile, regionally, provincially and nationally. In conclusion, the Performing Arts Centre will play a lead role in

communi ty building and contribute to the quality of communit y life for the citizens of Kamloops and the

Thompson-Nicola Regional Distric t.




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2 Introduction

2.1 Introduction

This report was prepared for the City of Kamloops. This Business Case presents the community and economic

development benefits, and addresses the broader question of what community residents will receive in return from

their investment of tax funds with the development of a New Performing Arts Centre and parkade (PAC). The

benefits range from the individual level, employment and personal enjoyment; to the community level, vibrant arts

scene and revitalized downtown; to the civic level, increased tourism, attraction of new residents, business

investment and revenue. The Business Case documents how these benefits, in combination, contribute to a return

on investment in the form of community building and quality of community life for the citizens of Kamloops and the

Thompson-Nicola Regional District.

For a thorough understanding of the impact of the PAC, the Business Case should be read in conjunction with the

precursor report, the Preliminary Business Case, published in March 2015.

2.2 Terminology

To assist the reader, the following are defined terms used in the Business Case Report:

Term Definition

Cultural Tourism A growing subset of vacationers who are particularly interested in and motivated to seek out and experience

the arts, heritage and special character of a place.

Economic Indicator An economic indicator is a statistic about an economic activity that allows for the analysis of economic

performance or prediction of future performance.

Facility Functional

Program

A planning document that details the required space allocations in the facility, based on functional

requirements.

Indicative Design An Indicative Design is meant to “indicate”, to suggest the potential of what a building could be. Any design

features and building elements shows are not intended as a final design for what the building will be. Another

way of thinking about it is as a “test fit”; a check to make sure the building floor areas and overall gross

building area will fit on a site, can be constructed within budget; and, complies with land use zoning.

Pent-Up Demand Requests for space (type of venue, seating capacity and availability) that cannot be met with available

inventory. The demand is there but cannot be filled by current supply. The arts community is currently

challenged with a lack of suitable facilities. This results in pent-up demand.

Social Capital Networks together with shared norms, values and understandings that facilitate co-operation within or among

groups.Total Economic Impact A framework for calculating the economic impact of the arts. It is the sum total of direct (financial benefits

generated by an event itself e.g. admission ticket) plus indirect (incremental economic activity in the area

due to the facility e.g. overnight stay in hotel) plus induced (city/regional revitalization e.g. wages spent on

groceries, i.e. “ripple effects” of direct benefits) benefits.

Total Return on

Investment

The economic (factors relating to consumers, businesses, market, income, employment and capital) and

social (factors having a continuing influence upon/directly touching people’s lives) benefits of arts and culture.

INTRODUCTION




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3 Background

3.1 Timeline

The need for a multi-purpose theatre for the performing arts has been widely discussed for some years in the City of

Kamloops. In 2002, the City commenced a public engagement process by initiating the development of a Cultural

Strategic Plan. Adopted by Council in 2003, the Cultural Strategic Plan validated this need and put forward as one of

its five key recommendations, that a new Kamloops Arts and Heritage Centre be constructed as part of the “blueprint”

for cultural development for the City over the next decade.

In 2013, the “Raising the Curtain” Open House invited citizens to envision a new Performing Arts Centre (PAC) and

provide input on three priority considerations:

Ameni ties Design Prior it ies Sustainabi li ty

Parking is important Proximity to restaurants, hotels

and other cultural amenities

Accessibility (transit, drop-off site,

load in)

Minimum 1500 seats Acoustical integrity

300 – 500 seat black box

Orchestra pit and significant lobby

space

Strong backstage design considerations

Proximity to amenities Supports a healthy downtown and cultural

precinct

Sustainable design elements

Partnerships (many examples brought forward)

Retail, food and beverage integrated into centre

In September 2014, City Council authorized a feasibility study be undertaken for a new Kamloops Performing Arts

Centre (PAC). MHPM Project Mangers was retained to prepare a Preliminary Bus iness Case including a Master

Facility Functional Program, and in doing so, to actively engage with community arts groups, business and regional

promotors to assess current capacity, utilization, demand, gaps and limitations in existing amenities.

The Preliminary Business Case was completed in March 2015, presented to the public in April 2015 and on April 18,2015, a second Public Open House was held to allow residents to provide feedback on the report and as input for

refinement of the Business Case.

3.2 Preliminary Business Case

Published in March 2015, the Preliminary Business Case analysis included

audience potential; current and projected user demand; gaps/limitations in

existing venues; site options analysis; order of magnitude cost analysis; a high

level review of operating and governance models; and a draft financial pro-

forma for the first five years of operation.

Based on the outcome of stakeholder consultations, the report cited that there

was a strong economic base to support arts and culture programming. Analysis

of the Kamloops catchment area and available theatre seats suggested a

shortfall of 1,056 seats and a lack of availability of booking dates in current

facilities. In response, the Master Facility Functional Program suggested a

97,600 square foot facility with a 1,200 seat Main Theatre, 350 seat Black

Box/Studio Theatre, Rehearsal Hall(s), Lobby, Back of House spaces, Support

Spaces, Administration and Desirable Amenities.

Three locations were assessed using a multi-criteria qualitative analysis a

BACKGROUND 3




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comparison of capital costs, and massing diagrams to determine best fit. The Kamloops Daily News site was

recommended as the preferred site for the new Performing Arts Centre.

In summary, the key findings identified in the report included:

the arts community is currently underserved;

there is a diverse, vibrant, and growing community that can sustain new and complimentary programming in

the near and long term;

the arts and cultural community can support additional capacity of 1,550 seats;

the facility financial pro-forma is viable, with a $900,000 yearly civic allocation;

the facility would benefit from desirable amenity spaces to help animate the facility during the day and create

a valuable and flexible community asset;

the facility should be located in the downtown core, adjacent to retail, hospitality, restaurant, and commercial

spaces; and,

parking demand in the downtown core could be addressed through an underground parkade with a

minimum 200 net new stalls.

3.2.1 Smart Growth

Cities and communities, urban and rural, across Canada are focused on “smart growth”, adopting land use and

development principles that aim to enhance quality of life, preserve the natural environment, mitigate climate change

and save money over time; and are placing priorities on “green building”, mixed use, infill, redevelopment and

densification. A new Performing Arts Centre with a multi-use underground parkade is a “smart growth” strategy.

In addition to the new Performing Arts Centre, the City of Kamloops has long identified the need for additional parking

in the downtown core. Growth in retail business, commercial spaces, and amenities such as the Sandman Centre

(formerly the Interior Savings Centre) and the Royal Inland Hospital have all contributed to the pressures on the

existing on- and off-street parking inventory.

The alignment of two important civic initiatives not only makes economic and land use sense, it provides significantsynergies and improves the return on investment as compared to undertaking both projects in isolation. Specifically,

these benefits include:

Reduced capital costs (1 site instead of 2) for land purchase, site preparation, and servicing.

Multi-functioning asset, parkade serves two distinct services ultimately increasing parking revenues as a

result of day time and night time use.

Higher utilization to drive foot traffic.

Safe, secure and available parking could contribute to increased attendance at PAC events.

3.3 Public Engagement

Starting with the initial steps of providing input into the Cultural Strategic Plan, the City has placed high importance onpublic engagement – asking citizens to explore the meaning and importance of culture and heritage and giving them

the opportunity to help shape the civic amenity agenda. The April 18, 2015 Open House allowed residents to provide

feedback on the report and as input for refinement of the Business Case. Key areas of public interest arising from the

Preliminary Business Case can be categorized as requests for further clarity, greater detail and project certainty

regarding:

site specific design, development potential and related costs;

proposed operating model and related costs; and,

the economic impact and related return on investment of a new Performing Arts Centre.




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4 Project Description

4.1 Vision and Guiding Principles for the new Performing Arts Centre

The City of Kamloops has a long standing commitment to community building and increasing quality of life through

active support of a diverse and growing arts and culture sector. Developed as a facility containing a suite of spaces

that can be used for multiple purposes, it is envisioned that the new Performing Arts Centre will be uniquely

positioned to meet the needs of the full spectrum of the City of Kamloops and Thompson-Nicola Regional District

citizens and a wide range of activities and events. Each of these differing activities will continually broaden the

market for the facility and will demonstrate that the new Performing Arts Centre is a place for everyone. The new

Performing Arts Centre will:

Foster, sustain and enable cultural development in Kamloops and the region;

Accommodate a wide variety of performing (drama, music and dance) and visual arts (gallery art, museumdisplays);

Act as a catalyst for economic spin-off for other local businesses (hospitality, food/ beverage, tourism, etc.);

Form a key component of the downtown revitalization plan;

Be managed and operated for the benefit of the community; and

Have a recognizable identity.

4.2 Working Group

The business case consultant team was assisted by a specially convened Working Group, comprised of stakeholders

within the arts and culture and business community with diverse technical, artistic and production expertise, differing

functional insights and operational viewpoints.

The Working Group’s mandate was to provide input to the physical, functional, operational, and, equipment

requirements for the new Kamloops Performing Arts Centre building Facility Functional Program and Indicative

Design. The Working Group was also charged with ensuring that the Facility Functional Program conformed to the

City mandate that the new PAC be a multi-purpose theatre for the performing arts; that it align with the City’s Cultural

Strategic Plan; that it was respectful of community input provided at two public Open Houses; and, that it responded

to the strongest consensus re design priorities across that spectrum of input sources.

Their feedback on the business drivers, operational projections and economic impact analysis was also central to the

development of the Business Case.

4.3 Functional Program

Based on public and stakeholder consultation, the Master Facility Functional Program identified spaces/activities and

then grouped them related to function/service or physical arrangement to determine net area, component gross area

and total building gross area. The Master Facility Functional Program, as excerpted from the Preliminary Business

Case, is shown in the following table.

PROJECT DESCRIPTION 4




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Component Name Area

(square feet)

Public Entry and Front of House 14,290

Main Stage Theatre 16,260

Studio Theatre 5,875

Rehearsal Halls 3,300

Back of House 9,620

Support Spaces 5,302

Administration 1,716

Desirable Amenities 9,749

Building Systems 8,950

Total Net Area 75,062

Net to Gross, Gross-Up Factor @ 30% 22,519

Total Build ing Gross Area 97,581

As part of this work, it was determined that a two theatre venue - a Main Stage theatre with a seating capacity of

1,200 seats and a Studio theatre with a seating capacity of 350 seats, would provide the Performing Arts Centre with

a total of 1,550 seats. Further, this recommended configuration would support significant flexibility in order to

maximize the number of performance bookings and revenue generating opportunities. Accordingly, it would also

complement the range of existing, well used, purpose built and converted use cultural facilities.

As a next step, in accordance with industry best practices and in order to respond to the public’s query about site

specific design, development potential and related costs, the work of the Business Case included development of a

Facility Functional Program and Indicative Design.

Based on the areas assigned to core building components, the Facility Functional Program further defines the project

parameters and planning criteria. Project parameters include the functional, operational, infrastructure systems and

site contextual criteria that should influence planning and design. General planning criteria are placeholders or

strategies that describe or highlight particular performance ideals of a proposed project. Criteria that will require

further development and review during detail planning and design.

The purpose of the Facility Functional Program is to:

confirm the activities to be included in the proposed Kamloops Performing Arts Centre;

provide the future design team with a description of the activities and spaces required for the new PAC and

of the functional criteria to be addressed during the schematic stages of the actual design process;

provide the City with a summary of key planning parameters for the project, including role and scope of

services and the spaces needed to accommodate them;

provide the City with a reference manual from which to discuss and evaluate design schemes; to discuss

administrative and organizational policies for the new facility; and,

provide the City with a record of decisions and information collected to date during the pre-design

programming process.

The Facility Functional Program, complete with Indicative Design, is found in Appendix A.

4.4 Indicative Design

An Indicative Design is meant to “indicate”, to suggest the potential of what a building could be. The design features

and building elements shown are not intended as a final design for what the building will be. Rather it is one concept

to inspire and stimulate discussion. Another way of thinking about it is as a “test fit”; a check to make sure the




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planned building floor areas and overall gross building area will fit on a site.

Indicative Designs are prepared to establish adjacencies; test the budget; satisfy municipal requirements, including

supporting zoning or related approvals; and often as a communication tool. The objective is to do the minimum

design necessary to meet these goals while representing industry best practices and fully meeting the needs of an

Owner, but, to leave as much opportunity for innovation as possible for the project design team that would be

competitively procured at a future point in time.

In development of the Indicative Design for the PAC, the 97,600 square feet of program area was translated into an

initial design scheme - actual floor plans that test the relationship between building components. Ensuring all the

component pieces fit together necessitated area refinements be made, resulting in an Indicative Design total building

gross area of 101,455 square feet. The difference in area between the Facility Functional Program and the Indicative

Design, 3,865 square feet or approximately 4% over the planned building gross area, is well within acceptable

tolerances at this concept stage of design. It simply confirms that the Facility Functional Program can be

accommodated on the Kamloops Daily News site.

The full Indicative Design, complete with Functional Program, is found in Appendix A. The excerpt below shows the

schematic layout of the ground floor.

4.5 Capital Cost Estimate

The initial Class D (± 25%) capital cost estimate for the construction of the PAC of $90M was developed in March

2015 and is based on the Master Facility Functional Program and the following assumptions:




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A traditional design-bid-build construction methodology was assumed.

An escalation of 3.5% was applied for 30 months to the start of construction (8.8% aggregate).

Parkade and Amenities costs are shown inclusive of all associated soft costs, contingencies and escalation.

These are considered add-ons and are not included in the PAC sub-Total

Master Facility Functional Program of 97,581 square feet gross building area.

The Class D (± 25%) capital cost estimate was then updated based on the Facility Functional Program and Indicative

Design, with site specific considerations for the Kamloops Daily News site. The following assumptions were included

in the Business Case capital cost estimate completed in September 2015:

A traditional design-bid-build construction methodology was assumed.

An escalation of 3.5% was applied for 24 months to the start of construction (7.0% aggregate).

Parkade and Amenities costs are shown inclusive of all associated soft costs, contingencies and escalation.

These are considered add-ons and are not included in the PAC sub-Total.

Indicative Design of 101,455 square feet gross building area.

Exclusions include ground improvements.

A summary of the Indicative Design Class D Cost Estimate is shown below. The Cost Consultant’s full report can be

found in Appendix B. For the reasons noted above the Indicative Design estimate of $90,728,200, is $432,300

greater than the Master Facility Functional Program estimate of $90,295,900. This 0.5% difference is well within the

bounds of a Class D (+/- 25%) estimate.

Component Indicative Design

Construction $47,003,400

Design Fees $6,081,000

Contingencies (Design +Construction) $8, 044,000

PAC Sub-Total $61,128,400

Site Procurement and Preparation $7,500,000

Parkade $18,518,300

PAC and Parkade Sub-Total $ 87,146,700

Meeting Rooms $578,500

Archival Storage $2,124,200

Commercial Retail Space $245,700

Artists’ Studios $633,100

Desirable Amenities Sub-Total $3,581,500

Total $90,728,200

At this concept stage numerous details still need to be developed including the exact building footprint and gross

area, structural components, building systems, finishes, etc. During the actual design process, the design team

would look to maximize efficiencies and explore cost-effective, sustainable building solutions to deliver the project

within the approved budget.

The Indicative Design Class D Cost Estimate validates the Preliminary Business Case Capital Cost estimate. In

short, it confirms that an order of magnitude project budget of $90M for the new Performing Arts Centre is viable.




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5 Business Plan Framework

The foundation for success of the new Performing Arts Centre will be tied to decisions made regarding the Operating

Model and Operating Budget and that the PAC operates in a financially and programmatically sustainable fashion

that upholds and contributes to the project’s vision and guiding principles (section 4.1).

5.1 Operating Model

Several common industry operating models were considered in the Preliminary Business Case. The components

that make up an “operating model” include building ownership, governance and administration, and programming

model, and combinations thereof, which have a range of implications. These impacts include but are not limited to:

day-to-day operations; building life cycle maintenance; programming mix and cultural services; financial risks;

economic spin-offs; access to government grants; and, tax payer support via a civic allocation, amongst others.

After review and analysis of the available options, the currently recommended Operating Model is for city ownership,

society model governance and administration, and, a hybrid “rental/presenting” programming model as further

described in the proceeding sections.

5.1.1 Ownership

For the new PAC, it is recommended that the City retain ownership for the following reasons:

The community asset is controlled by the City.

The City takes control of life cycle maintenance for the fabric of the building and building systems.

Public tax based funds and money raised through tax receipts will not benefit a commercial entity.

5.1.2 Governance and Administration

For the new PAC, an incorporated society managed model was recommended.

In the Society Model, a non-profit society is incorporated with the mandate to operate the facility, programme the

facility and deliver community cultural services on behalf of the City. The Society would be managed by a Board of

Directors and enter into an Operating Agreement with the City that defines the Society’s relationship with the City, the

conditions under which it manages the facility, and its financial and social commitments to the City. The Board of

Directors would include members appointed by the City and community champions with a broad range of artistic and

business expertise.

While the City maintains ultimate financial responsibility, the Society is charged with managing the facility within the

agreed upon civic allocation and reports to the City through regular, independently audited financial statements. Thismodel provides the Society with a level of autonomy that shields the City from artistic and day-to-day operational risk.

Recruitment and retention of technical production and operating staff, not typical municipal jobs, are also the purview

of the Society. It allows the Society to make personnel decisions in the best interest of the facility.

The Society model allows for key performance indicators to be established to encourage active and responsive

programming of the facility, as well as to reward performance by management. A Society can use volunteers and has

access to grants provided by governmental agencies.

BUSINESS PLAN FRAMEWORK 5




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5.1.3 Programming

For the new PAC, a hybrid “rental/presenting” programming model was recommended.

In the “Rental” of Facilities Model, the facility operator licenses the use of facilities at a flat rate or flat rate plus a

percentage of the net or gross ticket sales. The Rental Model provides the least financial risk to the City. Yearly

facility overhead costs are generally known and consistent and can be accounted for by the civic allocation. Rental

rates are set at a cost recovery basis minimum for any marginal costs. The trade-off is that this model does not make

best use of the facility’s revenue potential, nor does it act as a catalyst for growth in the quantity or diversity of

programming.

In the “ Presenting” of Shows Model, the facility operator pays a promoter or artist for a product, markets the show,

assume the risk and the net receipts. The Presenting Model allows for a large range of diverse and proactive

programming. This model increases the facility’s revenue potential, with limited additional risk. The trade-off is

additional operating costs and complexity of business operations.

5.1.4 Preferable Operator Characteristics

With the above framework in mind, the characteristics of a successful operator can begin to be defined. These

benchmarks could include the following:

activate the space as much as possible - in the range of 300 performances per year;

broader access to performance space(s) for multiple performing arts organizations;

greater variety of programing genres and types; programming that meets market/audience demand,

understands and responsive to changing demographics of the market – attendance rates of approximately

50%+;

financial sustainability – diversified income from classes, workshops, rental fees as well as ticket sales;

fundraising and developing a robust donor base;

experience in facility operations and management; and,

value-added services such as providing back office support functions including accounting, ticketing andmarketing.

5.2 Operating Budget

Based on the Functional Program and Indicative Design, the Operating Budget, as included in the Preliminary

Business Case, was reviewed and confirmed by members of the Working Group and consultant team.

The total Operating Budget of the facility is comprised of three components:

Administ rat ion

The Administration Budget includes the fixed operating costs required to “open the doors”, such as basic

overhead costs, salaries for key personnel, etc. On the revenue side, this budget would include net facility

rentals, as rental rates are based on a minimum cost recovery basis. Revenues also include the civic

allocation, which can be considered a management fee in return for delivery of cultural services on behalf of

the City. This budget is low risk, easily forecast and generally consistent year over year.

Building Maintenance

The Building Maintenance Budget includes the cost of maintaining the building. In an Incorporated Society

Managed model, for example, the Society would assume the cost of the maintenance including custodial

activities, garbage/ recycling disposal and the utilities as estimated in the attached budget. The City would

retain control of the physical plant, services contracts (elevators, heating planet and chillers, etc.) and




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maintaining the building envelope to ensure that the community capital investment is protected.

Programme

The Programme Budget includes revenue and expenses associated with the mounting and support of

events and programmes undertaken by the PAC’s administration. These could include classes,

presentation series and other programmed events. This budget holds the majority of the fiscal risk and is

the hardest to control and predict. The PAC’s administration would be responsible for developing a

Programme Budget based on the level of risk deemed acceptable by the City through the operating

agreement or policy. Short-falls in revenue or overages in expenses in the programme budget would be

made up with earned income and fundraising. By tracking this as a separate budget, the City can adjust the

level of risk on a year to year basis to ensure the PAC continues to operate in a fiscally responsible manner.

5.2.1 Financial Pro-Forma

Based on the Functional Program and Indicative Design, feedback arising from the Working Group, the Financial

Pro-Forma, as included in the Preliminary Business Case, was reviewed and validated by the consultant team.

The following is a pro-forma administration and maintenance budget covering the start-up year (prior to opening) andyears One, Three and Five. It is based on the Master Facility Functional Program including all desirable amenities. It

has also assumed an Incorporated Society Managed governance and administration model.

Budget Category Start Up Year 1 Year 3 Year 5

Revenue

Civic Allocation $ 900,000 $ 900,000 $ 900,000 $ 900,000

Rental Income $ 0 $ 348,800 $ 394,400 $ 447,900

Fundraising and Grants $ 0 $ 130,000 $ 138,000 $ 212,000

Earned Income $ 0 $ 318,100 $ 379,009 $ 457,437

Allocation from programming $ 0 $ 50,000 $ 80,000 $ 100,000Total Revenue $ 900,000 $ 1,746,900 $ 1,891,409 $ 2,117,337

Expenses

Total Administration Expense $ 581,600 $ 1,068,700 $ 1,156,800 $ 1,249,040

Total Expenses from Rentals $ 0 $ 210,450 $ 237,225 $ 312,475

Total Maintenance Expense $ 7,500 $ 325,000 $ 352,250 $ 369,900

Total Expens es $ 589,100 $ 1,604,150 $ 1,746,275 $ 1,931,415

Contr ibu tion to Capital Reserve $ 310,900 $ 142,750 $ 145,134 $ 185,922

Cumulativ e Capital Reserve $ 310,900 $ 453,650 $ 741,534 $ 1,072,589

5.2.2 Budget AssumptionsOverall, a conservative approach was taken in developing the pro-forma. Consistent with this report, the revenues

are based on the projected demand, and prudently estimated ticket sales and prices. Conversely, expenses have

been realistically estimated. Additional assumptions include the following:

Growth in rentals will be 15% from Year 1 to Year 3 and 15% from Year 3 to Year 5.

No increase in rental rates for the first 5 years to encourage use.

Ticket sale revenue and facility fees are based on the estimated booking days and a gross box office sale of

50% in Year 1, Year 3 and Year 5.




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Expenses are assumed to increase 10% from Year 1 to Year 3 and 10% from Year 3 to Year 5.

A start-up year has been included to account for key staff positions being filled up to 12 months prior to the

facility’s opening and also covers initial set up costs for the administration office, web site and marketing

campaigns.

For the purposes of the Cumulative Capital Reserve, Contributions to Capital Reserve for Year 2 and Year 4

are assumed to be the same as the previous year.




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6 Impact of the PAC and Its Programs

Coming out of the April 2015 Open House, the economic impact and related return on investment of a new

Performing Arts Centre and parkade project was noted as of great interest to the citizens of Kamloops. A narrow

focus on the economic returns, however, would not reveal the full extent or total return on investment to the

community. Accordingly, a broader view of the economic (factors relating to consumers, businesses, market, income,

employment and capital) and social (factors having a continuing influence upon/directly touching people’s lives)

benefits of arts and culture has been taken for purposes of discussion in the Business Case.

6.1 Methodology and Data

The methodology adopted for input into this Business Case consisted of a number of strategies including: reference

to published literature and research; Working Group workshops; email and telephone enquiries with local businesses

and organizations; postal code analysis; and, consultant opinions. No surveys were undertaken.

With reference to the wealth of literature that exits on the subject of the social and economic impact of the creative

and cultural industries, the intent of the Business Case was to clearly present realistic and defendable metrics. Also

reviewed and considered were indicators from comparable sized cities such as Nanaimo, Prince George and

Chilliwack. The Business Case represents best evidence of the quantitative and qualitative impact of the arts and

culture for the City of Kamloops and the Thompson-Nicola Regional District geographic market area.

6.2 Economic Impact

Economic impact analysis (EIA) estimates the changes in economic activity within a region resulting from some

action. In response to the “action” of the opening of a new Performing Arts Centre, there are several measures of the

changes in regional economic activity that can be estimated and assessed to understand the commercial importance

of this project. These include changes in sales or spending, income and

employment.

For the Business Case, the basis for calculating the economic impact

was the Canadian Heritage Information Network’s "Economic Impact

Model for the Arts and Heritage (EIMAH)". This framework is based on

the BC Input-Output Model developed by BC Stats. Multipliers are

based on BC Stats information and were validated by comparison to

other municipalities in BC and across Canada. The EIMAH measures

three separate effects that together form the Total Economic Impact.

These measures are:

Direct Economic Impact

Direct economic impact results from activities carried out by firms and others with a direct involvement in the

operation and management of the PAC and associated commercial and arts related services. The

distinguishing feature of this type of impact is that it is an immediate, first order consequence of the

construction and operation of the PAC, including items such as salaries, concession sales, facility

maintenance, etc. The majority of direct impacts are generated on site.

IMPACT OF THE PAC AND ITS PROGRAMS 6

INDUCEDINDIRECTDIRECT

On-site Off-s it e Downs trea m

Easier to

Quantify

Harder to

Quantify

TOTAL ECONOMIC IMPACT




Page 15 of 31

Indirect Economic Impact

Indirect economic impact is attributable to non-performing arts industries that are a direct result of the PAC’s

operations, such as increased tourism and more local business sales due to increased downtown foot traffic.

The majority of indirect impacts occur off-site.

Induced Economic Impact

Induced economic impact is the increased sales within the city and region from household spending of the

income earned related to PAC operations. Construction worker, hotel or restaurant employees spending

the income they earn from PAC related operations on housing, utilities, groceries and so on, represent

induced impact.

Multipliers

Multipliers capture the size of secondary effects, as a ratio of total effects to direct effects. They are

developed by analyzing similar industries across a region or a sector and are applied to the Direct Economic

Impact to determine the secondary effect or trickle-down effect of indirect and induced impacts. Recent

studies completed by BC Stats, for a similar sized CMA, specifically for the city of Nanaimo, cite multipliers

in the range of 1.6 to 1.64

The below pictogram illustrates the flow of economic activity within the city and region related to the Performing Arts

Centre.




Page 16 of 31

For the purposes of the Business Case, the EIA specifically analysed four key impacts:

1. The one time economic impact of construction of the facility (section 6.2.1).

2. Ongoing economic impact of PAC operations (section 6.2.2).

3. Ongoing economic impact of new artistic productions (section 6.2.2.).

4. Ongoing economic impact of new tourism based activity (section 6.2.2).

Ongoing economic impacts are calculated in Year 5 of the operations as this is assumed to represent steady state

operations after which growth would match overall population and economic growth in Kamloops.

Impact Factor Data Source

Construction → Capital Cost Estimate

PAC Operations → Financial Pro-Forma

Productions → Interviews with local production companies Interviews with local promoters Input from specialist consultants

Tourism → Interviews with local tourism associations Interviews with local hospitality industry Interviews with City staff

6.2.1 Construction

In developing the PAC, the City of Kamloops is committing to investment $90M in the community. Approximately

$5M of this funding was used to purchase the land. This expenditure is essentially a transfer between two economicagents and does not increase production. The remaining $85M will be used to purchase the products and materials,

labour, and professional services required to design and build the PAC.

This significant investment results in a large economic impact through the course of construction, primarily in the

three years prior to operations commencing.

CONSTRUCTION Direct ImpactIndirect & Induced

Impact Total Impact

GDP Impact ($) $33,710,952 $20,112,393 $53,823,345

Labour Impact ($) $27,719,495 $14,029,599 $41,749,094

Employment (FTE) 49.9 26 75.9

6.2.2 Annual Economic Impact

On a yearly basis, the City of Kamloops forecasts spending $4.6M on operations and debt servicing for the

Performing Arts Centre. In return, $11M in total economic impact will be generated in Year 5. This total economic

impact comes from a number of sources:




Page 17 of 31

PAC Operations

The PAC’s pro-forma forecasts an operating budget of $2.1 M in Year 5 for administrative, operating and

maintenance requirements. Revenue is generated through a $900,000 civic allocation, with the remainder

coming from rental income and other revenues including ticket fees, fundraising, and a conservative

estimate of profit from co-productions.

OPERATIONS Direct ImpactIndirect & Induced

Impact Total Impact

GDP Impact ($) $1,606,687 $303,453 $1,910,140

Labour Impact ($) $1,467,511 $181,347 $1,648,858

Employment (FTE) 14.5 19.5 34.0

New Producti ons

The projected use for the PAC shows a significant increase in the number of performance dates in

Kamloops. This translates to new travelling shows booking dates in Kamloops, but also new locally

produced shows. These new local productions generate economic activity due to salaries and spending onsupplies, equipment, and business services that are funded through ticket sales, grants, and fundraising

activities. These new productions will also lessen the leakage of entertainment spending from the region

(i.e. money that leaves the local economy), as patrons won’t have to travel to other urban centres to seek

the types and quality of shows that the PAC will present. Shows and events such as the National Ballet of

Canada, Diana Krall, Russell Peters, the Tenors, a University speaker series, and, tween and children’s

shows, to suggest only a few.

PRODUCTIONS Direct ImpactIndirect & Induced

Impact Total Impact

GDP Impact ($) $1,832,599 $308,443 $2,141,042

Labour Impact ($) $1,759,500 $175,273 $1,934,773Employment (FTE) 0.4 25.9 26.3

Tourism

As the premiere performance venue between Vancouver and Calgary, the PAC will draw a significant

number of tourists to Kamloops. Analysis of Western Canada Theatre Company and local promoter’s recent

ticket sales reveals that approximately 10% of tickets purchased originate from outside of the TNRD. This

tourism, while show specific, will create significant spin-off for Kamloops from overnight stays and

associated spending. Based on discussions with local tourism associations, hospitality professionals, and

retail businesses, an estimate of the economic impact can be developed.

TOURISM Direct ImpactIndirect & Induced

Impact Total Impact

GDP Impact ($) $1,328,117 $552,451 $1,880,568

Labour Impact ($) $926,840 $369,023 $1,295,864

Employment (FTE) 2.6 0.8 3.4




Page 18 of 31

Total Annual Economic Impact

The Total Annual Economic Impact is then calculated as the sum of the individual impacts from PAC

Operations, New Productions, and Tourism. As a one-time economic impact, construction of the PAC is

excluded from the annual economic impact analysis.

TOTAL ECONOMICIMPACT

Operations Producti on Tourism Total Impact

GDP Impact ($) $1,910,140 $2,141,042 $1,880,568 $5,931,750

Labour Impact ($) $1,648,858 $1,934,773 $1,295,864 $4,879,495

Employment (FTE) 34.0 26.3 3.4 63.7

6.2.3 Total Economic Impact

As a benchmark, the City of Kamloops’ 2003 Cultural Strategic Plan estimated the value of the city’s arts and culture

industry at $11.1 million annually.

For comparison, the impacts on municipalities with similar

characteristics and indicators (size, geography,

demographics, proximity to other city centres, etc.) were

considered. The City of Kelowna (2014 population of

122,000) recently completed a study of the impact of their

creative sector. They found that the arts and culture

community is responsible for 1,763 jobs, $73.2M in GDP,

and a total economic impact of $143.8M. Similarly, the City

of Nanaimo (with a 2011 population of 108,075 for the

Regional District) found the arts and culture community is

responsible for 1,330 jobs, $83M in GDP, and a total

economic impact of $154M.

These comparator economic indicators support the Business Case’s assertion that Kamloops’ arts and culture

community has significant untapped growth potential. The total economic impacts of the PAC, including the one- time

capital construction costs, include:

During the construction of the PAC, a duration estimated to be three (3) years, approximately 76 full time

jobs will be created, contributing to approximately $54M in spending on goods and services and $42M in

labour;

On an annual basis, the PAC will have a net new economic impact of $11M for Kamloops - $5.9M in

spending on goods and services and $4.9M in labour;

The PAC will create 64 viable jobs in Kamloops. These will range from administrative and technical

positions within the PAC to artistic opportunities as part of new productions to retail and hospitality related

jobs;

For the $4.6M budgeted annually for debt servicing and civic allocation, the City will see a 240% return in

economic impact; and,

The City has estimated $300K in revenue from the parkade on an annual basis.

“Although it is difficult to calculate the exact impact

on the economy through spending on the arts, we

know anecdotally that there is a strong, positive

economic correlation between arts and cultural

events and money spent in hotels, restaurants,

travel services and retail businesses.”

- Kamloops Chamber of Commerce




Page 19 of 31

6.2.4 Interpretation

As several assumptions are built into the exercise, EIA’s have limitations. For the Kamloops PAC Business Case:

The EIA was performed “a-prior”, involving the drawing conclusions based on reasoning from facts to

general principles, from effects to causes.

Care was taken to ensure the assumptions were reasonable, conservative, and defensible. Key

assumptions include the booking projections, operating model, and financial pro-forma.

Care was taken to ensure the impact wasn’t overstated due to the substitution effect – when spending is

displaced from one event or sector in the economy to another, such that the money spent to attend a

performance could have been spent on goods or services not related to the creative sector and still make its

way into the local economy.

The catchment areas is larger than Kamloops proper, therefore some leakage of economic activity into the

surrounding region will occur. This is expected to be marginal based on the significant difference in scale

between Kamloops and the other cities and towns in the region.

6.3 Cultural Impact

The new Performing Arts Centre will support and contribute to a wide variety of cultural benefits for Kamloops and the

TNRD. This is supported by numerous studies in published literature in which there is widespread agreement

amongst researchers that community art practices support benefits ranging from benefits to individuals, benefits to

community, to benefits to society as noted below.

Individual Community Society

Entertainment, fun Energy and vitality Volunteering

Stimulation (intellect, emotion, spirit) Quality of life Civic engagement

Experience something new Creative communities Better education outcomes

Exposure to different cultures Understanding between cultures Social cohesion

Social opportunities Pride and belonging Multiculturalism Health and well-being Community safety Reduce crime and violence

The new PAC will also serve as an anchor institution for the community. Similar to the Tournament Capital Centre,

community anchors are focused on community need and well-being, they engage with their community and serve to

help to bond, bridge and link individuals within the community. The new PAC will be a cultural destination and

‘placemaking’ around such community anchors is recognized as an important way to reinvigorate city centers and

downtowns. Community anchors are also said to produce a source of pride for residents (arts participants and non-

participants alike) in their community, enhancing their perception of place and increasing a sense of connection to

their community.

As documented in the Preliminary Business Case, Kamloops already enjoys a rich and varied arts and heritage

scene, embraced and promoted through the City’s Cultural Strategic Plan. Kamloops enjoys a culture of participation

and consumers of arts and cultural programming within the geographic catchment area are 8-10% above the

provincial average. Home to numerous amateur and professional theatre and music festivals; professional and

emerging art galleries; community based children’s dance and music classes; and established and emerging arts and

culture organizations and events held annually, the new PAC will enable the arts community to flourish to the next

level of creativity and audience engagement.

Designed to be multi-purpose and flexible; centrally located and easily arrived at by pedestrian, transit or car traffic;




Page 20 of 31

the cultural impact of the new PAC will be evidenced in numerous ways including but not limited to the following:

Augment the current inventory and continuum of types of performance venues. It is often more expensive to

hold an event in the wrong venue, for example, converting the Sandman Centre hockey arena to a small

bowl theatre is time and labour intensive and ultimately the lack of a sense of intimacy, ambiance and

acoustics for performances, is not conducive to a majority of events;

Alleviate pent-up demand of local established arts groups;

Form a key component of the downtown revitalization plan, be a public meeting place to promote interaction

amongst citizens and increase attention and foot traffic in the downtown core;

Act as a catalyst for economic spin-off for other local businesses (hospitality, food/ beverage, tourism, etc.);

Capitalize on its strategic location at the confluence of four major highways frequently travelled by bus/truck

tours who look to present their shows as breaks in their travel schedule;

Offer a greater choice in booking dates to complement show/artist tour dates and secure touring groups,

including presenting higher end events, who are currently bypassing Kamloops;

Showcase a wider variety of performing (drama, music, film and dance) and visual arts (gallery art, museum

displays) including the National Ballet of Canada and potential performers such as Diana Krall, Russell

Peters, the Tenors, a University speakers series, and, tween and children’s shows, to name only a few;

Spark creativity and innovation, foster, sustain and enable cultural development and artistic growth of thearts community;

Reduce barriers for new and diverse programming to enter the market;

Retain and attract new audiences, and educate today’s youth/tomorrow’s consumers about the excitement

of ‘live performance’;

Provide significant flexibility in types of spaces through to seating arrangements, affording presenters

greater range of performance presentation options in conjunction with current venues offered but rarely

available;

Stimulate patronage to all other arts and heritage organizations;

Contribute to the quality of community life – cultural engagement across the spectrum contributes to the

quality of community life by reflecting and reinforcing social diversity and researchers have demonstrated

that a high concentration of the arts in a city leads to higher civic engagement/volunteerism, more socialcohesion, higher child welfare and lower poverty rates; and,

Raise Kamloops arts exposure and culture profile, regionally, provincially and nationally.

As shown on the following table, more than 70+ organizations stand to benefit, directly and/or indirectly, from this

capital initiative. Despite venue challenges to-date, many of these organizations are not just surviving; they are

thriving, with several celebrating impressive milestone anniversaries!

“From my experience Kamloops is ideally situated to capitalize on ‘bus and

truck’ tours. Normally, these ‘A’ level market shows only stop in cities of

350,000+, however, they look for opportunities to work dates into their

schedule during their travel breaks. The PAC would open up the

opportunity for the people of Kamloops and TNRD to see shows they’d

otherwise have to travel to Vancouver or Calgary to see.”

- Bill Jaswal, Jelly Events / Promoter




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Professional Not-For-Profit ArtsOrganizations

Community Not For-Profit ArtsOrganizations Festivals

Choral Community A Capella Chamber Group Arts and Culture Week

Kamloops Art Gallery Access Gallery Art in the Park

Kamloops Arts Council (47 th year anniversary! ) Akimbo Dance Studios Ltd. Battle of the Bands

Kamloops Firehall Museum Arnica BC Choral Federation Chorfest

Kamloops Museum Artists’ Studio and Gallery Canada Day Folk Fest

Kamloops Heritage Railway BC Living Arts Hot Nite in the City

Kamloops Symphony Society Brandenburg Orchestra Kamloopa Pow Wow

Kamloops Wildlife Park Canstabile Choir Kamloops Canadian and International

Project X ( 10th year anniversary! ) Chamber Musicians of Kamloops Film Festival

Secwepemc Museum Classy Chassis Kamloops Cowboy Festival

Thompson Valley Community Orchestra Courthouse Artists Corporation Kamloops Festival of the

Western Canada Theatre ( 40th year anniversary! ) Dance Gallery Performing Arts ( 38th year anniversary! )

Desert Sounds Kamloops Film Series

Entertainment Management Kamloops Juried Art Show

The German Choir Kamloops Independent Short Shorts Festival

Hampton Gallery Kamloops Rockworks Mother’s Day Dig

Happy Choristers Kamloops Rockworks Annual Father’s Day Dig

Higher Ground Kamloops Wine Festival

Jelly Events Micro Beer Fest

Kamloops Choristers Music in the High Country Festival

Kamloops Film Society Music in the Park

Kamloops Interior Summer North Shore Business Improvement

School of Music Association’s Overlander Days

Kamloops Players Santa Claus Parade

For-Profit Arts Organizations Kamloops Ukulele Orchestra Theatre BC’s Mainstage Festival

Jelly Events North Light Studio Wildlights Display

Live Nation Nuance Dance Studio

Primal Song Studio

SD 73 Children’s Chorus

The Shalni Prowse School *This table is intended to illustratethe wealth and breadth ofprofessional and community notfor-profit arts organizations andcultural festivals in Kamloops, anddoes not reflect 100% of suchentities.

of Highland Dance

Tara School of Irish Dancing

Theatre BC

Thompson Rivers University Chorus

Vivace Chorale

6.4 Tourism Impact

Tourism in BC is a $13.5 billion industry which continues to grow. The City of Kamloops and Thompson-Nicola

Regional District, as part of the overall Thompson Okanagan tourism region, offer a wide range of tourism

experiences to visitors and in 2013, accounted for 12.6% of BC’s tourism business. BC Stats data reveal that US

travelers represent the largest share of total entries to BC, in 2011 accounting for 75% of non-resident travel to the

province.




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From leisure to sports to meeting marketing, Tourism Kamloops marketing and promotional campaigns are achieving

results, seeing Kamloops Visitor Centre welcome 20,000 visitors every year. To support these efforts, the PAC has

tremendous potential to impact tourism. Adding the PAC to the list of “must see” attractions, “must have” experiences

will help to promote Kamloops as a year-round destination, differentiate the City from competitors, increase overnight

stays, length of stay and daily expenditures.

Travelers are changing. Within the leisure segment, cultural tourism is a growing subset of vacationers who are

particularly interested in and motivated to seek out and experience the arts, heritage and special character of a place.

Tourism industry research has long reported that arts tourists stay longer and spend more money than the average

traveler. Looking even closer, the Canadian Tourism Commission, quantified that “performing arts tourism

enthusiasts” make up 6% of all domestic tourists, approximately 1.3 million in 2000 and projected to grow to 2.0

million by 2026. A profile of this tourist is presented in the following table:

Performing Arts Tourism Enthusiast

Characteristics: Top Activit ies Engaged In:

includes more women than men theatre, 87%

tend to be older in age (55-64 years) classical music concerts, 62%

have post-secondary education musical festivals, 54%

spend more time in an area while on vacation theatre festivals 53%

more likely to stay in overnight lodging ballet/other dance performance, 43%

earn more money and spend more money

while on vacation/far more likely to shop

literary festivals, 26%

A recent US national study, Americans for the Arts “ Arts & Economic Prosperity IV”, also took a closer look at arts

and culture travelers. As part of their research, they found that this group of tourists is likely to spend $1,000 or more

during their stay; 32% added time to their trip because of a cultural, artistic, heritage or event; and, of those that did

add time to their trip, 57% extended their trip by one or more nights. Aside for the cost of event admission, and in

addition to overnight lodging, tourists expenditures included meals, snacks and refreshments; gifts and souvenirs;

local ground transportation; clothing and accessories; child care; and other miscellaneous purchases. Similar

extrapolations can be inferred for the Canadian market.

Supported by marketing and cross-promotional strategies, there is

great potential for the PAC to be a magnet for tourists and their

vacation dollars, just as the Tournament Capital Centre is for

sports, which in 2014 hosted 109 sporting events resulting in a

$12.7M boost to the local economy. In fact, the Kamloops

Museum and Archives, reported that during the 2014 Brier’s Cup,

they had 263 visitors, a 32% increase over the199 visitors in the

same period in 2013.

The PAC’s impact on tourism is likely to manifest in numerous ways including but not limited to the following:

Support Kamloops draw of 20,000+ tourists annually and attract new cultural tourists and event specific

visitors;

Inject net new revenue into the economy:

Assuming 6% of the 20,000 visitors per year to Kamloops are performing arts tourism enthusiasts, that

is potentially 1,200 tickets sold, 1,200 additional night’s lodging, 1,200 dinners out, etc.;

“Kamloops has a thriving arts and culture

scene, encompassing live theatre, music and

the visual arts year round. Through exciting

events, [..] visitors to Kamloops can enjoy the

sights and sounds of a city rich in heritage,

culture and arts.”

- Tourism Kamloops




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Together, cultural tourists, performing arts tourism enthusiasts, event specific visitors, day trippers and

weekend excursion tourists are estimated to account for 10% of all ticket sales on an annual basis;

The average visitor stay is 1.36 nights per person which translates to net new related commerce for

local businesses;

Support existing businesses and encourage establishment of new enterprises that would generate additional

tax revenues;

Generate visitor/tourism related employment and wages;

Help diversify the tourism product by promoting cultural tourism and support the marketing of Kamloops as a

year-round destination;

Encourage a destination-wide approach to tourism development including opportunities for cross-market

packaging and promotion with other cultural/heritage, outdoors, sports, conference and trade show, and

wine/culinary tourism products to name a few;

Strengthen partnership opportunities between Aboriginal Tourism ($42M industry in 2012) as well as other

arts, historical and cultural assets unique to the City and region;

Stimulate growth in local products and services including authentic arts and crafts, artisan food and wine,

heritage-inspired and hand-crafted souvenirs, as well as demonstrations, including Aboriginal art/crafts; Contribute to preservation of local traditions, customs and culture;

Differentiate Kamloops with a “unique selling proposition” and diversify market reach; and,

Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally,

provincially and nationally.

6.5 Skills and Employment Impact

The arts are a labour intensive field. As a local industry, approximately 1,400 persons or 1.61% of the population

work in the ‘arts and recreation’ sector in Kamloops. This compares to 1.08% of the labour force in BC and the

Canadian average of 0.77%. With the requisite skills training and education, the arts are a viable career choice for

many who call Kamloops home.

Beyond employment statistics, the relationship of arts and culture to a city’s

‘liveability’ and economic competitiveness is a well-studied topic of research.

The liveability of a city depends on a combination of social, environmental,

economic and cultural attributes that combine to create an enhanced quality

of life and sense of local identity. Liveability attracts new residents as well as

business investment. In today's ever competitive and increasingly global

economy, the ability to attract and retain creative human talent is fundamental

to economic growth and survival. Communities are competing to get the

most talented and brightest workers by selling them on the cultural vibrancy

of their communities - the restaurants, art galleries, music scene,

architecture, and so on. The cities successful in attracting workers are theones that have varied and exciting cultural offerings.

The effect of the arts is even more widespread. For example, many of the skills

deemed necessary to excel in today’s knowledge-based economy, skills such

as problem solving, communication, imagination, creativity and innovation, are

closely linked to the arts and arts education. Governments, businesses and

educators are realizing that art and culture can be used as a tool to more

effectively deliver health care, education and social services. Research has

“[T]he vitality of a robust arts

community helps draw talented

professionals, brings entrepreneurs to

our region, supports existing business

and encourages newcomers to choose

our cities as a place to live and work.”

- Kamloops Chamber of Commerce

“An arts degree has become

tech's hottest ticket”

- Thompson Rivers University




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shown that integration of the arts can lead to improved outcomes in earl y learning, higher educational achievement,

increased teacher and parent engagement, enlivened elderly, enhanced business, and crime reduction to name a few

key impacts.

The PAC’s impact on skills training and employment is likely to manifest in numerous ways including but not limited to

the following:

Provide employment for 14 full time staff, from administration to technical house crew;

Strengthen local industry skills training and employment opportunities such as technical and production staff;

Spark artistic growth in the existing arts and culture community;

Encourage new entrants to the market - new professional, for-profit organizations and festivals, and expand

depth and breadth of arts and cultural programming;

Attract new residents who appreciate all that Kamloops has to offer in terms of lifestyle, climate, community

and culture;

Attract new business enterprises who appreciate all that Kamloops has to offer in terms of business climate,

business services, labour force and community;

Attract the “creative class”, workers with higher degrees of education who, loosely defined, work with their

mind at a high level, drawing on complex bodies of knowledge to problem-solve, innovate and create new

ideas, technologies, and creative content. These professionals comprise the knowledge-based economy

including those working in healthcare, science, education, business, finance, arts, music and entertainment;

Growth in tax base attributable to influx of new residents and business enterprise;

Support K-12 art education through to university and as a viable career option. For example, Thompson

Rivers University Theatre Arts Program has potential to be a ‘Center of Excellence’ affording student’s

academic and co-op actor and/or production work experience;

Develop tomorrow’s audience, ensure exposure to and educate today’s youth/tomorrow’s consumers about

the excitement of ‘live performance’;

Create new and broader range of opportunities for civic engagement, volunteerism and corporate

partnerships; and, Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally,


6.6 Community Impact

A diverse and vibrant arts community can be an economic engine, heighten existing creative activities and spark new,

attract and retain visitors, working professionals, their families, investment and business enterprise. A diverse and

vibrant arts community “builds” community.

Research has found that communities who provide opportunities

for people to come together in creation and celebration of

culture, developed higher social capital and fostered stronger

community bonds as a result of citizens cooperating, sharing,

seeking and finding shared goals, and developing ties on a

cultural level. These connections serve communities well in their

other endeavors – from economic development to civic

participation to healthy living.

The 2013 study, The Value of Presenting, commissioned by the Canadian Arts Presenting Association, reported that

“3 in 4 Canadians reported attending a live professional performing arts event in 2011 at least once, confirming that

[Kamloops Arts Council – Crossing Bridges Program]

“We are proud to fund such a life-changing program &

feature it in our campaign video this year! Thank you!”

- United Way TNC

Retrieved from Twitter Feed http://kamloopsarts.ca/




Page 25 of 31

the performing arts reach across socio-economic differences.”1 The study also found that the most important

correlation to attending live performing arts events was exposure to and/or having other cultural experiences

including visiting galleries, heritage sites, museums and other kinds of performances.

Cultural infrastructure projects are not simply a luxury. Civic buildings such as the PAC serve as anchor institutions

for a community. The PAC will be a cultural destination where people can meet and be exposed to a variety of

neighbors. Other communities have found the benefits of arts and culture and related infrastructure can range from

drawing people together for constructive social interaction in a public space; to increasing civic participation through

shared celebrations; engaging youth; promoting the power and preservation of place; to providing pathways to other

forms of civic participation by ordinary citizens.

The act of ‘placemaking’ around such community anchors is recognized as an important way to reinvigorate city

centers and downtowns. Crowded, pedestrian-friendly, active spaces are safer, more economically productive, and

more conducive to healthy civic communities. What attracts people most, it would seem, is other people.

Constructed on the old Kamloops Daily News site, 393

Seymour Street, the PAC will regenerate a key piece of real

estate in the downtown core and return it to productive use.

Similar redevelopment projects across Canada are considered

“smart growth” strategies and stimulate change well beyond

property lines – neighborhoods are revitalized, fear and crime

rates fall, access to business and services improves, property

values increase and a tax base is restored. In addition to

being the catalyst for similar ripple effects, the PAC will

contribute to smart, sustainable development by being

designed in accordance with “green building” sustainable

design best practice standards and maximizing the use of

existing municipal infrastructure (water, sewer, roadway,

transit, etc.).

The PAC’s impact, or ripple effects, on community will be both tangible and intangible, and are likely to manifest in

numerous ways, including but not limited to the following:

Play a lead role in community building and contribute to the quality of community life;

Produce a source of pride for residents (arts participants and non-participants alike) in their community,

enhancing their perception of place and increasing a sense of connection to their community;

Contribute to economic development, demand for skilled/technical labour and employment opportunities;

Keeps residents of all ages engaged in arts and culture along with their discretionary spending close to

home, while attracting visitors who spend money and help local businesses thrive;

Revitalize downtown by smart land use redevelopment, construction of a new cultural destination that will be

a “meeting place”, increasing number of visits, foot traffic to local merchants, and recreational time spent in

the downtown core;

Sustain a vibrant arts community and stimulate demand for broader product offering ensuring all ages can

have exposure to live arts performances and the PAC is a place for everyone;

1 The Value of Presenting, A S tudy of Performing Arts Presentation in Canada, by Inga Petri, Strategic Moves, Canadian Arts Presenting Association /

Association Canadienne Des Organismes Artistiques, 2013, Page 20.

“The PAC will act as a catalyst - this type of

redevelopment will boost private sector

investment. It will encourage more mixed use

densification in the downtown core leading to the

further growth of services and amenities, adding to

the characteristics that make Kamloops a draw for

young families – sense of community, health and

wellness, family lifestyle, and affordability.”

- Brad Alberts,

Integrated Urban Equities Corp and Kamloops

Central Business Improvement Association




Page 26 of 31

Create new and broader range of opportunities for civic engagement, volunteerism, corporate partnerships;

Support City of Kamloops Sustainability Plan, Official Community Plan and Cultural Strategic Plan; and,

Positively contribute to City branding and raise Kamloops arts exposure and culture profile, regionally,





Page 27 of 31

7 Return on Investment

7.1 Conclusion

The promise of a great show is just the beginning of what the Performing Arts Centre will return to the citizens of

Kamloops for their $90M investment in this important civic infrastructure.

Developed as flexible, multi-purpose facility, the Performing Arts Centre will be uniquely positioned to meet the needs

of the full spectrum of the City of Kamloops and Thompson-Nicola Regional District citizens and a wide range of

performing arts activities and cultural events. Each of these differing activities will continually broaden the market for

the facility and will ensure that the new Performing Arts Centre is a place for everyone.

In addition to injecting $11M of net new revenue annually into the local economy, creating and sustaining viable

employment for 60+ persons, the analysis completed herein, confirms that the PAC has far reaching impact on

community building and quality of life. Further, the Business Case concludes that the PAC will deliver on the vision

and guiding principles as articulated by the citizens of Kamloops. The new Performing Arts Centre will:

Foster, sustain and enable cultural development in Kamloops and the region

More than 70+ organizations stand to benefit, directly and/or indirectly, from this capital initiative. The PAC

will alleviate pent-up demand, reduce barriers for new and diverse programming to enter the market and

spark creativity; retain and attract new audiences; and educate today’s youth/tomorrow’s consumers about

the excitement of ‘live performance’.

Accommodate a w ide var iety of performing (drama, music and dance) and v isual arts (gallery art ,

museum displays)

Designed to be multi-purpose, the 1,200 seat Main Stage Theatre and 350 seat Studio Theatre, 97,600

square foot building, will provide significant flexibility in the types of spaces through to seating arrangements

and afford presenters a greater range of performance presentation options in conjunction with current

venues offered but rarely available and showcase a wider variety of performing (drama, music, film and

dance) and visual arts (gallery art, museum displays).

Act as a catalys t f or economic spin-off fo r o ther local businesses (hospi tal ity, food/beverage,

tourism, etc.)

The PAC will help attract 20,000+ tourists annually; inject net new tourism revenue into the economy;

increase visitor/tourism related employment and wages in the hospitality, food and beverage industry as

well as stimulate growth in local products and services including authentic arts and crafts, artisan food and

wine, heritage-inspired and hand-crafted souvenirs, as well as demonstrations, including Aboriginal

art/crafts; and, help diversify the tourism product by promoting cultural tourism and support the marketing ofKamloops as a year-round destination.

Form a key component of the downtown revitalization plan

By smart land use redevelopment, the PAC will return a prime piece of downtown real estate to productive

use. The new PAC will also serve as an anchor institution for the community, a new cultural destination that

will be a “meeting place”, increasing the number of visits, foot traffic to local merchants, and recreational

time spent in the downtown.

RETURN ON INVESTMENT 7




Page 28 of 31

“The best way to predict your future is to create it”

- Abraham Lincoln

Be managed and operated for the benefit of the community

The recommended Operating Model is for city ownership, society model governance and administration,

and, a hybrid “rental/presenting” programming model, as the business framework foundation for success

and to ensure that the PAC operates in a financially and programmatically sustainable fashion.

Have a recognizable identity

The Indicative Design developed for the Business Case is meant to “indicate”, to suggest the potential of

what the actual building project could be. It is meant as a communication tool, to spark dialogue and to

inspire the community as to what is possible and achievable when people come together in creation and

celebration of culture.

7.2 Case Study - Tournament Capital Centre

In 2001, the City of Kamloops engaged with the local community about the idea of a new athletic amenity – a facilitythat would augment existing infrastructure, but be bigger, more comprehensive and more inclusive. The question to

borrow up to $37.6M was a huge investment, bigger and more ambitious than anything citizens had previously

undertaken. It was a bold vision, a big decision which challenged all to look at the world in a new way, and take a

“build it and they will come” leap of faith.

Today Kamloops is recognized as “Canada’s Tournament CapitalTM

”, a City, regional and provincial hub for

community recreation, sport practice and competitive meets. After a successful referendum, the project was

constructed within the borrowed amount and all planned functional programming promised was delivered. Each year

more than 1.2 million visitors walk through the front doors. The facility continues to grow along with the community it

serves. In addition to sports tourism and athletic achievement, the facility’s focus today is also about wellness;

community cohesion; intergenerational cohesion; health and movement; and a “meeting place”.

Looking to the future of Kamloops with a new Performing Arts Centre, the citizens of Kamloops have another

opportunity to create their own destiny. Long-time resident, volunteer on the Tournament Capital Centre Building

Committee and current member of the City’s Arts Commission, Alexander “Sandy” Watt remembers well the early

days visioning the TCC and today sees the same full potential to be realized for Kamloops with a new Performing

Arts Centre. Alexander’s full testimonial is included in Appendix C.

“… The concept was not a small wish list, but a huge dream that would make the facility all-inclusive so people of any

athletic ability and with an interest in almost any sport would have a place to go.”…..”While sports has played a major role

in the growth of Kamloops, to become complete the city must also grow culturally. We have a strong cultural framework,

but as it was with sports in 2001, we lack a major facility to tie everything together.” ….. “To attract a wide expanse of

performances and performers, a venue of comparable usage to the TCC is required. Like the TCC, the venue I visualize will

incorporate a full range of interests from local school bands to internationally known entertainers in all aspects of the arts.

This performing arts centre would be used for high-end entertainment, but the seats would also be filled by parents and

grandparents watching their children and grandchildren demonstrate all they have learned from the newly acquired

instruction that will come from such a quality endeavor.”

- Alexander “Sandy” Watt,

Long-time Kamloops resident, Volunteer on the Tournament Capital Centre Building Committee

and current Member of the City of Kamloops Arts Commission

Testimonial




Page 29 of 31

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Page 31 of 31

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APPENDIX AFUNCTIONAL PROGRAM REPORT A



CITY OF KAMLOOPS | NEW PERFORMING ARTS CENTR

FUNCTIONAL PROGRAM REPORT

09 SEPTEMBER 2015

Proscenium Architecture + Interiors Inc.MHPM Project Manager Inc.

Schick Shiner & Associates



This report was prepared by Proscenium architecture + interiors Inc. for the account of City of Kamloops The materials in it reect the best judgement ofProscenium architecture + interiors inc. and their consultants in light of the information available a t the time of preparation. Any use which a third party

makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. Proscenium architecture + interiorsinc. accept no responsibility for damages, if any, suffered by any third party as a resu lt of decisions made or actions based on this report.



REPORT PREPARED BY:

1 West 7th AvenueVancouver BC V5Y 1L4 CANADA

T. 604 879 0118www.proscenium.ca

550 - 555 West 12th AvenueVancouver BC V5Z 3X7 CANADA

304 - 546 Leon AvenueKelowna BC V1Y 6J CANADA

PO Box 15, 1608 Jersey RoadShawnigan Lake BC V0R 2W0 CANADA

T. 604 714 0988www.mhpm.com

T. 250 743 0651www.ssatheatre.com



oscenium architecture + interiors inc. with MHPM Project Managers Inc., Schick Shiner and Associates



TABLE OF CONTE

00 - PREFACE/INTRODUCTION

Purpose of Report .................................................................................................................................................Executive Summary ...............................................................................................................................................

01 - SITE ANALYSIS

Site location .......................................................................................................................................................

Transportation ..................................................................................................................................................... Parking ..............................................................................................................................................................

Cultural + Social Amenities ......................................................................................................................................

Site Assessment .................................................................................................................................................... Environmental Assessment ......................................................................................................................................

02 - BUILDING PLANNING Use / Occupancy...................................................................................................................................................

Public / Private Domains.......................................................................................................................................... Building Systems...................................................................................................................................................

Acoustics............................................................................................................................................................

Signage.............................................................................................................................................................. Theatre Equipment................................................................................................................................................

Precedence..........................................................................................................................................................

Sustainability........................................................................................................................................................ Materials & Finishes...............................................................................................................................................

03 - FUNCTIONAL PROGRAM Objectives ..........................................................................................................................................................

Adjacencies ........................................................................................................................................................ Program Descriptions Summary

Performance Program ...................................................................................................................................

Front of House Program ................................................................................................................................. Administration ............................................................................................................................................

Back of House Program ..................................................................................................................................

Amenities Program .......................................................................................................................................

Building Systems ......................................................................................................................................... Program Summary .................................................................................................................................................

04 - INDICATIVE DESIGN

Planning ............................................................................................................................................................

Sections............................................................................................................................................................. Renderings..........................................................................................................................................................

CITY OF KAMLOOPS NEW PERFORMING ARTS CENTRE | FUNCTIONAL PROGRAM



The City of Kamloops enjoys a rich cultural scene that attracts mpatrons from surrounding communities and creates, in effect, w

has been referred to as a cultural hub for the Thompson-NicolaRegional District. Offerings by local arts g roups, along with comm

promoters, have created a need for 1,500 additional seats. A ven

this capacity is currently not available in the market place.

Currently, the existing venues consist of the Sagebrush Theatre w

capacity of 706 seats in the largest purpose built performance vethe city.

The Interior Savings Centre has a signicantly larger seating capaover 5,000, but it is a sports arena that is being used for music e

and does not provide a high level of acoustics.

This report demonstrates what a new performing arts centre cou

like as illustrated by the indicative design. It takes into considerhow to maximize performance booking days through exible des

concepts so that the facility has the best chance of succeeding r

from the outset.

It demonstrates how the Centre can be a major civic building wi

downtown business district and play a part in reinforcing the culhub as a new component bridging the Kamloops Museum and Arc

the Kamloops Art Gallery and Library.

The new facility should help stimulate economic growth by attra

musical and other travelling acts which have historically bypasseKamloops due to a lack of an appropriate venue.

Within the local community, the new facility will provide anothefor booking days during the prime performance season. Currentl

Sagebrush Theatre is booked well in advance resulting in few or

up available dates, which limits the ability for shows to play for

00 - PREFACE/INTRODUCTION

PURPOSE OF STUDY

http://www.hellobc.com/kamloops.aspx




This functional program report is intended to prove the viability of thefunctional programmes on the Daily News Site and how the proposed

Kamloops Performing Arts Centre (PAC) could be realized withindowntown Kamloops. Of all of the possible sites considered as part of

the Preliminary Business Case, the Daily News was selected as the most

appropriate site due to its proximity to other cultural facilities, ease ofloading access, its ability to accommodate the most parking of any of

the sites considered and its site dimensions are the most favourable to

accommodate the necessary adjacencies of the functional program.

With a downtown location, the proposed Kamloops PAC will contribute

to the economic growth of the City of Kamloops and help stimulaterevitalization of adjacent properties as a new major civic building.

The site located at the corner of Seymour Street and 4th Avenue, placesthe new proposed PAC equi-distance between the Kamloops museum &

Archives and the Kamloops Art Gallery / Library which lls a cultural gap

between these 2 entities. The new PAC will contribute to solidifying acultural precinct within the downtown core of the City of Kamloops.

The indicative design suggests that it is possible to create an outdoorentrance fore court which will contribute to the creation of a strong

civic presence. The end of block location provides an opportunity

to activate 3 streets with a dramatic high lobby space and leasablestorefronts in the form of a rtist’s studios and an attractive retail

opportunity.

Underground parking can accommodate approximately 349 stalls and

house the requested archives for the Kamloops Art Gallery.

The new PAC is intended as an addition to the current inventory of

performance venues within the city and does not render any existingvenue obsolete. The new proposed PAC is a double venue facility

consisting of a 1,200 seat Main stage theatre and a 350 seat black box

Studio Theatre.

This facility is conceived to address 2 primary needs: to provide a

larger multi-use venue for the city’s existing performing groups w

attracting named artists / acts not currently coming to Kamloopsto a lack of a larger venue and support local arts groups by addin

to the existing number of available booking dates resulting in moopportunities for local groups to present.

EXECUTIVE SUMMARY

00 - PREFACE/INTRODUCT

ohesive run. The Preliminary Business Case indicates that the new

oposed PAC will supplement the current stock of venues and offer

nother option for local arts groups.

PROGRAM + DESIGN OBJECTIVES

The objective of the proposed Kamloops Performing Arts Centre

is to:• Develop a regional facility to allow the City of

Kamloops to continue to be a cultural destinationin the Thompson-Nicola Regional District.

• Create a viable facility capable of fostering

growth in both local and travelling productions.• Accommodate a variety of performance types

without sacricing acoustic integrity.

• Support the downtown business district witheconomic spin-offs from named attraction events.

• Create possible new markets through new media

technologies.• Become a major civic icon in the downtown

district and strengthen the city’s cultural hub.

These objectives are consistent with the outcome of the various

stakeholder meetings conducted as part of the PreliminaryBusiness Case information gathe ring phase. The new PAC

will help accommodate the demands on the current venues

along with attracting new acts currently not being presentedin Kamloops. The new facility will help ease the demand on

existing venues, allowing local arts groups access to venue in a

multi-use facility that incorporates a variety of seating counts,

enhanced acoustic performance, rehearsal spaces, and lobbiesfor dates not previously available in Kamloops.

FUNCTIONAL PROGRAM AREA SUMMARY

The Functional Program indicates a possible Gross area of 97,580

Indicative Design represents a total building gross area of 101,45

The difference in area is 3,865 sf or roughly 4% overage of the

anticipated gross area. This is within acceptable tolerance at theindicative design level demonstrating that the functional program

be accommodated on the Daily News site.

Component Name

Public En try and Front of House 14,290

Rehearsal Halls 3,300

Administration 1,716

Total Net Area 75,062

Main Stage Theatre 16,260

Back of House 9,620

Desirable Amenities 9,749

Net to Gross, Gross-Up Factor @ 30% 22,519

Studio Theatre 5,875

Support Spaces 5,302

Building Systems 8,950

Total Building Gross Area 97,581

Area(square feet)




owntown Kamloops is the cultural hub of the Thompson-Nicolaegional District. More than 4,140 people live in the downtown core,

th more than 10,000 people commuting into the area every day forork, shopping, entertainment and other personal needs. (State of

owntown Kamloops Report, 2015) The new Performing Arts Centre will

e situated at the corner of Seymour Street, a major throughway acrosse downtown core, 4th Avenue and St Paul Street. The site is currently

ccupied by the old Daily News Building.

SITE LOCATION

01 - SITE ANALYSIS

N

KAMLOOPS, BDAILY NEWS SITE

T H O M P S O N

N

R I V E R

DOWNTOWN AREA

5




Ease of access is an important consideration for cultural and visifocused facilities. The road system abutting the site consists of t

major roads, Seymour Street along the north (a one-way street fWest to East), 4th Avenue along the east and St. Paul Street alon

south.

The PAC site is located on an existing transit route with a stop al

4th Avenue, and close to the Lansdowne Transit Exchange junctio

The site is within close proximity to several bus routes that loopdowntown core and extend to the neighbouring areas in the nort

south. Kamloops transit has an annual ridership of 3,500,000. (St

Downtown Kamloops Report, 2015)

Downtown Kamloops has a high walkability score (80-93/100) anddowntown core has multiple bike parking stations. (State of Dow

Kamloops Report, 2015)

Seymour and Lansdowne Street are designated truck routes thro

downtown core, which connect back onto the highway network.

TRANSPORTATION

01 - SITE ANALY

to HWY 1 and HWY 5

DAILYNEWSSITE

LANSDOWNE ST.

NB Bus Stops Designated Truck Route

Major Street

Major Street

LansdowneExchange

6 A V E

5 A V E

4 A V E

3 A V E

B B

Major Street

VICTORIA ST.

SEYMOUR ST.

ST PAUL ST.

BATTLE ST.

B

B

B

B

B

B

BBB




here are a total of 2,925 parking stalls downtown, which includesetered street parking and private and city parking lots. (State of

owntown Kamloops Report, 2015) The city has purchased additionalnd to add 200-400 parking stalls in the downtown area. All the streets

the immediate vicinity of the site have access to street parking. The

reet parking meters accept payment by credit cards and by phonend offer a parking limit of 3 hours. There are two Imperial Parking Lots

the same block as the site, as well as multiple parking lots located

ithin an easy walking distance of the site.

PARKING

01 - SITE ANALYSIS

LANSDOWNE ST.

VICTORIA ST.

SEYMOUR ST.

DAILYNEWSSITE

City of Kamloops Public Lot Imperial Parking Lot

Street Parking

ST PAUL ST.

BATTLE ST.

6 A V E

5 A V E

4 A V E

3 A V E

NN




The new Performing Arts Centre, situated between the KamloopsGallery & Library and the Kamloops Museum & Archives, will rein

the presence of the cultural precinct in downtown Kamloops. This also within walking distance of various social amenities includi

restaurants, cafes, bars and clubs.

Downtown Kamloops hosts 25 large social and community events

throughout the yea r. From April to October, a Saturday morning

Farmer’s Market is set up at the 200 block of St. Paul Street. Froto October, a Wednesday afternoon Farmer’s Market is set up at

400 block of Victoria Street. Both Farmer’s Markets are within w

distance of the Performing Arts site. The Interior Savings Centre,than a 10 minute walk from the Performing arts site, hosts the lo

hockey team, concerts and conventions.

SOCIAL + CULTURAL AMENITIES

01 - SITE ANALY

VICTORIA ST.

6 A V E

5 A V E

4 A V E

3 A V E

KARLA PEARCE

ART GALL ERY

DAILYNEWSSITE

Museum/Gallery/Library

Hotels

Restaurant/Cafe/Bar

D O W N T O W N S H O P P I N G A

R E A

( A S O U T L I N E D B Y K C B I A )

Entertainment Farmer’s Market

LANSDOWNE ST.

SEYMOUR ST.

ST PAUL ST.

BATTLE ST.

KAMLOOPS MUSEUM

& ARCHIVES

HAMPTON GALLERY

KAMLOOPS ART

GALLERY & LIBRARY

N




he site is located in a prominent location in downtown Kamloopsetween Seymour Street and St. Paul Street at 4th Avenue and is the

rmer site of the Kamloops Daily News. The north-east corner of thete is the main focus towards the downtown core and Victoria Street.

he site slopes signicantly from the south-east to the north-west

sulting in an elevation difference of approximately 3.5 metres (11et). Fronting onto three streets allows for multiple possible points of

ntry into the site for parking, loading, and pedestrian access. A mid-

ock lane provides an opportunity for another point of access to thete. The site area of 5,939 m2 (63,928 ft2) is large enough to support

e building programme on multiple levels.

SITE ASSESSMENT

01 - SITE ANALYSIS

4 t h A V E N UE

ST PAUL STREET

3 r d A V E N UE

Low Point

+/-76.06m

SEYMOUR STREET FRONTAGE

High Point

SITE AREA:

5,939 m2/63,928 ft2

3 6 6 m

365m

3 6 3 m

+ / -7 8 . 0 8 m

ACCESS TO

DOWNTOWN

N

364m

PARKING ACCESS

LOADING ACCESS

MAIN PEDESTRIAN ACCESS FROM

DOWNTOWN

LANE ACCESS




The site is located on the south end of the downtown core and hpotential views Mt. Peter and Mt. Paul over downtown towards t

north-east. The winds come predominantly from the west in the and from the east in the winter. Signicant solar glare and heat g

come from the south and west during the summer months and w

to be mitigated using solar shading and/or other means to reduceffect.

Given that the Daily News site is a browneld site, it is recommethat environmental soil testing be carried out to determine if an

remediation is required.

In addition, it is recommended that a complete geotechnical rep

conducted to assess sub-surface site conditions.

ENVIRONMENTAL ASSESSMENT

01 - SITE ANALY

ST PAUL STREET

3 r d A V E N UE

EASTERLYWINDS

WESTERLYWINDS

(in the winter)

(in the summer)

M O U N T A I N

V I E W S

S U M M E R

W I N T E R

SEYMOUR STREET FRONTAGEam

SITE AREA:

5,939 m2/63,928 ft2

4 t h A V E N UE

N




The Kamloops Performing Arts Centre is to be constructed under theBritish Columbia Building Code 2012

Performing Arts facilities are generally separated into two distinct

domains, the public and private. The public areas are audiencechambers, lobby, public washrooms and other areas that the general

public would be permitted to be in. These area s are more commonly

referred to as “Front of House”.

The Private areas such as the stage, dressing rooms, green rooms,

loading and receiving, or essentially all other areas of the facility that

would not be considered “Front of House”. These areas are com

referred to as “Back of House”. “Back of House” areas are prima

used by performers, technical and administration staff.

These domains are not necessarily for the exclusive use of the usidentied above, but rather intended as an identier to demarca

line where the public and private functions are separated. There

number of practical reasons for this:• Public Safety

• Identify the controlled access points

• Clarity of the public domain• Visual separation of the technical spaces from the public

As stated in the beginning of this section, the mechanical and ele

design will be the responsibility of a qualied consultant to be se

as part of a RFP for design services. This section is intended to idconsiderations to the approach to building s ystems to provide th

possible performance.

Electrical Performing Arts Centres are high electrical consumption facilitieunderstanding of how the performance systems will be used is ne

in order to not overestimate or underestimate the power require

which may result in higher than necessary infrastructure and systcosts, and to design an efcient electrical system. One example

be the total number and capacity of the theatrical dimmers. The

number of dimmers is the main determinant for the exibility anexpediency of performance lighting set-up. There is no performa

situation where all dimmers are operating at 100% capacity for agiven time. Therefore, a reasonable design capacity would be 50

of the total load. It is recommended that a stakeholder workshop

conducted early on, during the pre-design phase in order to estathe power requirements for the facility.

his section is intended to identify and outline the principles for the

pproach to the building systems planning. The actual design of the

arious building systems will be conducted by the successful designam selected from the Request for Consulting Services Proposal phase

metime in early 2016 should the referendum for a new Performingrts Centre be successful.

he consulting team will consist of, but not necessarily limited to thellowing:

• Architect (Prime Consultant)

• Structural Consultant• Mechanical Consultant

• Electrical Consultant

• Civil Engineer• Geotechnical Engineer

• Signage• Door Hardware

pecialty Consultant:• Acoustician

• Performance Equipment Consultant

• Theatre Consultant• Transportation Consultant (if necessary)

dded Value Consultant:• Sustainability Consultant

• Specialty Equipment Commissioning Agent• Elevator Consultant

• Security Consultant

USE / OCCUPANCY

PUBLIC / PRIVATE DOMAINS

02 - BUILDING PLANNING

BUILDING SYSTEMS

Use: Facility intended for the presentation of performing arts

and supplementary support spaces

Major Occupancy: Assembly - Group A, Division 1

Venue Seating:

Main Stage seating to be xed. Seating capacity will be1,200 seats

Studio Theatre seating will have 2 systems: System 1: Retractable seating system for 350 xed seats

System 2: Demountable / recongurable risers system forup to 250 loose seats

Ancillary Occupancies: Ofce – Group D Retail – Group E




The following describes the various theatre systems which will brequired to support the activities of the main stage and studio th

These systems are described in the context of current technologHowever it is expected that by the time the actual theatre syste

are being designed there will be completely new or a signicant

advancement of current technologies.

MAIN STAGE THEATRE SYSTEMS

LIGHTING SYSTEMS

Stage Lighting System: The Stage Lighting System will be a compLED system using the latest in LED stage lighting xtures. Theref

there will be no dimmers and the stage lighting xtures will becontrolled through a digital network.

The stage lighting xture inventory will consist of ellipsoidal spofresnels, cyc lighting, follow spots and moving lights.

House Lighting System: The House Lighting System will be an LEsystem integrated into the stage lighting system. The house light

be controlled from various locations in the theatre by different d

such as the stage lighting console, a master station located in thcontrol room, push button control stations backstage and key op

switches shall be located at specic audience entrances.

The house lighting system will require an emergency transfer sw

which switches pre-assigned house lighting circuits from mains pemergency power.

Stage Lighting Wireless Remote Control System: This system allolimited access to the stage lighting control system to call up stag

lighting circuits and xtures for focusing or the running of select

lighting pre-sets. The use of this system restricts access to the

02 - BUILDING PLANN

distribution backbone is recommended to help future-proof the

cility. Many performance and electronic systems/products have an

volutionary cycle of less than a year. This makes it difcult to specifyquipment early on in the project. With the provision of a backbone

stribution network, these decisions can be left to a later date and cane addressed as part of any potential future retrots.

echanicals there are acoustically sensitive rooms in the facility, it is

commended that the Main Stage Theatre, Studio Theatre, and the

rt Gallery Archive each have their own dedicated HVAC unit to ensurenvironmental control and acoustics can be adjusted without affecting

r being affected by systems from other areas of the facility. Non-

nsitive areas can be serviced via zone control. The number of unitsill be determined by the number of zones and the capacity of the

VAC units.

upply and return air distribution will be greatly affected by the

coustic measures to control noise and vibration migration. Theseeasures must be developed in consultation with the acoustician.

afety / Accessibility / Securityefer to Appendix E - CPTED Principles from the City of Kamloops

ebsite for considering human safety in and around the building.

niversal accessibility is to be designed to Section 3.7 of the Britisholumbia Building Code 2012 or better.

ccess control should be considered at such time when the operator of

e facility has been selected in order to ensure that the security design

eets theirs needs.

or the Kamloops PAC, there will be 2 levels of acoustic considerations:

om acoustics to augment the various types of performances; and noise

nd vibration control.

ACOUSTICS

Room acoustics - The venues should have the ability to adjust or “tune”

the room acoustics to allow performances to achieve the best sound

quality as possible. Material selection, texture and patterning of wallsand acoustic shells are some of the features that can be manipulated

to suit the various types of performances. The approach for the roomacoustics should be done in consultation with the acoustician.

Noise and Vibration Control – Various pieces of equipment, plumbingxtures and the acoustic energy generated by performances must be

controlled so as not to affect other sensitive areas of the facility. Due to

its proximity to the railway and mojor streets, vibration issues will needto be investigated to ensure that they will not have an impact on the

venue. Mitigation of these issues should be done through consultation

with the mechanical and electrical engineers and the acoustician.

It should be noted that the CN railyard is located in close proximityto the downtown core. As a result, it is recommnended that the

acoustician review the railyard to see if any mitigation is required.

Way nding and event information are vitally important to the operationof the facility. Way nding need only be static signage while event

information will change on a regular basis.

A signage program should take into account the size of promotional

material. As the PAC will present both local and road shows, the formatand size of the material will need to be considered.

The design of way nding and room signage should be compatible withthe architectural language for a cohesive and holistic design approach.

A donor recognition program should be considered as part of a fund

raising strategy. Donor recognition should be prominent and highlyvisible within the lobby. Consideration should be given to video media

walls/large monitors to help an imate the street and/or lobby.

SIGNAGE

THEATRE EQUIPMENT




om, the control console and to make stage lighting xture focusing

ore efcient.

hernet Control Circuits: The stage and house lighting system shall be

ontrolled via a 10/100BT Ethernet control system.

age Rehearsal Lighting System: This system provides ood lighting

om the theatre lighting catwalks at the same angle, colourmperature and quality as stage lighting. Therefore this system will

duce the use of the stage lighting xtures as work lights or general

hearsal lighting.

OUND AND COMMUNICATIONS SYSTEMS

ound System Isolated Ground: A special isolated “technical” ground

ower supply will be required for the audio systems. The isolatedound will not be connected to any of the building structure including

eel frame structural members, conduit, water pipes or any other

ounding source.

roduction Sound System: This system provides the means to create

ound scapes”, re-enforce sound originating on stage and to make highuality sound recordings. The system will consist of a digital mixing

onsole and related signal processing and loose equipment including,

ireless microphones and speakers. The sound mixing console becated in the audience chamber which enables the audio operator to

xperience the sound mix in the same space as the audience.

he microphone, speakers and other inter-connection of equipment will

e done by a computer network such as CobraNet, AudioNet or otheretworking system.

rogramme Sound System: This system takes the sound from the stagea microphones mounted on the rst front of house catwalk and

utes it to backstage locations, such as the dressing rooms, allowing

dividuals in these spaces to hear what is happening on stage. In

STAGE DRAPERIES

The stage drapery package will consist of a main drape (colouredblack travelers on tracks, black masking legs and borders. In add

there will be a white scrim, black scrim and cloth cyclorama.

STUDIO THEATRE SYSTEMS

The theatre systems for the studio theatre will be the identical t

main stage systems but reduced in scope. This is with the except

the stage rigging system which will be replaced in the studio theby a wire grid and related support system. Systems for both thea

will be “stand alone” except for the programme sound, lobby so

production sound system and video system which will be integraLoose equipment can be shared by the spaces.

addition it allows paging from various locations to those areas.

Lobby Sound System: This system is similar to the programme soundsystem and feeds sound into the theatre lobby from several potential

sources including pre-recorded music and effects from the mixingconsole, a show feed from the program sound system and pages from

various locations. In addition there will be a lobby call (chime) system

warning the audience the show is about to begin.

Headset Communications System: This system of headsets is used

by the theatre running crew to communicate with each other duringperformances and rehearsals. The system will be four channel system

and there will be a wireless component for the systems.

Assisted Hearing System: This is a system which takes the sound from

the stage and processes it through infrared emitters. The audio signalis modulated on the infrared transmissions and the hearing impaired

members of the audience, through the use of a receiver and headset,

can listen to the performance.

VIDEO SYSTEM

The Video System distributes a video/data signal to monitors in the

public areas to allow the audience to view activities on stage. It

distributes a video/data signal to monitors in the backstage areas toallow the stage personnel and actors to view activities on stage. It

facilitates archival recording of stage performances and provides video/data projection onto a screen positioned at the proscenium line.

STAGE RIGGING SYSTEMS

The stage rigging system will consist of approximately 48 motorized

1500 lb line sets on 8” to 10” centres from the re curtain to the rearof the stage. The linesets and other stage equipment will be controlled

by an onstage computer system. The linesets will be used to hang stage

lighting xtures, stage draperies and stage scenery.




02 - BUILDING PLANN

These images were used as concept sources to inspire and helprationalize the indicative design intent.

A perforated skin serves a dual purpose. During the day it provide

texture to the architectural skin and sun screening for the interi

the building. At night it allows interior lighting to bleed trough aanimate the building without excessive brightness.

The working group has expressed a strong desire that the street façade be quite transparent and have daytime activity to help a

the street.

PRECEDENCE

(from top) 3-Storey

open Lobby,Mainstage Seating

Conguration,

Rehearsal Hallwith Windows,

Perforated Screen,

Studio Theatre

from top)

Marc AntonDahmen with

Studio DMTW,

Pugh + Scarpawith Rethink

Development

and Consulting,Studio Gang

Architects




he Kamloops PAC will be a sustainable building consistent with the CityKamloops - Sustainable Kamloops Plan Foundations for Sustainability.

he plan can be found on the City of Kamloops website:

tp://www.kamloops.ca/communityplanning/pdfs/11-

ustainableKamloopsPlan-Foundations-12-11.pdf

SUSTAINABILITY

02 - BUILDING PLANNING

Kamloops’ Vision of Sustai nabili ty

In 2050, Kamloops, Canada’s Tournament Capital, is aninnovative, vibrant and diverse community. Social, economic,

and environmental challenges are welcomed as opportunities to

further enhance its beautifully unique landscape. It is known forits bold ecological and healthy living initiatives that shape one of

the most inviting and liveable cities in Canada. Kamloops offers

a wide variety of housing choices that provides affordable andattractive neighbourhoods. It continues to minimize its corporate

and community footprint and leads by example when making

sustainable choices for future generations.

Kamloops is a place where blue skies, clean air, and fresh watercomplement the strong sense of belonging, where residents

feel safe and secure, where community input is valued and

encouraged, and where all citizens have abundant opportunitiesto live, learn, work, and play.

Key sustainability topics are:

• Transportation• Climate Change - Green House Gas Emissions and Adaptation

• Energy• Land

• Natural Environment

• Air• Water Use Efciency

• Drinking Water Quality

• Storm Water• Wastewater

• Solid Waste

• Recreation• Food Security

• Arts, Culture and Heritage• Community Safety

• Economic Development Health and Wellness

• Education

It is important to note that each of these key components is described

in greater detail in a document entitled “Sustainable Kamloops Plan– Summary of Information Packages”. This document forms a vital

component of the Sustainable Kamloops Plan process and should be

referred to when reviewing any of the key sustainable components.

As the City of Kamloops has developed its own sustainable goals, there

is no mandate at this time to register the project under the LEEDprogram.

https://en.wikipedia.org/wiki/K




The working group has indicated that the new PAC should be respof the heritage and traditions of Kamloops but it need not neces

follow a literal translation of contextual materials of either the bor natural environment. It encourages the design team to consid

materials, nishes and building systems that will express the fac

as a forward looking building embracing contemporary attitudes technologies that will support the programs and performances to

offered while maintaining a compatible harmony with tradition.

Some of the more signicant buildings in Kamloops are:

• Kamloops Art Gallery / Library

• Kamloops Court House• CN Train Station

• The Plaza Hotel• Thompson Rivers University Law School

• Barber Centre

• Brown House of Learning

The CN railway also plays a signicant role in the history and

development of Kamloops.

The above-mentioned examples are provided as context informa

only. They are not the only contextual examples, but they do conlevel of pride and stature consistent with the expectations for th

PAC.

When selecting the exterior nished materials for the new PAC,

design tream should be respectful of the palette of materials whhave help established the architectural character of the Kamloop

Region, but it is not suggested that these materials must to be u

used in the conventional sense.

While the exterior palette should be compatible with the Kamloo

Region, it it is also encouraged that the design team also be forwlooking and help set a direction for future buildings in Kamloops

MATERIALS & FINISHES

02 - BUILDING PLANN

(from top left)Thompson Rivers

University Law School,

Kamloops Art Gallery /Library, Kamloops Court

House, CN Train Station,The Plaza Hotel, CN

Railroad, Brown Family

House of Learning TRU,The Barber Centre TRU




he objective of the functional program is to capture all of theecessary and desired elements for the new proposed PAC and describe

ese elements at a high level in order to provide critical informationat would need to be considered as part of the design phase.

he preliminary program as generated from the rst phase of the studybased on 2 days of interviews with local Kamloops community arts

oups, businesses, regional promoters and educators. The initial notes

ere then translated into a preliminary program and discussed withe various stakeholders at a subsequent workshop to conrm that the

ovisions for a new Performing Arts Centre (PAC) where captured,

nderstood and accepted by all.

ong with what would be considered essential facility programements, a number of desirable amenity program spaces were raised

uring the interviews and workshops. They have been included in the

eliminary program for the City of Kamloops’s consideration. The Cityquested that these program elements be included in the indicative

esign so that it can evaluate the comprehensive program.

this study does not include a comprehensive consulting team, some

ecialty criteria such as room acoustics / noise and vibration control

recommended to be addressed as a part of the design phase wherecomprehensive consulting team should be retained including an

coustician.

03 - FUNCTIONAL PROGRAM

OBJECTIVES

MAINSTAGE

THEATRE

DRESSING ROOMS

LOADING/RECEIVING

GREEN

ROOMS

STORAGE

CROSSOVER

CROSSOVER

FOH/BOHCONN.

SERVERYFOH/BOH

CONNECTION

COMM.

RETAIL

ARTIST

STUDIOS

RENTABLE ADMIN

REHEARSAL

HALLS

STUDIO

THEATRE

BUILDING

SYSTEMS

ARCHIVE

STORAGE +

LOADING

STREET

LANE

ADMIN. AREA

PARKADE

LOBBY /

FRONT OF

HOUSE




The Kamloops Performing Arts Centre incorporates many functiorequirements that must meet the needs of a multi-purpose perfo

venue. In addition to the performance related program elementbuilding must accommodate a rentable ofce area, art gallery ar

storage, artists’ studios, and a commercial retail unit.

The focal point of the program adjacencies are the performance

which must directly relate to the lobby and front-of-house space

well as the back-of house spaces. The back-of-house spaces (shin dark blue) include dressing and green rooms, loading and rece

areas, and storage areas. The front-of-house spaces will be the

points of contact for the patrons and general public. These areawill include the box ofce, lobby, washrooms, bar/concession ar

Due to the nature and importance of the building systems (electmechanical, etc.), they will relate directly to the entire building

Using the adjacency diagram as a starting point, massing diagrameach level were developed in workshop #1 to determine how the

could be arranged in relationship to each other with the connes

site.

ADJACENCY

03 - FUNCTIONAL PROG

Function Program Summary from Working

Group Workshop #1, on June 15, 2015




There are 2 possible arrangements for the presentation of music:

1) A full orchestra can play on stage by opening a set of sliding doors

2) The orchestra pit oor can be raised to 2 ft. above the audiencechamber oor to create a gala-lift situation allowing a full orchestra to

play on the stage and the raised pit oor

These arrangements where considered due to the varying audience

sizes that the Kamloops Symphony routinely plays to throughout their

performing season.

Note: A trap room of approximately 400 sf below a portion of the stageleading to the Orchestrra pit is required.

ain Stage Theatrehe Main Stage Theatre is to be a multi-purpose venue capable ofaying live performances in theatre, music and dance. It is intended

r the use of both local and road show groups in order to maximize

ooking days from opening day. In order to accommodate the variouspes of performances, a y tower and an orchestra pit complete with

motorized oor has been requested. The theatre is proposed to be a

200 seat venue and should be conceived of in a way that would allowto be played in various seating arrangements to capture the desired

xperience of an evening at the theatre.

n evening at the theater should be intimate but not conning so

at patrons can experience the full effect of the performance. Roomcoustics will be a key factor in the success of the venue. Consideration

ust be given to how the room can be tuned in order to accommodate

e various types of performances likely to play there. Also contributingthe experience of an evening at the theatre is the level of the t

nd nish of the audience chamber. Material and colour selection

ouldn’t detrimentally affect the performance. Darker colours and lowectance surfaces are desirable. Overall, it should be reective of the

ontemporary cultural attitude of the City Kamloops and be considered

pproachable to a broad age group so that younger patrons will also feelomfortable in the facility.

eats should be comfortable and upholstered with some variation in

dths to accommodate a variety of body types. Arm rests and wider

sle depths were requested and would improve comfort during longererformances. Donor sponsorship for seating is highly likely with a

eference to engraving as the preferred means of recognition.

he stage should have a movement oor with a working oor surface

hich can be easily replaced.

PROGRAM DESCRIPTION SUMMARY - PERFORMANCE


Height:

Critical Adjacencies:

Description:

Equipment:

Acoustic Rating:

Height:


Description:

Equipment:

Acoustic Rating:

Height:


Description:

Equipment:

Acoustic Rating:

StageAudience Chamber

Tech Booth

80’ (y tower)40’ (underside of rigging)

Audience Chamber, Orchestra Pit, TrapRoom, Crossover, FOH/BOH ConnectionReceiving Storage

Playing Surface and Stage WingsProscenium Opening: 48’ wide x 35’ hig

Fully equipped performance audio, ligh

and rigging, drapery, movement oor, sLED screen in wing space

NC-15 min.

50’ (underside of structural trusses)42’ (underside of catwalk)

Stage, Orchestra Pit/Stage Extension, Soundand Light Locks, Tech Booth, Lobby

Audience seating area for 1200 seats, walland ceiling surfaces for room acoustics

House lights, program sound, catwalks,performance lighting and audio, acoustic

wall and ceiling treatment, theatre seating1000 xed, 200 removable

NC-15 min.

10’

Catwalks, Follow Spot Booths

Lighting, sound and stage managementcontrol room

Lighting and audio control boards,equipment racks, sliding glass doors orwindows, raised oor.

NC-20 min.





THEATRE/DANCE - Stage/Full ExtensionMUSIC - Full Orchestra Gala-Lift ScenarioMUSIC - Full Orchestra on Stage

TECH BOOTH

STAGE

TECH BOOTH

STAGE

+2

+4

TECH BOOTH

STAGE

FULL STAGE EXTENSION




udio Theatrehe Studio Theatre is conceived of as a exible black box venue withat oor and a seating capacity of up to 350 seats. To achieve this, a

tractable seating system has been requested and will be stored within

e Studio Theatre. Other possible performance congurations, such asn Alley, Thrust and In the Round, suggest that other seating capacities

ould range between 150 -250 depending on the performance. Seating

r these arrangements would be a separate modular system andould be capable of being handled by a single technician if need be. A

ongurable stage platform 915mm off the oor has been requested and

ould be of the same modular system for maintenance and warrantyurposes.

he working group expressed that the exible functionality of the

udio Theatre is the most important aspect of the room. Given that the

ain Stage Theatre will be the premium space, the studio theatre cane more utilitarian in its design but should still be developed to a level

at would make the theatre a comfortable and inviting place to view a

erformance.

addition, the Studio Theatre is requested to have a raised stage 3 ft.

bove the theatre oor and have recongurable tiered seating for up275 seats. Both the raised stage and recongurable seating should

e a modular system, common among the industry for ease of usend maintenance and able to be manipulated by a single person. The

odular system is to be stored in the Storage area within the Studio

heatre.

the Studio Theatre will also be a multi-purpose space, it was

xpressed that the grid should be at least 25’ off of the stage ooromplete with a tension grid to facilitate the setup of lighting

struments.

PERFORMANCE cont’

This theatre will also be used for screening lm and should be equipped

with a separate audio and projection system specic to the viewing oflms from the live performance systems. As lm projectors are large

pieces of equipment, it is recommend that the clear height if the

Technical Booth be 3050mm min.

The stage should have a movement oor with a working oor surface

which can be easily replaced.

Proscenium Layout - 350 seatsThrust Layout - 210 seatsIn-the-Round - 240 seats

50’-0”

STAGE

SLLSTORAGE

2 5 ’ - 0 ”

RETRACTABLE SEATING STORED

32’-0”

3 8 ’ - 0 ”

STAGE

SLLSLLSTORAGE

STAGE

CROSSOVER

SLLSLLSTORAGE

RETRACTABLE SEATING STORED

32’-0” 2 7 ’ - 0 ”




Rehearsal HallsThis facility is programmed to have 2 rehearsal halls. One sized acongured to support the Main Stage Theatre and the other the

Theatre.

Discussions at Workshop No.2 indicated that the Rehearsal Halls

most likely be used for other purposes such as a classroom for ac

dance and/or music by local arts groups when they are not bookevenue rehearsals. As a result, the Rehearsal Halls should be equi

with movement oors and mirrors along at least one wall. Acous

curtains should be provided to cover the mirrors and windows as control measure. Consideration is still being given as to whether

the Rehearsal Halls are to have any level of performance equipmThe Working Group has requested that embed plates for a grid b

included as part of the base building design to allow for a grid in

future.

The Rehearsal Hall for the Main Stage Theatre should not have a

windows as it is anticipated that there will be a desire for a fullyblacked out condition from time to time. Windows have been req

for the Rehearsal Hall for the Studio Theatre as it most likely wil

hall used as a classroom. This arrangement will give the PAC theto maximize use of the Rehearsal Halls.

Height:


Description:

Equipment:

Acoustic Rating:

Height:


Description:

Equipment:

Acoustic Rating:

Height:

Critical Adjacencies:Description:

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Acoustic Rating:

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Description:

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Acoustic Rating:

Tech Booth

Large Rehearsal Hall

Small Rehearsal HallTheatre (Room)

12’ (Additional height for movie projectionequipment)

Catwalks

Lighting, sound and stage management

Lighting and audio control boards,equipment racks, sliding glass doors orwindows

NC-15 min.

25’ (underside of structure)20’ (to grid)

Storage

Rehearsal space for Main Stage theatre,room proportions to emulate stage.Performance space for small localproductions (full black out condition)

Perimeter light pipe, embed plates for fullgrid, infrasturcture for performance lightingand audio, 8’ high mirrors along one wall

NC-20 min.

25’ (underside of structure)20’ (to grid)

StorageRehearsal space for Studio theatre

Perimeter light pipe, embed plates for fullgrid, infrasturcture for performance lightingand audio, 8’ high mirrors along one wall

NC-20 min.

42’

Lobby, Sound and Light Locks, Tech Booth,

Storage, Cross-over, FOH/BOH Connection,Receiving Storage

Flexible at oor venue for theatre, music,dance and other rental opportunities

Fully equipped performance audio, lightingand rigging, drapery, movement oor,retractable seating for 350 capacity,catwalks, acoustic drapery

NC-15 min.




obbyhe Lobby is essentially the public face of the proposed facility. Itthe rst and one of the most important impressions as one enters

e building. It should be a proud majestic space worthy of a major

vic building. It is intended to be multi-functional in that it could beogrammed for a variety of different events such as a gallery opening,

vic announcement or pre-event function as possible examples in

ddition to the formal gathering area during performance evenings.

the 2 theatres can be entered from more than one level, the height

the Lobby offers an opportunity to provide a grand staircase as aajor architectural element to help animate the space.

he Kamloops Art Gallery has expressed interest in using the Lobby

an extended gallery space of the KAG. This is possible so long as

e intended art work can be safely displayed in a non-controllednvironment. Consideration of the design of the Lobby should balance

e aesthetic requirements of a gallery space with the expectations

a prominent theatre for the arts. The surrounding landscape andstory of Kamloops may provide such contextual clues in the design of

e lobby. These clues, if any, should not be literally interpreted into

design concept but rather inform or inspire a direction to provide anherent or intrinsic value to the design.

Box Ofce

The Box Ofce’s primary function is to provide ticketing and willcall services. As stated previously, a facilities operator still needs

to be selected; therefore the approach to tickets sales has yet to

be determined. For the purposes of establishing a baseline designcriteria, it has been agreed that 2 ticket windows, one conventional

and one wheelchair accessible window are required. As cash sales are

anticipated, the Box Ofce must be a secure and protected room.Ticketing windows should be of non-breakable glass with integrated

speaker/microphone systems for staff to easily communicate with

patrons.

Coat CheckCoat Check service will be required and should be designed to

accommodate multiple patrons at any given time and to help expeditepatrons leaving after the performance. Coat Check will also be expected

to lend out audio assisted devices and serve as the lost and found.

Gift ShopA Gift Shop is commonly provided in many PAC for the sale of shomerchandise and/or local goods deemed appropriate for sa le in

performing arts centre. It can be operated by volunteers or by th

facility operator depending on the operating model. If operated volunteers, the Gift Shop may require a level of autonomy as vo

may or may have access to the administration areas after hours.

The Gift shop will require display shelving and or cases and shou

able to accommodate monetary transaction. A security screen wi

required to secure the Gift Shop after operating hours.

Donor’s LoungeThis is a higher prole lounge space located directly off the Lobb

It is intended to be used for private functions and acknowledges

contribution of patrons who have participated in sponsorship proIt should be nished at a suitable level worthy of patron expecta

The Donors Lounge should be able to accommodate food and bevservice, but does not require its own bar or server.

PROGRAM DESCRIPTION SUMMARY - FRONT OF HOUSE


Height:


Description:

Equipment:

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Height:


Description:

Varies

Main Stage Theatre, Studio Theatre,Servery, Public Washroom, Bar/Concession,Gift Shop, Donor/VIP Lounge

Public gathering and mingling space withmulti-purpose capabilities

Program sound, video screens, securitycameras

9’

Lobby, Main Stage Theatre, Studio Theatre

Coat valet for patrons

Coat racks, millwork counter and drawers

12’

Lobby

Private Salon/Flex Space

Small bar, furniture, multimedia system

9’

Lobby - Near main entrance

Ticket sales

Cash trays and drawers, speak-throughwindows, millwork counter, safety glass,ofce chairs, security camera

9’

Lobby - Near main entrance

Merchandise sales





Public WashroomPublic Washrooms should be located conveniently and be easilyaccessible from the lobby. Ideally, washrooms should be located

least 2 different oors to help reduce the potential for lining up

single location. The washrooms should be programmed to exceedrequired xture count by code as intermission time ranges from

minutes, depending on the evening’s event. The working group h

suggested a xture count of double the requirement for women a1.25 times for men. All washrooms should be equipped with baby

tables and in a manner to eliminate the need for entrance doors

will improve circulation in and out of the washrooms.

In order to help expedite wait times, the Women’s Washroom shhave purse hooks or shelves at the lavatories and water closet st

A vanity area separate from the la vatories should be provided wi

counters and mirrors to facilitate movement w ithin the washroolavatory area should only contain wash basins and the above-me

purse amenity.

2 unit washrooms have been requested as they are assisted use f

which could result in longer wait times. Consideration should be

to accommodating motorized wheel chairs as they are more andcommon. One of these washrooms should be tted out as a Fami

Change room to serve double duty and help justify the need for second unit washroom.

oncession/Bar an operator for the proposed facility has yet to be selected, thereno food and beverage program in place at this time. For the purpose

establishing a baseline design criteria, we can logically assume the

llowing; intermissions are relatively short, thus eliminating manyod options to be purchased during the break. A catering prep room

included in the overall building program and it is assumed that food

rvice and or sales will be accommodated by this program element.

everages can be expected to cover bottle and tap beer, wine,

ocktails, soft drinks, tea and coffee/espresso. A fully equipped mainar should be located within the Lobby. A secondary bar should be

cated in the upper Balcony Lobby to help facilitate service and reducene ups. Bars should incorporate serving tables as often wine, tap beer

nd soft drink sales are pre-ordered before show time and prepared just

efore intermission to maintain quality control and expedite service.

ewed coffee and tea are the preferred choices for hot beverages

uring intermission from an operations perspective as they are easyprepare and serve. Espresso is normally only offered for private or

ecial events as they require more time to prepare and orders tend to

e more personalized, making it difcult to prepare ahead of time.

his description for the design criteria above is subject to change if andhen a facilities operator has been selected.

Height:


Description:

Equipment:

9’

Main Lobby, Balcony Lobby, FOH Bar Storage

Beverage sales

Under counter coolers, waste sink, glasswasher, soft drink dispenser, beer, wine,display, drip trays, hand sink, coffee maker,automatic espresso machine

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Women’s Washrooms

Men’s Washrooms

9’ (min.)

Main Lobby, Balcony Lobby

Public washroom sized at 2x BCBC 2012Code minimum

36 WC of which 2 are accessible stalls, 25lavatories in millwork vanity, 25 mirrors,toilet partitions and washroom accessories,25 purse hooks

9’ (min.)

Main Lobby, Balcony Lobby

Public washroom sized at 1.5x BCBC 2012Code minimum

36 WC of which 2 are accessible stalls, 25lavatories in millwork vanity, 25 mirrors,toilet partitions and washroom accessories,25 purse hooks




uiet RoomQuiet Room is required by Work Safe BC for a facility of this size. Theuiet room should allow a patron or staff member to nd refuge from a

ressful environment be it a physical or mental nature. The quiet room

nly needs to have basic nishes and a cot for an individual to lie downneeded. The quiet room should have access control from the outside

nly.

AdministrationAdministration requirements for the Kamloops Performing Arts will bea dedicated space for the day to day operations in the facility. It will

consist of an executive ofce for the Director which should be capable

of holding a small meeting of up to 4 people. 6 standard ofces and ashared meeting room sufcient for up to 6 people will be for general

staff use. Other support functions include a printer/copier room, a

smaller server room, staff locker room and staff washrooms have beenidentied as required program elements. The administration area will

have visitors and therefore a small reception area should be planned

for.

As Box Ofce revenue is generated from multiple sources, a secureCounting Room complete with a safe is also requested. As the

Administration Area and the Box Ofce are closely related functions,

they will need to be in close proximity and, if possible, on the sameoor level.

Height:


Description:

Equipment:

Acoustic Rating:

Executive Director’s Ofce

9’

Other Administration Ofces, Printer/C

Room

Ofce capable of holding small meetingup to 4 people

Desk with return, ling cabinet, 1 ofcechair, small conference table, 5 additiochairs, blinds for privacy

Standard Ofce Requirements

PROGRAM DESCRIPTION SUMMARY - ADMINISTRATION

Height:


Description:

Equipment:

Acoustic Rating:

Small Meeting Room

9’

Administration Ofces

Meetings for 6 people, room should be to be darkened but not black out

Conference/Work surface suitable for 6people, 6 chairs, 60” LED screen, whiteboard, wall surface for pinning, 6’ millwcabinet, blinds for privacy and projecti

NC-25 min.

FRONT OF HOUSE cont’

Height:


Equipment:

9’

Between FOH and BOH

Cot, 4’ millwork counter, First Aid kit




Height:


Description:

Equipment:

Acoustic Rating:

Standard Ofces

9’

Executive Director’s Ofce, Printer/Copy

Room

Standard Ofce

Desk with return, ling cabinet, 1 ofcechair, 1 chair for visitor, blinds for privacy


Height:


Description:

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Height:


Description:

Equipment:

Staff Room

Staff Washroom (Unisex)

9’


Staff area complete with kitchenette

Millwork kitchenette counter, microwave,dishwasher, large sink, 12 lockers, tablesand chairs

9’

Administrative Ofces

Unit washroom

1 WC, 1 wall mounted lavatory, 1 mirror,washroom accessories

Height:


Description:

Equipment:

Acoustic Rating:

Reception Area

9’

Administrative Ofces

Waiting area for visitors

Reception desk (millwork), 4 chairs and acoffee table


Height:


Description:

Equipment:

Height:


Description:

Equipment:

Printer/Copy Room

Counting Room

9’


Reprographics room

Upper and lower millwork cabinets alongone wall, possible specialty receptacle forphotocopier, storage cabinet for paper

9’

Reasonably close to Box Ofce

Secure location to handle money

Safe, millwork counter, small table, 2chairs, electried hardware, security device

Loading / ReceivingLoading is to be off of St. Paul’s Street as determined at WorkshPaul’s Street is considered to be the best choice given the busy n

of Seymour Street and that 4th Avenue is best suited for the pub

entrance of the building. Consideration should be given to the slthe site in concert with ease of access to the stages of both venu

As this is an urban site with an ambitious program, it appears thaloading bays can be accommodated at best. Should multiple even

trucks be involved, loading and unloading may need to be sched

coordinated based on the availability of loading facilities.

A secondary loading bay directly off of the lane has been requestsmaller deliveries to the facility and/or Studio Theatre when the

loading area is occupied for a Main Stage event. As road shows w

presented in this facility, the loading bays are a minimum of 75’ order to accommodate the larger lorries part of many travelling

The Receiving area should be directly adjacent to the loading arin close proximity to the stages of both venues. Clear access from

Receiving Area to both stages is necessary in order to allow road

to quickly and efciently assemble and disassemble show sets, owithin a 24 hour period.

PROGRAM DESCRIPTION SUMMARY - BACK OF HO

Height:


Description:

Equipment:

25’

Main Stage Theatre Stage, Studio TheatReceiving Storage, Cross-Overs, TechnicDirector’s Ofce/Security

Loading/unloading and staging ofperformance equipment and sets

Min. 10’ high access doors to both theastages, 2 loading bay doors




erformance Related Storagehese various storage rooms should be separate rooms as they areccessed by different groups or have specic functional requirements.

heatre Storage should be located close to the stage and have oversizedouble doors to accommodate large equipment and or components of

age sets.

usic Storage should also be in close proximity to the performance

age. It will be primarily used to store music stands and other

chestral related equipment.

ano Storage is a dedicated room solely for the storage of a piano. Thisom must be climate controlled in order to protect and maintain the

ning of the instrument.

ech Storage should be a secured room. It is used for the storage of

erformance lighting and sound equipment, theatrical rigging and props.

his room need not be directly adjacent to the theatrical venues butould be easily accessible to access equipment as needed.

Height:


Description:

Equipment:

Theatre, Music, Piano and Tech Storage

10’

Close to stages

General theatre, music, piano, lighting,sound and rigging equipment storage

6’ x 8’ double doors, swinging out, storageracks, controlled access (climate controlledspace for piano)

Dressing Rooms3 different types of Dressing Rooms have been requested for thisfacility: Chorus Dressing Rooms; Large Dressing Rooms; and Single

Dressing rooms. All dressing rooms are to include a unit shower room,

program sound and a video monitor of the performance stage. Dressingrooms should be reasonably close to the performance stage, some of the

dressing rooms should be on the same level as the stage and others can

be located one oor above or below if necessary.

The Chorus Dressing Room will have make-up stations for 16 performers

and room for a costume rack.

The Large Dressing Room will have make-up stations for 8 performersand room for a costume rack.

The Single Dressing room will have a make-up station and a small loungearea for the featured performer to relax in. At least 2 of the 3 Single

Dressing Rooms have been requested to be at stage level.

BACK OF HOUSE cont’

Green RoomsThe Green Rooms are essentially performer’s lounges. They locatvery close proximity to the dressing rooms and stage. The workin

has expressed a desire for separate Green Rooms for each of the

The Green Rooms should be able to accommodate comfortable s

and contain a small kitchenette complete with a microwave and

dishwasher.

A possible alternate conguration would be to have a single larg

Green Room that can be divided into 2 separate rooms via a collawall system.

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Dressing Rooms

10’

BOH Washroom, Close to Green Room

Change/Make-up room complete with unitwashroom and shower

Millwork make-up stations with lighting on3-sides, coat racks, video screen, programsound (small seating area for single)

9’

Close to dressing rooms, easy access tostage

Technical staff and performer’s lounge,comes with kitchenette

Lounge area: couches, tables, chairsKitchenette: 12’ counter surface,dishwasher, microwave oven, double singarbage/recycling bins




ack of House Washroomsashrooms for performers are to be adjacent to the Chorus and Largeessing rooms for direct access. The performer’s washroom must

ontain at least 1 universal stall and lavatory as per code requirements.

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Women’s Washroom

Men’s Washroom

8’ )min.)

Dressing Rooms

BOH Washroom comes with 6 plumbingxtures and 4 lavatories, one accessiblestall required

6 WC, 1 accessible stall, 4 wall-hunglavatories, IR sensors, 4 overheadshelves, washroom partitions, washroomaccessories, 4 mirrors

8’ (min.)

Dressing Rooms

BOH Washroom comes with 3 plumbingxtures and lavatories, one accessible stallrequired

3 WC, 1 accessible stall, 3 wall-hunglavatories, IR sensors, 3 overheadshelves, washroom partitions, washroomaccessories, 3 mirrors

WorkshopThe Workshop is intended to primarily to support the maintenance ofthe facility as opposed to being a fabrication workshop for stage sets.

The working group had indicated that the many of the local arts groups

already have fabrication arrangements in place and would not likelychange their operations. Travelling show are usually self-sufcient and

would arrive ready to set up as opposed to fabricating.

Therefore the Workshop need only be equipped with tools and machines

to support the day-to-day operations of the facility. Some ammablematerials such as cleaners and oils are used and will require a separate

ammable materials storage room. This room should be accessed

directly from the Workshop and not require staff to exit the workshop toretrieve these products.

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Workshop

Tool/Flammable Storage

12’

Loading and receiving, close to venuestages, tool storage ammable storage

For general maintenance and set assembly

Work benches, dust collection system

8’ (min.)

Workshop

Tool and ammable materials storage

Shelving and ventilation

Laundry RoomLike the Workshop, the Laundry Room is for the maintenance ancleaning of facility garments, fabrics and other miscellaneous te

It is not intended to clean high volumes of costumes. The workin

indicated that many of the local arts groups do not have elaboracostume cleaning needs and prefer to deal with laundry within t

own organization. Travelling road shows, as stated above are for

most part are self-sufcient.

Therefore the Laundry Room only needs to accommodate a singl

duty washer and dryer, a millwork cabinet for the storage of launproducts and a folding table / counter at least 6 ft. in length.

Custodial ClosetAt least one Custodial Closet needs to be located on every oor.main level, there should be one Custodial Closet in the Front of

and one in the Back of House areas. This will eliminate the need

crossover as the Front of House will be “Dark” or not in operatioof the time.

Custodial Closets should be sized sufciently to store a cleaning storage of cleaning products and a small oor mop sink. The wor

group has requested a oor mop sink at the back of the stage for

convenience.

8’ (min.)

Close to dressing rooms

Washing drying and sorting of costumesmaintenance clothing

2 washers, 2 dryers, sorting counter, 2clothing trolleys, storage cabinet

Height:


Description:

Equipment:




Dimmer RoomThe Dimmer Room, like a computer server room generates both heatand noise. It is used exclusively to house the performance lighting

dimmer racks and dimmer modules. This room will require cooling a long

with noise and vibration control measure.

The Dimmer Room can be located anywhere as it is not access on a daily

basis. However, it is generally good practice to locate the Dimmer Roomwithin a reasonable distance from the Tech. Booth in case it needs to be

access during a performance.

As the dimmer room is essentially a central hub for all performance

lighting, there willing a signicant number of cables to and from thisroom. Consideration should be given to minimizing cable runs in order

to reduce costs.


ulti-purpose Roomhe Multi-Purpose Room has been requested due to pas t experienceth larger Road Show groups. Many Road Shows require a dedicated

ace for their staff as part of the negotiated contract. This space is

parate from the Green Rooms even though it serves a similar function.

he working group has also identied other possible used for this

ace when Road Shows are not in town. It can serve as an ad-hocow production planning room, an overow dressing room for some

ows that have large numbers of performers above and beyond the

ogrammed dressing rooms.

9’

Close to dressing rooms, easy access tostage

Overow space that can be used as staffroom for road companies, chorus changeroom, etc.

Height:


Description:

Height:

Description:

Equipment:

Acoustic Rating:

12’

Dimmer rack location

Assume dimmer rack(s) for up to 668dimmers, air conditioning

NC-20 min. (to keep noise in)

BACK OF HOUSE cont’

ServeryBar Service is expected as part of the theatre going experience afamiliar operations requirement. Food service is a very different

as it opens up a number of questions regarding regulatory requir

in concert with operational experience.For the Kamloops PAC a Servery was programmed for catered foo

service as opposed to an in house commercial kitchen which wou

require higher level of health code review and a full time food abeverage manager in order to meet patron expectations.

The Servery should be discretely located and with direct front of

assess as it is anticipated that most food service will be to the Loand Donors Lounge. Food service to the back of house is expecte

lesser degree so the Servery should have a means of access to thareas.

The Servery is intended to only to support the nal preparation o

before it is served to the patrons. There should be stainless preptables, a general cleaning sink and a separate hand washing sink

minimum. A commercial cooler or refrigerator can be considered

it is recommended that the power requirements for the equipmebe provided for future installation if not a part of the project in

inception.

Power outlets should be located every 12ft. to accommodate varcatering warming oven set-ups.

Wall and oor nishes should bacteria resistant.

Height:


Description:

Equipment:

10’

Between BOH and FOH

Catering kitchen for outside food servic

Stainless steel prep tables, 2 sinks, walcooler/refrigerator, unlatched double d





ental Administration Space the facility is intended to be available to local arts groups, it wasquested that some administration space be made available to these

oups when they are renting the venues. This space is to be separate

om the facilities administration as outside groups may need access tois administration space after hours. This administration space should

e located close to a building access point preferably through the back

house, and the rental Meeting Rooms.

his rental administration and meeting area is intended to be an

tractive amenity for local and travelling arts groups to considerooking at the Kamloops PAC. It is not intended t o compete with local

ivate business in the leasing of speculative ofce space.

PROGRAM DESCRIPTION SUMMARY - AMENITIES

Height:


Description:

Equipment:

Height:


Description:

Equipment:

Rentable Meeting Rooms

User Administration Area

12’

Lobby, close to User Administration Area

Large Meeting Room - up to 20 peopleSmall Meeting Room - up to 12 peopleWith full multimedia capability, roomshould be able to be darkened

Conference table, conference chairs, LEDscreen (75” for large and 60” for small),multimedia system, conference typetelephone, writable glass wall surface (onewall), acoustic wall treatment

9’

Between FOH and BOH, user printer/copyroom

Open ofce for 4 work stations, securededicated WiFi Access (no access to basebuilding network)

4 desks, 4 ofce chairs, 4’ millwork counterfor coffee station and microwave, coathooks

Archive Storage and LoadingThe Kamloops Art Gallery houses a signicant permanent collectcontemporary Canadian art in a variety of media. It also has a sm

number of historical pieces to help contextualize the contempor

collection. When the KAG was built in 1998, the permanent collearchival storage was not able to house the entire collection. As a

of this project, a 6,000 sq. ft. archival vault is planned to increa

storage capacity of the collection.

This vault must be a climate controlled environment to meet arc

standards. It is recommended that the vault be controlled by adedicated HVAC unit with its own control separate from the rest

facility.

The vault need not be located on the same level as the loading/

receiving area, but should be in close proximity to a freight elevhelp facilitate the ease of moving collection pieces.

A separate entrance through the underground parkade is prefera

Height:


Description:

Equipment:

12’

Close to Freight Elevator

Climate and humidity controlledenvironment for permanent collectionarchival storage

Independent HVAC and humidity systemfrom base building, storage racks





rtist Studiosarly discussions with local arts groups suggested that the new PACould be more of an arts/cultural centre as opposed to a dedicated

erformance venue. It was suggested that artist studios could be

corporated into the building along the street edge to help animate theace during the day when the building would normally have very little

ctivity going on.

he studios should have street frontage and are intended to be

dependently operated by lease.

ase building provisions will include of 15’ high ceiling, plumbing rough-

s for water and washrooms facilities, and independent electrical panelth 2 circuits at 240V for heavy duty equipment and rough in for a clay

ap.

Commercial Retail Lease SpaceEarly discussions with local arts groups suggested that the new PACcould be more of an arts/cultural centre as opposed to a dedicated

performance venue. It was suggested that artist studios could be

incorporated into the building along the street edge to help animate thespace during the day when the building would normally have very little

activity going on.

The studios should have street frontage and are intended to be

independently operated by lease.

Base building provisions will include of 15’ high ceiling, plumbing rough-

ins for water and washrooms facilities, and independent electrical panelwith 2 circuits at 240V for heavy duty equipment and rough in for a clay

trap.

Height:


Description:

Equipment:

Height:


Description:

Equipment:

12’-15’

Street Frontage, Gift Shop

Open exible space for visiting/residentartists or leasable studio space

Separately metered for electrical power,sufcient water and power for lightindustrial use, infrastructure to accept dustcollection system

12’

Main Lobby, Street Frontage

Leasable CRU, vanilla shell provisions only

Separately metered for electrical power,sufcient water and power for possiblerestaurant/cafe tenant

Mechanical RoomAs mentioned previously in this report, the conceptual approachmechanical systems design will be greatly inuence by the acous

requirements of the facility. The mechanical room will have to b

sized accordingly to accommodate multiple HVAC units, enlargedsizes and provide mitigating features to address noise and vibrat

emanating within the room.

For a performing arts facility, it is recommended that a separate

room be incorporated within the mechanical room to help controand vibration generated by the equipment.

PROGRAM DESCRIPTION SUMMARY -BUILDING SYS

Height:


Description:

Equipment:

Acoustic Rating:

15’-20’

Mechanical HVAC/Water Room

Base building mechanical room for up tHVAC units and related equipment and water connection and distribution

Equipment TBD, will require noise andvibration mitigation

NC-25 min. (to keep noise in)

AMENITIES cont’





Telephone / Communications RoomTelephone/Communication rooms are for distribution of communicationand IT cabling throughout the building. The number of rooms will be

determined by the ultimate building as cabling lengths are limited by

code before another distribution point is required.

This room will require plywood backing on walls where the equipment

will be mounted.

Depending on the ultimate building design, a service entrance room may

also be required. This room, if needed, is intended for services from theexterior to enter the building and then distribute the services to the

main Telephone/Communications room. There should be no equipmentin this room.

Height:


Description:

Equipment:

15’

n/a

Base building electrical systems roomincluding transformers for performancelighting and audio power requirements

Equipment TBD

9’

n/a

Room to receive incoming services anddistribution throughout building

Equipment TBD, air conditioning may berequired

ectrical Roomith the power requirements mentioned earlier in this report, it isossible that the electrical room will be a high voltage environment,

so it will have to be a re rated room. The room can be of basic

dustrial construction of either concrete or concrete masonry block.he oor, walls and ceiling should be sealed in order to reduce/

iminate concrete dust from affecting the equipment.

minimum of 12 ft. clear height is recommended for equipment

earance and room should not be sprinklered due to the nature of thequipment.

here is insufcient information at this time to determine whether orot an emergency generator will be required.

Height:


Description:

Equipment:

Security Equipment RoomAlthough security cabling will be using the same backbone as thecommunications and IT cabling, the equipment should be located

in a separate room as service venders for security equipment

and communications are different and are not familiar with theicounterparts equipment and distribution protocols. It is consider

practice to keep these disciplines separated.

Garbage and RecyclingGarbage and recycling should be located near the loading and rearea. It should be a self-contained room with recycling along one

wall and garbage on the opposite wall. Refer to the City of Kamlwebsite for recycling programs and design accordingly. Allow for

9-yard garbage containers. The room should be constructed of a

material such as concrete block so that the room can be washed periodically.

Height:


Description:

Equipment:

12’

Telecom/IT Room

Separate room for security equipment(as security providers are usually anindependent vendor)

Equipment TBD

Height:


Description:

Equipment:

12’

Loading and Receiving

Refuse material handling and recycledmatter sorting

Garbage and recycling bins, hose bib





Approx A rea

L (ft) W (ft) ft2

Main Stage Theatre

H F ly T ower (50 f t. abo ve s ta ge) & wi ngs (1 5 f t. wi de) , P ros Ope ni ng ( 50 f t.) A 10 0.0 X 40. 0 1 = 4, 00 0.0 0

H Capacity for up to 50 musicians A 15.0 X 50.0 1 = 750.00

H A cous ti c R oom Rati ng NC15 , T ar ge t 950 se at cap ac it y at thi s l ev el A 90.0 X 82.0 1 = 7,380.00

H A cous ti c R oom Rati ng NC15 , T ar ge t 250 se at cap ac it y at thi s l ev el A 30.0 X 82.0 1 = 2,460.00

H A 10.0 X 8.0 6 = 480.00

H X 1 = 0.00

H Lighting, Sound & Stage Management A 40.0 X 10.0 1 = 400.00H A 15.0 X 10.0 1 = 150.00H A 20.0 X 20.0 1 = 400.00

H A 12.0 X 10.0 2 = 240.00

16,260.00

Black Box Studio Theatre

H Aco ustic Roo m Rat in g NC1 5, F la t f lo or F lex ib le spa ce , 3 50 sea t cap ac i ty A 7 5.0 X 6 5.0 1 = 4 ,8 75 .0 0

H A 10.0 X 8.0 1 = 80.00

H A 10.0 X 8.0 4 = 320.00

H A 30.0 X 20.0 1 = 600.00

X =

5,875.00

Rehearsal Halls

H Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal & small

performances A 50.0 X 40.0 1 = 2,000.00

H Acoustic Room Rati ng NC 20, Sem i-Equipped spaces for dress rehearsal 35.0 X 20.0 1 = 700.00H Storage should be within Rehearsal spaces A 30.0 X 10.0 2 = 600.00

X = 0.00X = 0.00

3,300.00

Support Areas

BOH Access Doors Min. 10 ft. high A 20.0 X 40.0 1 = 800.00

BOH Not a full Scene Shop, but equi pped to assembl e s ets, etc . A 20.0 X 20.0 1 = 400.00

BOH A 40.0 X 2.0 1 = 80.00

BOH A 30.0 X 2.0 1 = 60.00

BOH Make-Up stations for (8) complete with unit washroom A 30.0 X 15.0 5 = 2,250.00

BOH complete with unit washroom (Soloist) A 15.0 X 10.0 3 = 450.00

BOH complete with unit washrooms A 40.0 X 2 0.0 2 = 1,600.00

BOH (3) Plumbing Fixtures & (3) Sinks A 20.0 X 10.0 1 = 200.00

BOH (6) plumbing Fixtures & (4) Sinks A 40.0 X 10.0 1 = 400.00

BOH (2) washers & Dryers, Sorting table, Dirty Area A 15.0 X 10.0 1 = 150.00

BOH A 15.0 X 10.0 2 = 300.00

BOH Deleted A 0.0 X 0.0 1 = 0.00

BOH A 20.0 X 18.0 1 = 360.00BOH A 25.0 X 20.0 1 = 500.00

Audience Chamber (Balcony)

Audience Chamber (Orchestra)

Rehearsal Hall - Small

Sound & Light Locks

Rehearsal Storage

Stage

Storage

FOH/

BOH

Approx . Room

Dim

Stage Manager &TD Office

Rehearsal Hall - Large

Single Dressing Rooms

Men's Washrooms

Large Dressing Rooms

Chorus Dressing Rooms

Sound & Light Locks

Flat Floor

Stage Door Office

Storage Music

Tech Booth

Women's Washroom

Laundry Room

Rm.

No.

Storage Theatre

Loading / Receiving

Workshop

Workshop - Tool Storage

Orchestra Pit

Tech BoothSound Rack RoomTrap RoomFollow Spot Booths

Workshop - Flamable Storage

No. of

Rms.PriorityQuestions/CommentsRoom Name App

L (ft) W (ft)

FOH/

BOH

Approx . Room

DimRm.

No.

No. of

Rms.PriorityQuestions/CommentsRoom Name

X =

BOH Environmentally controlled space A 15.0 X 10.0 1 =

BOH 12.0 X 8.5 1 =

BOH A 10.0 X 10.0 1 =

- Food Prep space for catering 15.0 X 20.0 1 =

BOH 35.0 X 30.0 1 = 1

BOH Moved to Gross-up A 0.0 X 0.0 1 =

BOH Office and waiting area A 20.0 X 15.0 1 =

BOH Lighting, Sound, Rigging & Prop / Lock-Up A 40.0 X 20.0 1 =BOH A 30.0 X 20.0 1 =BOH A 25.0 X 10.0 1 =

BOH Cr ush Space for Road Companies, can doubl e as Musici ans Change Area 20.0 X 20.0 1 =

FOH A 20.0 X 20.0 1 =

FOH A 20.0 X 15.0 1 =

FOH(1) Large Bar/Concession at the main level & one smaller Bar/Concession at the

Balcony Level A 20.0 X 15.0 2 =

FOH Main Level (based on 1.5 X Code for an occupant load of 500) (16 Fixtures) A 25.0 X 20.0 1 =

FOH Main Level (2 x Code based on an occupant load load of 500) (28 Fixtures) A 50.0 X 20.0 1 =

FO H B al cony Lev el (b as ed on 1. 5 X Code fo r a n oc cupa nt load of 100 ) ( 4 F ixt ur es ) A 25 .0 X 1 2.0 1 =

FO H B al cony L ev el ( bas ed on 2 x C ode f or a n o cc upa nt l oad of 100 ) ( 8 f ix tur es ) A 50 .0 X 12. 0 1 =

FOH Universal washroom c/w family change facilities A 12.0 X 10.0 1 =

FOH First Aid Room c/w day bed A 15.0 X 1 0.0 1 =

FOHPassenger elevator, 3000 lbs capacity. One elevator needs to be Stretcher capable

and designated as Fire Fighter elevator. A 12.0 X 10.0 1 =

FOH Based on 7 sq. ft. / person and a 1,200 seat theatre capacity A 300.0 X 30.0 1 =

B OH 1 0 f t. W id e t o a cc om mo da te Ro ad Sh ow te mp or ar y c on ta in er st or ag e A 80.0 X 10.0 1 =

- 10 ft. W ide to accommodate Road Show temporar y container storage A 140.0 X 10.0 1 =

BOH A 65.0 X 8.0 1 =

- A 75.0 X 8.0 1 =

FOH 20.0 X 20.0 1 =

FOH 20.0 X 20.0 1 =

FOH A 20.0 X 20.0 1 =

FOH X =

FOH X =

2

Admin istrati on

FOH Desk c/w return, filing cabinet, small meeting table for (4) A 10.0 X 10.0 1 =

FOH Desk c/w return, filing cabinet & (1) guest Chair A 10.0 X 8.0 6 =

FOH Lounge area c/w kitchenette A 25.0 X 20.0 1 =FOH For (6) people A 15.0 X 12.0 1 =

FOH Reception Desk and small seating area A 20.0 X 10.0 1 =

FOH Single Unit Washroom (HC assessible) A 8.0 X 7.0 1 =

FOH Storage

Dimmer Room

Servery

Staff Washroom

Womens Washroom (Public)

Elevator

Standard Offices

Staff RoomSmall Meeting Room

Reception Area

Executive Director's Office

Studio Theatre Crossover

Donors Lounge

Studio Theatre FOH/BOH

Connection

Mens Washroom (Public)

Womens Washroom (Public)

Unit Washroom

Quiet / First Aid Room

FOH /BOH Connection

Gift Shop

Lobby

Main Stage Crossover

Multi-Purpose Room

Coat Check

Box Office

Bar / Concession

Mens Washroom (Public)

Receiving Storage

Piano Storage

Freight Elevator

Studio Theatre Green Room

Janitors Closet

Stage Door Office/Security

Tech. StorageGreen Room

PROGRAM SUMMARY




Approx A rea

L (ft) W (ft) ft2

FOH/

BOH

Approx . Room

DimRm.

No.

No. of


X = 0.0

FOH A 10.0 X 5.0 1 = 50.0FOH A 10.0 X 5.0 1 = 50.0

FOH Private secure room with vault to count money 10.0 X 10.0 1 = 100.0

F OH D el et ed . 0.0 X 0.0 = 0.00

X = 0.00X = 0.00X = 0.00X = 0.00

1,716.00

Desirable Ammenities

FOH Open Off ice area for (4) workstations - rentabl e office space for event users 8.0 X 7.0 4 = 224.0

FOH Separate facility from staff Printer / Copy Room 5.0 X 5.0 1 = 25.0

FOH (40) people - c/w full mutimedia. Rentable space 30.0 X 20.0 1 = 600.0

FOH (20) people - c/w full muiltmedia. Rentable space 20.0 X 15.0 1 = 300.0

BOH Environmentally controlled space 200.0 X 30.0 1 = 6,000.0

FOH Leasable area for private sector opportunities 40.0 X 20.0 1 = 800.00

- Studios at 600 sq.ft. ea. (12 - 15 ft. ceilings) 30.0 X 20.0 3 = 1,800.00

X = 0.00

X = 0.00

X = 0.00

X = 0.0

X = 0.0X = 0.0X = 0.0X = 0.0

9,749.00

Printer / Copy Room

Counting Room

User Admin Area

User Printer / Copy Room

Rentable Meeting Room - Large

Rentable Meeting Room - Medium

KAG Archive Storage

Commercial Retail Space

Artists' Studios

Staff Locker Rooms

Server Room

App

L (ft) W (ft)

FOH/

BOH

Approx . Room

DimRm.

No.

No. of


Building Systems

- To house up to (6) individual HVAC units A 100.0 X 50.0 1 =

- High noise & vibration generating space (isolate) A 50.0 X 20.0 1 =

- High noise & vibration generating space (isolate) A 50.0 X 25.0 1 =

- (1) per floor A 20.0 X 10.0 2 =

- A 20.0 X 10.0 1 =

- A 10.0 X 10.0 1 =

- A 10.0 X 10.0 1 =

- A 40.0 X 20.0 1 =

Near Load-in A 20.0 X 15.0 1 =

X =

X =

X =X =X =X =

8

Total Net Area 7

Gross up Factor (30%) 2

TOTAL PROJECT AREA 9

Mechanical Room - Water

Mechanical Room - HVAC

Electrical Room

Electrical Closets

Tel. / Communictions Room

IT Room

Security Equipment Room

Maintenance Storage

Garbage/Recycling Room





oscenium Architecture + Interiors Inc. with MHPM Project Managers Inc., Schick Shiner and Associates


he following is a graphic description of a possible design of the

oposed Kamloops Performing Arts Centre. It is based on an

terpretation of the functional program and fea sibility study conducteddate. Its primary purpose is to conrm that the program for the

cility can in fact be realized on the Daily News site at a buildingesign level over and above an area study.

his indicative design also considers the following criteria:• Access for Parking and Loading

• A strong Civic Presence

• Urban Design Considerations• Activation of the fronting streets both day and night

• Sustainable Design conforming to the City of Kamloops

Sustainable Guidelines• Massing Impact on Neighbouring Buildings

he indicative design is not to be considered the denitive design for

e site, but rather one possible solution.

formal request for design services for the design of the facility is

nticipated to follow a referendum scheduled for fall / winter 2015.

ould the referendum be successful in the approval of the project tooceed, a call for design services in an ofcial Request for Proposal

FP) is expected to be issued sometime in early 2016.




04 - INDICATIVE DES

GROUND FLOOR

A

B

A

BThe indicative design represents a total building g

area of 101,455 sf.

The Functional Program indicates a possible Gross

of 97,580 sf.

The difference in area is 3,865 sf or roughly 4% ov

of the anticipated gross area. This is within acceptolerance at the indicative design level demonstra

that the functional program can be accommodatethe Daily News site.

This study concludes that the Daily News site is a location for the new proposed Kamloops Performin

Arts Centre.





AA

N

ND FLOOR PLAN

BB




04 - INDICATIVE DES

3RD FLOOR

BB

AA





N

1 FLOOR PLAN

Total Underground Parking Number = 349 stalls

Class A Bicycle Spaces = 18 stalls

AA

BB




04 - INDICATIVE DES

P2 FLOOR

BB

AA





N

1 FLOOR PLAN

AA

BB





ECTION A-A




04 - INDICATIVE DES

SECTIO





AY TIME- NORTHEAST CORNER




04 - INDICATIVE DES

NIGHT TIME- NORTHEAST CO





AY TIME- SOUTHEAST CORNER




04 - INDICATIVE DES

NIGHT TIME- SOUTHEAST CO





AY TIME-NORTHWEST CORNER




04 - INDICATIVE DES

NIGHT TIME- NORTHWEST CO





AY TIME-SOUTHWEST CORNER




04 - INDICATIVE DES

NIGHT TIME- SOUTHWEST CO




Note to the reader:

In the Class “D” Cost Estimate, the “escalation to start of construction” has been folded into the “Total

Performing Arts Project Cost” to match the breakdown presented in the business case (section 4.5).

APPENDIX BINDICATIVE DESISGN CLASS “ D” COST ESTIMATE B



KAMLOOPS PERFORMING ARTS CENTRE1200 Seat Theatre & 350 Seat Studio Theatre

design by: PROSCENIUM Architecture

report by: MHPM Project Managers

PROJECT COST SUMMARY

BUILDING SHELL ESTIMATE 89,925 SF $270.96 $24,366,100 $24,17

SCOPE DESCRIPTION: Building Shell Includes:

Concrete framed floor structure, Balcony & stepped seating, steel frame/deck roof structure

Theatre high walls concrete or block, remainder structural walls non combustible block/stud 89,925 SF NEW 84,907 SF NEW

SBS Flat roofing, Exterior Rain Screen Cladding, Storefront Glazing, exterior doors 0 SF RENOVATION 0 SF RENOVATIO

Demising Partitions, Stairs, Elevator, Interior doors to exits, 80ft High stage tower

Base building infrastructure services - Plumbing, Sprinklers, Mechanical HVAC, Electrical

1. SUBSTRUCTURE 379,900 371,9002. STRUCTURE 8,522,600 8,526,900

3. EXTERIOR CLADDING 6,893,900 6,750,700

4. INTERIOR PARTITIONS (Vertical Enclosures) 423,000 347,000

5. VERTICAL MOVEMENT 642,000 841,000

8. ELECTRICAL 867,900 766,000

9. MECHANICAL 2,280,400 2,253,600

EXISTING BUILDING - DEMOL-ALTERATIONS n/a n/a

DIRECT SITE OVERHEADS & SUPERVISION 1,600,800 1,588,600

GENERAL CONTRACTOR or CONSTRUCTION MANAGEMENT FEE 540,500 536,300

DESIGN CONTINGENCY 2,215,100 2,197,300

INTERIOR CONSTRUCTION & FIT-OUT 89,925 SF $144.50 $12,994,000 $12,61

(refer to detailed summary of room fit out costs)

Main Stage Theatre 20,207 SF $178.80 3,613,000 3,276,000

Black Box Studio Theatre 7,230 SF $203.60 1,472,000 1,273,000

Rehearsal Halls 2,840 SF $241.55 686,000 783,000

Support Areas 29,128 SF $161.29 4,698,000 5,140,000

Administration 1,716 SF $182.98 314,000 314,000

Building Systems 8,810 SF $66.06 582,000 628,000

Building Gross 19,994 SF $81.47 1,629,000 1,197,000

THEATRE & GENERAL EQUIPMENT ALLOWANCE $5,498,300 $5,49

Seats - 1200 at $400/ea 480,000 480,000

Orchestra Pit Lift 240,000 240,000

Bar Food Service Equipment Allowance 100,000 100,000

o ow n stmate rov e c c ner ssoca tes - anLighting 1,293,100 1,293,100

Production Sound 708,200 708,200

Programme Sound 60,000 60,000

Lobby Sound 60,000 60,000

Headset System 42,000 42,000

Hearing Assist System 30,000 30,000

Counterweight Rigging 1,220,000 1,220,000

Soft Goods 170,000 170,000

Loose Staging Equipment 115,000 115,000

Video System 180,000 180,000

Orchestra Shell 800,000 800,000

SITE DEVELOPMENT $575,000 $57

Decorative Paving, Sidewalks, Steps, Hard landscaping, Parking, Loading 400,000 400,000

Public Realm Space - Landscaping, Public Art 175,000 175,000

FF&E & Related Costs $3,570,000 $3,51

Signage (Exterior, interior, Way finding) 200,000 200,000

Permits, DCC's (DCC $95.78/m2, BP $6/$1000 Construction plus 15% inspections) 3% 1,220,000 1,165,000

Furniture & Furnishings 1,500,000 1,500,000

IT/AV Systems, Security 400,000 400,000

Internal Project Costs (Public meetings, communications, opening ceremony) 200,000 200,000

LEED Certification Costs 50,000 50,000

SUB-TOTAL CONSTRUCTION (Excluding GST) 89,925 SF $522.70 $47,003,400 $546.23 $46,37

DESIGN Fees & Expenses, Consultants, Project Management, Legal 14% $6,081,000 $6,00

CONTINGENCIES (Design, Construction & Escalation $8,044,000 $8,62

Construction Contingency (incl Change Orders) 5% 2,350,000 2,318,930

Owner's Reserve 5% 2,654,000 2,620,700

Escalation Contingency to Start of Contruction 24 months to constr at 3 7.0% 3,040,000 3,682,070

TOTAL PERFORMING ARTS PROJECT COST (Fall 2017 Dollars) 89,925 SF $679.77 $61,128,400 $718.45 $61,00

SITE PURCHASE $7,500,000 $7,50

Site Purchase 6,000,000 6,000,000

Util ities Infrastructure, Mechanical Civ il Services (storm, sewer, water & gas), Hydro 1,500,000 1,500,000

UNDERGROUND PARKING & DEMOLITION $18,518,300 $18,22

3 levels Underground - 349 Stalls $46,140 16,102,900 15,857,000

Soft Costs - 15% 2,415,400 2,371,700

ADDITIONAL AMENITIES (incl. Soft Costs) 11,530 SF $310.62 $3,581,500 $3,56

Meeting Rooms, Admin 1,720 SF $336.34 578,500 487,500

Archive Storage & Loading 6,640 SF $319.91 2,124,200 2,242,500

Commercial Retail Space 940 SF $261.38 245,700 248,300

Artists' Studios 2,230 SF $283.90 633,100 587,600

TOTAL PROJECT COST (Including Amenities & Parking) 101,455 SF $894.27 $90,728,200 $925.35 $90,29

September 9

Kamloops Daily News

Indicative Design Sept 2015 Previous Estimate March 20

Page: 1 PRELIMINARY ESTIMATE




My name is Alexander Watt and I am supporting the Kamloops Performing Arts Centre for the same reason I helped

start a movement in 2001 to build the Tournament Capital Centre.

I’ve been a huge supporter of Kamloops since I moved here in 1982. It’s my belief that for a community to flourish,

citizens must take an active role in supporting projects that will enhance the local economy as well as the health and

wellness of the entire population.

I saw the great potential of Kamloops as a sporting community and was enthusiastic about recognizing our city as the

Tournament Capital of Canada. However, while we had many great sporting facilities and venues, it was clear we

lacked a focal point to make the tournament capital concept have real meaning. It was the lack of such a facility that

prompted me and many other Kamloops citizens to approach the mayor and council of the day with the concept of

the Tournament Capital Centre.

The concept was not a small wish list, but a huge dream that would make the facility all-inclusive so people of any

athletic ability and with an interest in almost any sport would have a place to go. In turn, the facility would also attract

sports teams, individual athletes, and families from across Canada.

We succeeded, and in so doing, we not only made ourselves a population focused on health and wellness, but we

revitalized our economy as the business community thrived from this influx of people.

There were dissenters to this proposal. People were concerned about the cost. But in the end, what was created

surpassed our wildest dreams. The TCC is economically viable and the envy of other cities. Best of all, it is a place

that residents of all ages and from every neighbourhood use daily.

While sports has played a major role in the growth of Kamloops, to become complete the city must also grow

culturally. We have a strong cultural framework, but as it was with sports in 2001, we lack a major facility to tieeverything together.

To attract a wide expanse of performances and performers, a venue of comparable usage to the TCC is required.

Like the TCC, the venue I visualize will incorporate a full range of interests from local school bands to internationally

known entertainers in all aspects of the arts. This performing arts centre would be used for high-end entertainment,

but the seats would also be filled by parents and grandparents watching their children and grandchildren demonstrate

all they have learned from the newly acquired instruction that will come from such a quality endeavor.

The creation of an all inclusive performing arts centre will help make Kamloops a known entity throughout Canada

APPENDIX CTESTIMONIAL - ALEXANDER “ SANDY” WATT C

PAC BusinessCase

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