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A Feasibility Study for

Waldorf Center for the Arts:

“Space 235”

A Potential

Multidisciplinary Arts Center

at Smallwood Village Shopping Center

July 29, 2008

Prepared for the

Charles County Commissioners by

Department of Planning and Growth Management

Charles County Government

in cooperation with the

Charles County Arts Alliance, Inc.

Waldorf Center for the Arts – “Space 235”

Feasibility Study

Table of Contents

Executive Summary

Introduction

Background

The Impact of the Arts• Trends• Interest and Need

Site Analysis• Consistency with County Policies and Programs• County Codes and Permitting

Vision for the Waldorf Center for the Arts: Space 235 • Arts Programming• Proposed Layout for Space 235

Structural Assessment of Potential Arts Space• ADA Accessibility• Fire Safety• Site Security• Optimal Renovations for Arts-Related Uses

Facility Operations• Operating Expenses• Staffing• Partnerships• Promotion

Potential Funding Sources• Charles County Arts Alliance• Charles County Government• Saul Centers• Space Rental• Corporate/Foundation/Private Sponsorship• Fundraising

Waldorf Center for the Arts – Space 235: Feasibility Study i July 29, 2008

Next Steps

Conclusion

Appendices

• Appendix A: Site Development Plan: Smallwood Village Shopping Center Improvements• Appendix B: Letter to Charles County from Saul Centers, September 7, 2007• Appendix C: Maryland State Arts Council FY 2007 Report on Economic Impact of

Nonprofit Arts Organizations in Maryland• Appendix D: Arts & Entertainment District Guidelines and Application• Appendix E: Proposed Floor Plan for Space 235• Appendix F: Summary of Feedback Questionnaire Responses: Charles County Arts Alliance

Open House at Space 235, May 17-18, 2008• Appendix G: List of Basic Renovations and Repairs Recommended for Space 235• Appendix H: Capital Renovation Budget for Space 235• Appendix I: List of Optimal Renovations for Arts-Related Uses• Appendix J: Operating Budget for Space 235• Appendix K: Examples of Other Arts Centers

Waldorf Center for the Arts – Space 235: Feasibility Study ii July 29, 2008

Acknowledgments

Charles County Arts Alliance

Board of Directors

Smallwood Feasibility Study Liaison Committee:

John O'Loughlin, Chair Frank Comstock

Connie Miller, CCAA Vice-President (through June 30, 2008) Robert Rausch

Other CCAA Board Members:

Diane Rausch, President Cindy Johnson, Treasurer Jennifer Pinto (through June 30, 2008)

Elaine Moses Steve Cavanaugh Sue Belmore

Emily Ferren (beginning July 1, 2008) Hassan Adeeb (beginning July 1, 2008)

Peter DiBona (beginning July 1, 2008)

CCAA Staff:

Therese Thiedeman, Administrator

Charles County Commissioners

Wayne Cooper, President Edith Patterson, Vice President Gary Hodge

Reuben Collins Samuel Graves

Saul Centers, Inc.

B. Francis Saul II B. Francis Saul III

John Collich James Donlan Brian Downie

Charles County Government

Donna Dudley, Chief of Tourism Bernie Helms, HVAC Maintenance Superintendent

Cathy Hardy, Community Planning Program Manager Amy Blessinger, Planner II

John Stevens, Chief of Capital Services Spencer Morgan, Engineer II

Others

Heather Bartlett PAS Architecture

Waldorf Center for the Arts – Space 235: Feasibility Study iii July 29, 2008

Waldorf Center for the Arts – Space 235: Feasibility Study iv July 29, 2008

Executive Summary

The Charles County Planning Department has been requested to conduct a feasibility study for theconversion of an existing office space in the Smallwood Village Shopping Center into a potential centerfor the arts. The proposed center, known in this report as Waldorf Center for the Arts – “Space 235,”would have a unique focus – that of a multidisciplinary arts center that serves the whole gamut of thearts community – music, visual art, drama, dance and literary arts. The impetus for the study arose fromdiscussions during the Arts Vision 2020 strategic planning effort spearheaded by the Charles CountyArts Alliance (CCAA). This three-year grassroots effort involved the entire arts community and artsstakeholders of Charles County and produced a final report: Arts Vision 2020: A Strategic Plan for the

Arts in Charles County, Maryland, in June 2008. One of the top priority recommendations from Arts

Vision 2020 is to establish a multidisciplinary arts center in Charles County, with flexible multi-usespaces that will serve a variety of artists and audiences.

Saul Centers, Inc., the new owner of the shopping center, has offered Space 235 to Charles CountyGovernment for lease for $1 per year rent, plus nominal common area maintenance fees, property taxesand utilities.

The shopping center, located within the Smallwood Village neighborhood of St. Charles in Waldorf,MD, is currently undergoing renovations, including facade improvements, additional parking, and anextension of Post Office Road into the center. Improvements for the shopping center are scheduled tobe completed in the late summer/early fall of 2008, located on the second floor of the shopping center,is approximately 8,600 square feet in size and contains approximately 25 usable rooms.

The CCAA held an Open House weekend event at Space 235 in May 2008 to obtain input and detailedfeedback from the arts community and the general public on potential arts activities, layout of thespace, and hours that they would prefer to use the facility. The turnout was excellent – over 100 people– and the overall response was extremely positive regarding the merits of establishing a center inSmallwood Village. In addition, the results found that the top three desired uses are: 1)workshops/classes; 2) gallery space; and 3) an arts cafe. Their input also revealed that participantsprefer afternoon and early evening hours to utilize the facility.

The CCAA, with input from local artists and others attending the Open House, has formulated apreliminary design concept for the potential arts center. The largest spaces would be dedicated for useby visual and performing artists. The visual arts area would include gallery, studio, and workshopareas. The performing arts area would be used for rehearsals and performances by music, theater, anddance groups. A large multipurpose area could serve a variety of uses including open space for an artscafé, informal social interaction, and literary arts. The more public spaces near the front are envisionedas a public gallery, retail and meeting room spaces. The initial public operating hours would be 12:00noon to 6:00 pm Tuesday through Saturday. The center is envisioned to operate with a strongpartnership between Saul Centers, the tenants and neighbors of Smallwood Village, Charles CountyGovernment, the Charles County Arts Alliance, and member artist and arts organizations.

The space is in very good structural condition overall. Minor renovations and repairs will be needed inorder for the space to be permitted by the County and occupied by the Arts Alliance. In addition to

Waldorf Center for the Arts – Space 235: Feasibility Study v July 29, 2008

basic necessary renovations, there are additional items desired by the CCAA and artist community thatwould maximize the space for use as an arts center. These include installation of soundproofing,ventilation, and additional windows; removal of some walls; raising of the ceiling; and other items.

A multidisciplinary arts center in the Smallwood Village Shopping Center could provide manyopportunities for both the Arts Alliance and the County to offer high quality artistic programs and artseducation, to serve both Charles County residents and visitors. Many Charles County arts organizationslack sufficient space for rehearsals, performances, meetings, retail, and classes/workshops; thus a newmultidisciplinary arts center would help fulfill a need for many artists in the County. Space 235 wouldalso provide a comprehensive arts venue for the northern area of the county, that currently has very fewarts-related amenities. The arts center also has the potential to help revitalize Smallwood Village andthe surrounding neighborhood, making this a true “win-win” public- private partnership between theCharles County Government, Charles County Arts Alliance, and Saul Centers, Inc. The arts center hasthe potential to contribute greatly to the County's quality of life and be a real asset to the County.

In conclusion, this study recommends that Charles County strongly consider leasing and renovating thespace, then have the CCAA provide programming and management of the space as an arts center.Conversion of the space to an arts center is consistent with County programs, plans, and policies,including the County's growth management policies to concentrate development in already developedareas. It is specifically consistent with the 2006 Charles County Comprehensive Plan and the Waldorf

Sub-Area Plan. The estimated total cost to renovate the space, including these additional desired items,is approximately $274,973, including associated architectural and engineering fees as well asconstruction. The study also recommends the establishment of an Advisory Council to provide ongoinginput and coordination on facility management and operation, once the doors are open. This AdvisoryCommittee would ensure that the spirit of partnership continues throughout the evolution of Space 235and that mutual goals and expectations are clearly articulated and addressed. Representation of theAdvisory Committee might include the Charles County Arts Alliance and member arts organizations,Charles County Government, Saul Centers and other Smallwood tenants.

Waldorf Center for the Arts – Space 235: Feasibility Study vi July 29, 2008

Introduction

The Charles County Planning Department has conducted a feasibility study to assess the possibility ofconversion of a vacant 8,600 square foot office space in Smallwood Village Shopping Center, locatedon St. Charles Parkway in Waldorf, Maryland, to a multidisciplinary center for the arts. This center isenvisioned to be truly multidisciplinary – in other words, a center for all the major types of arts,including visual, performing (music, drama, dance), and literary arts. The study has been performed atthe request of the Charles County Arts Alliance (CCAA), the designated arts council for CharlesCounty as recognized by the Maryland State Arts Council (MSAC), an agency of the State Departmentof Business and Economic Development (DBED). The CCAA, founded in 1987, is a 501(c)(3) non-profit organization that serves as an umbrella organization for the various segments of the County's artscommunity. It currently has a membership of over 240 individual performing, visual, and literaryartists; arts organizations; and arts patrons and supporters in Charles County. The CCAA's mission is topromote all the arts, arts organizations, arts in education, and individual artists; provide artsscholarships; and work to ensure that all Charles County citizens have access to arts programming.

Background

In 2005, the Charles County Arts Alliance, working withrepresentatives of key arts organizations in the County as wellas other arts stakeholders, initiated a visioning process for thearts called Arts Vision 2020. The goal of this process is togrow, support, and develop all the arts in Charles County. Theprocess started with a strategic planning workshop known asthe First Charles County Arts Summit. At this summit, heldon October 21, 2006, over 80 people representing a broadsector of the County arts community and other stakeholdersworked together to brainstorm some initial visions and goalsfor the Arts Vision 2020 process. Monthly follow-upmeetings, with the help of a professional facilitator, were heldduring the spring of 2007 to further organize and refine the ideas of the participants into concrete goals.The end result is the final report just completed in June 2008: Arts Vision 2020: A Strategic Plan for

the Arts in Charles County, Maryland. This report is expected to be a guiding document and road mapfor development of the arts in Charles County through the year 2020.

One of the major recommendations of the Arts Vision 2020

participants is the establishment of a multidisciplinary artscenter. During the time this and other Arts Vision 2020

recommendations were being developed, an opportunity arosein conjunction with the planned renovations at the SmallwoodVillage Shopping Center. Saul Centers, Inc., had recentlypurchased the shopping center from American CommunitiesProperties Trust (ACPT). Saul Centers, based in Bethesda,Maryland, is a major operator and manager of shopping centersand offices in the metropolitan D.C./Baltimore region. SaulCenters is currently renovating the shopping center. Therenovations include extending Post Office Road into the center's

Waldorf Center for the Arts – Space 235: Feasibility Study 1 July 29, 2008

Arts Vision 2020 meeting, January

2007

Input from Arts Vision 2020 Summit,

October 2006

property, facade improvements, and demolition of two buildings to provide space for additionalparking. Renovations are expected to be completed in late summer-early fall of 2008. The renovationswill hopefully revitalize Smallwood Center. See Appendix A for a site development plan of therenovations.

One of the Arts Vision 2020 participants, Waldorf artist Heather Bartlett, came upon the idea to utilizethe largely vacant movie theater building at Smallwood Village as a “black box” theater, independentfilm theater, and other various uses. Reasoning that such a theater could serve as an anchor for a futureArts and Entertainment District, Ms. Bartlett enlisted the help of County Commissioner Gary Hodge(District 4), who initiated discussions with the new owners of the shopping center, Saul Centers, Inc.Ms. Bartlett also obtained CCAA endorsement to pursue this project. After initial discussions, SaulCenters determined that it was fundamental to their business and renovation plans to proceed withremoving the theater building in order to provide greater visibility and additional parking for availablecommercial space adjacent to the theater. However, in a letter dated September 7, 2007, Saulgenerously offered to lease to the County a 8,600 square-foot second-floor office space for use by theArts Alliance for a term of five years. The proposed terms of the new lease are for the County to rentthe space at $1.00 per year, plus nominal common area maintenance fees, property taxes and utilities.The terms also stipulate that the proposal is contingent on the County working with the CCAA to“create an acceptable arts program that will be beneficial to the tenants of the center.”

A copy of the letter from Saul Centers to Commissioner Hodge outlining the terms described above isincluded as Appendix B.


The Impact of the Arts

According to a recent Maryland State Arts Council report, the arts in Maryland have experienced agreat surge in all types of arts activities – performing, visual, and literary – in the past decade. Inaddition, the state's investment and private sector support of the arts grew significantly during thisperiod. Some of the results of this investment include new and expanded museums and arts centers;historic site renovations and adaptive re-uses for the arts; numerous arts and entertainment districts;film festivals and venues; and additional high school and college arts programs.

The arts are a vital part of the state's and County's economy, and can be the same for the local economy.According to an annual study by the Maryland Department of Business and Economic Development(DBED), the arts generated $43 million in state and local taxes in Maryland in fiscal year 2007, upalmost $6 million in FY 2006, and generated over 15,000 full- and part-time jobs. In SouthernMaryland, the arts generated $8.4 million in gross sales, over $300,000 in state and local taxes, andover 107 jobs in FY 2006. While this is a considerable economic impact, it is still the lowest of anyregion in the state. More information on the economic impact of the arts in Maryland is available inAppendix C.

Trends

Arts venues are a major catalyst in helping the artscommunity flourish and to improve quality of life.Facilities devoted specifically to the arts,particularly performing arts venues, have becomevery popular. These facilities draw large audiencesand have an impact. There are many such facilitiesin the metro Washington, D.C. and Baltimoreregions; Strathmore Music Center in Bethesda andWolf Trap in Northern Virginia are just a fewexamples. Smaller arts centers are also popular,such as The Patterson multipurpose arts center inBaltimore, Maryland Hall for the Creative Arts inAnnapolis, and Harmony Hall Regional Center inFort Washington. See Appendix K for more information on these arts centers.

Another major trend in Maryland is the growing number of Arts and Entertainment Districts. Atpresent there are 17 such districts across the state. An Arts and Entertainment District is an areadesignated by the Maryland State Arts Council that contains a high concentration of arts and culturalfacilities that serve as the anchor attraction for the District. Arts and Entertainment Districts can receivespecial benefits including property tax credits for new construction or renovation of buildings that serveartists and arts and entertainment enterprises as well as other tax benefits. See Appendix D for moreinformation and guidelines on Arts and Entertainment Districts.

A multidisciplinary arts venue can have a positive economic impact on the County. The existence ofabundant arts and cultural amenities are major amenities that will attract more companies to the county;such quality of life amenities are one of the largest factors in where companies decide to locate. Morecompanies mean more jobs for existing residents. An arts venue will also attract visitors which would


Ballet Arts Academy at Old Waldorf School dancers

perform at CCAA grant reception, November 2007

help the County in terms of tourism. The Smallwood Village space could serve as an independent artscenter and also possibly as an anchor for a future Arts and Entertainment District.

Interest and Need

Currently Charles County has a rather limited number of arts venues and facilities. These venues arescattered throughout the county and tend to have a single specialized arts focus (such as visual arts,theater or dance) rather than beingmultidisciplinary. The Arts Vision 2020

effort confirmed that County artists'needs are wide ranging and diverse. Oneof the greatest needs is simply space – toperform, rehearse, and show their craft.There are few venues available forperforming groups, who often have touse facilities that are not specificallydesigned for performances, such asschools and places of worship. Often,groups cannot rehearse in the samespace that they will perform, thus equipment such as lights, microphones, and scenery are onlyavailable for a one- or two-time rehearsal. These limitations use time and energy that could be betterspent for actual performances. In addition, visual artists are in need of space to create, show and selltheir work, as well as space to teach classes and workshops.

Besides the artists themselves, the general population is in need of a greater number and variety of artsamenities. The fast growing and well-educated population of the County is one of the strongestarguments for development of arts and cultural facilities and venues. The County as a whole isexpected to grow to a population of approximately 194,000 by the year 2025; this represents a 41%jump in population over a 20-year period (Charles County Comprehensive Plan, p. 2-7). As theCounty's designated growth area, Waldorf is envisioned to absorb 75 percent of the County's populationgrowth over the next twenty years. Although the Waldorf area has a population of 76,2701, it has veryfew existing arts and cultural venues or amenities.

Charles County also has a large and growing youth population who can greatly benefit from activitiessuch as visual arts, music and drama classes and workshops. The county is also becoming moreculturally diverse - a centralized arts facility will be necessary to provide a place where students andartists of all ages and ethnic backgrounds can come together to work, exchange ideas, learn from oneanother, enjoy artistic interaction/collaborations and build new, positive relationships.

1 Population estimate as of December 31, 2007.


Port Tobacco Players' Encore Kids performing

Site Analysis

Smallwood Village Shopping Center is located in the Smallwood village of St Charles. The shoppingcenter is bounded by St. Charles Parkway, St Thomas Drive, Village Street, and St. Ignatius Drive. Thesurrounding neighborhood is densely populated and contains apartments, housing for senior citizens, alibrary, various churches, doctors offices, and a pharmacy. The shopping center and surroundingneighborhood are served by local VanGo bus service. This densely populated area could potentiallyprovide a ready audience for the potential arts center.

The shopping center is located on a 25.07-acre site and isapproximately 197,861 square feet in area. The mainanchors of the shopping center are a Safeway grocerystore and a CVS pharmacy. Other existing tenants of theshopping center include various doctors and dentistsoffices, beauty salons, and a series of independent andfranchised, sit-down and carry-out restaurants.

Smallwood Village was a vibrant place when it firstopened in the early 1980's. However, in the past severalyears, it has experienced relative decline and currentlyhas a large vacancy rate. Proposed renovations will include significant facade improvements and theextension of Post Office Road to improve site access. As part of the shopping center renovations,additional parking will be provided on the site of the two buildings to be demolished. Saul Centers wasgranted County site plan and zoning approval in August 2007. At the time of site plan review, theparking plan proposed by Saul Centers was evaluated by County Planning staff to ensure that theproposed parking for the shopping center had the required number and size/configuration of parkingspaces, including spaces for handicapped drivers, and otherwise met the parking requirements in theCounty Zoning Ordinance. Thus, there should be adequate parking for users of the arts center.

Space 235 is located on the second floor of thebuilding adjoining the courtyard, across thepedestrian bridge from the ACPT offices. The spaceis approximately 8,600 square feet in area and isdivided into approximately 25 rooms of varioussizes. There is a small lobby and reception area in thefront portion of the space. In addition, there is asmall semi-enclosed area at the front of the spacethat serves as sort of a niche space, which could beused for a small gallery. There is a large open spaceroom in the back portion of the space that contains

kitchen fixtures (counter space, sink, cabinetry, hookup for refrigerator). This could become theinformal social gathering space for the arts center, or perhaps an arts cafe. The space was previouslyused as classrooms by the College of Southern Maryland and also as a doctor's office. There are tworegular restrooms as well as two handicapped restrooms near the front of the space. Refer to layoutdiagram for Space 235 in Appendix E.


Artistic rendering of Smallwood Village Center

after renovations

Artistic rendering of Smallwood Village Center after

renovations

Consistency with County Policies and Programs

The 2006 Charles County Comprehensive Plan recognizes the important role that the arts play inenriching the quality of life for the county's citizens and recommends that the County play a strongerrole in actively supporting the arts (Comprehensive Plan, p. 4-8). In addition, the Waldorf Sub-Area

Plan highlights the importance of arts and entertainment uses as community-enhancing features thatcan enliven downtown commercial areas. The potential development of an arts center at SmallwoodVillage would be consistent with these recommendations.

In addition, the arts center has the potential to enliven and revitalize an older declining retail center inan already densely developed area of the county. This is consistent with the County's growthmanagement policies, which emphasize the development and redevelopment of currently developedareas and protection of rural, undeveloped areas. The Smallwood Village Shopping Center is locatedwithin a Priority Funding Area (PFA), an area specially designated by the State and the County as anarea to receive priority for State funding for development and redevelopment activities.

County Codes and Permitting

The lessee of Space 235 would be required to obtain a Use and Occupancy Permit in order to occupythe space. Depending on the extent of the renovations, the lessee may also be required to obtain aBuilding Permit for commercial alteration. A registered architect would need to review and finalize theplans for the renovations. The shopping center is located in the Smallwood neighborhood of St.Charles, which is in the PUD zoning district. All new uses to be located within the Smallwoodneighborhood require approval from the Smallwood Planning Design Review Board (PDRB).


Charles County artist Pat Lally at her River ArtsFest

tent

Vision for the Waldorf Center for the Arts: Space 235

The vision for the Waldorf Center for the Arts - Space 235 is tocreate a dynamic multidisciplinary arts center that will servethe needs of the local arts community as well as attractaudiences and other users. The center is also envisioned to be aplace where different types of artists – visual, performing,literary – can develop their businesses and organizations, meetto discuss their craft, build new collaborative relationships andthemselves enjoy art. It is envisioned that Space 235 wouldserve the needs of all Charles County citizens, includingchildren, adolescents, senior citizens, students, families, andpeople of diverse backgrounds, income and education levels. Itis also hoped that the arts center can have a positive impact onSmallwood Village shopping center and the surroundingneighborhood.

The Charles County Arts Alliance held an Open House weekend event on May 17 and 18, 2008, toobtain input and detailed feedback from artists and the general public on the types of activities theywould participate in and/or attend at the potential arts center. They were also asked to provide ideas on:1) best uses for each of the 25 existing rooms; 2) how they would potentially rearrange the rooms in thespace in order to make them more optimal for various arts uses; and 3) the days and hours they wouldprefer to patronize the center. During the event, the participants toured the space, completedquestionnaires, and drew in their ideas on rearrangement of the space on a layout diagram sheet.

The overall response was extremely positive regarding the merits of establishing an arts center inSmallwood Village. One of the most significant findings was the need for multipurpose areas to serve avariety of artists and audiences. In addition, the results found that the top three desired uses were:

1) Workshops/classes2) Gallery space3) Arts cafe

The feedback also showed that most participants preferred afternoon and early evening hours. Refer toAppendix F for results from the questionnaire distributed at the Open House.

The CCAA consolidated the feedback from the Open House and formulated a proposed floor plan forthe potential arts facility, as described in the next section.

Proposed Layout for Space 235

The Center proposes two anchor areas: a spacious area for visual artists – painters, sculptors, potters,etc. – to create, show, and sell their work; and a sizable space for performing artists to rehearse andperform. A proposed floor plan is contained in Appendix E for reference. The initial proposal is forSpace 235 to be open to the public from 12:00 noon to 6:00 pm Tuesday through Saturday. Duringthese hours, staff would always be available to answer questions and direct visitors to galleries or otherongoing exhibits. The center would also be available to other users – for classes, workshops, rehearsals,performances, etc. – at other times on a first-come, first-serve basis.


“Nature's Gift of Spring” by Frank

Comstock

Refer to Appendix E, Proposed Floor Plan for Space 235, for locations of the following spaces.

Small Space Gallery

In the front section of Space 235, across the hall from Rooms 20 and21, is a small semi-enclosed space that could serve as a small galleryspace. It features a unique stepped wall and glass bricks, making it avisually interesting and appealing space that would complementchanging visual arts exhibits on display. Receptions could be held herefor featured artists at regular intervals. Casual visitors would enjoyvisiting this unique space; it would also be ideal for exhibits of theworks of children and seniors. This space would be open to the publicduring regular hours of operation.

Gallery 20 & 21

The rooms along the right-hand corridor are recommended for use forvisual art activities. It is envisioned that the two front rooms (Rooms20 and 21) could be used as larger galleries; they could be two separategalleries or the two rooms could be combined into one large gallery.The gallery could display both paintings and sculpture, particularly if itwere one combined room. Room 21 has windows along its south side; Room 20 does not havewindows, however, clerestory or porthole windows could be installed along the eastern-facing wall toprovide natural light. This space would be open to the public during regular hours of operation.

Artspace

Rooms 18 and 19 are recommended for workshop/classroom space. Room 19 contains an existinghookup for water (a sink would need to be installed) that could be used for pottery, ceramics, painting,and other types of art. Rooms 18 and 19 could be combined into one larger workshop room. Theserooms do not have windows; however, small windows as described above could be installed. Bothchildren and adults are in need of such classes. This space would be available during scheduled events.

Performance Corner

The back left-hand corner area of Space 235 is recommended to be reconfigured as an area forperforming arts. This area would potentially consist of combining existing Rooms 10, 11, 12, and 13.The space could be used for both performances and rehearsals. Potential users include theater groups,choral, instrumental and other musical groups, and dance studios. Rooms 14 and 15 could be used asdressing rooms and/or storage rooms for these groups. This performance space would be open byappointment. The performance area would serve in particular the need for a venue for youth to practiceand perform their music. The front reception area could be used as a box office during performanceswhile the room adjacent to the handicapped restrooms could be used as a coat closet duringperformances. This area would be available during scheduled rehearsals and events.

Retail/Studio Space

Rooms 1, 2, 3, and 4 in the front left-hand corner of Space 235 are envisioned for use as a potentialretail shop and/or studio area. These rooms could be combined into two rooms or even into one largeroom. There are existing windows along the south-facing wall of Rooms 1 and 2. Artists' retail shopswould be a benefit for the general public, as well as provide an opportunity for local artists to sell theirwares in a dynamic artistic atmosphere. It is recommended that any retail shop sell the art of several


Annual Senior Art Exhibition

and Competition

local artists, rather than the work of just one artist. This space would be open to the public duringregular hours of operation.

It would need to be decided what organization would manage such a retail shop. One of the next stepsbeyond this study would be to develop a business model for managing a retail shop.

Multipurpose Space

Input from the arts community during the CCAA OpenHouse indicated a strong need for multipurpose space thatcould accommodate a variety of functions, includingconference, meeting and office space, as well as space forclassrooms and workshops. The area in the back right-handcorner of Space 235 is recommended to be set aside as amultipurpose/multi-use area. This area includes a fairlylarge semi-open space room currently outfitted with kitchencabinets and a sink, and Rooms 16 and 17. These spacescould be used for meeting and conference rooms. Smallwindows could be installed along the right-hand side ofRoom 17 and also along the back wall of the open spaceroom to provide natural light. This space would be open byappointment. The multipurpose space could serve a variety of needs, from informal social gatheringspace, arts café, arts and cultural organizations’ meeting space, to the general public who could attendarts classes or talks and seminars.

If properly outfitted (adding a refrigerator, stove, microwave, etc.) to create a full kitchenette, the openspace area could be rented out as meeting space or as space for catered events/lunches. The sub-lesseecould do their own catering.

Arts Alliance Office and Meeting Space

Rooms 7, 7a, and the front reception area are recommended as an area to be used by CCAA as its newhome and base of operations in Charles County. The walls between rooms 7 and 7a could be removedto create a sizable conference room for CCAA meetings. It is also recommended the combined 7 and 7abe offered as meeting space for community groups, who often have difficulty finding meeting space. Adoor could be cut between the combined 7-7a and the office behind the reception area to allow foreasier movement between the CCAA office and enlarged meeting room, or between the office andreception area, as appropriate.

General Office Space

Another need indicated by Open House participants, including arts organizations, was that of officespace. Rooms 5, 6, 8 and 9 along the left side of Space 235 would work well as small office spaces forarts and cultural organizations.

Other Potential Uses

Literary Arts

The Arts Alliance considers literary arts an important, if often overlooked, arts medium. The potential


Performance by El Tayrona

arts center could effectively promote this type of art. Some ideas for literary use in the center couldinclude a bookstore, poetry readings, writer's groups, book clubs, storyteller activities, “meet theauthor” events and book signings, and an arts resources library.

Arts Cafe

A total of 40 Open House participants expressed a desire to see an arts cafe within the arts facility.Besides serving coffee, sandwiches, snacks, etc., a cafe would be a venue to promote and sell art. Anarts cafe could support further programming including poetry readings, acoustical musicalperformances, etc. The success of this undertaking would require further research on successful modelsfor arts cafes and the development of a viable business plan.


“Hard Crabs and Cultured Pearls”

by Jane Deborah Vincent

Structural Assessment

An in-house structural assessment of the space was performed by the Charles County Department ofPublic Facilities. The space was found to be generally in very good condition. The electrical and HVACsystems appear to be in good working order; the air conditioning was tested and works very well. Noodor from mold was detected during the assessment. Due to the age of the space, there should be noissues with asbestos or lead paint. The roof shingles appeared to be fairly new and in good conditionoverall. Most of the existing lighting is in working order. See Appendix G for a list of basic interiorrenovations and repairs that should be done in order to improve the space for general use.

A capital renovations budget was developed by Charles County Capital Services Division staff and isprovided in Appendix H.

ADA Accessibility

According to Design for Accessibility: A CulturalAdministrators Handbook 2 , “all alterations that couldaffect the usability of a facility must be made in anaccessible manner to the maximum extent feasible”.However, “barrier removal need be accomplishedonly when it is 'readily achievable' to do so.” Inaddition, “additional accessibility alterations are onlyrequired to the extent that the added accessibilitycosts do not exceed 20% of the cost of the originalalteration.” Accordingly, it is incumbent on theCounty to only make those improvements that arefinancially feasible, such as replacing sinks that are ofa non-ADA-compliant height.

There is an elevator to the second floor across the pedestrian bridge adjacent to the ACPT office space.For the most part, this elevator meets current ADA code; however, the door width is too narrow at 32inches. The elevator should be grandfathered since it is located in an existing building and wascompliant with applicable codes at the time it was installed. The elevator was last inspected by theState Department of Labor, Licensing, and Regulation on February 14, 2008.

The elevator is located inside a set of double doors that are locked after hours. Arrangements wouldneed to be made to ensure that this elevator is accessible after hours – either the doors should beremoved, or arts center staff should be provided with a key so that they could access the elevator tohelp the user access the space from the elevator. If the doors are not removed, a push button systemshould be installed to allow all visitors to get through the doors.

For the most part, the handicapped restrooms are ADA compliant. The turnaround space in theserestrooms appears adequate; however, the sink may not be at the correct height. The width of theemergency exit doors is compliant. The preliminary walk-through found a few other possible minor

2 Design for Accessibility: A Cultural Administrator's Handbook, a publication produced by National Endowment for theArts, National Endowment for the Humanities, MetLife Foundation, and National Assembly of State Arts Agencies,2003.


Members of Amore String performing

ADA issues that should be resolved at the time of detailed architectural drawings, including sink heightin the kitchen and issues with the pedestrian bridge railing.

Fire Safety

Space 235 is equipped with basic fire safety devices, including a sprinkler system. If the County andCCAA decide to move forward with taking the space to develop an arts center, an inspection by theState Fire Marshal would be required in conjunction with the architectural planning and permittingprocess. A Fire Marshal inspection would determine if the existing catwalk/fire escape apparatus andthe current egress fully complies with current code. There are three emergency exit doors along theback walls of the rooms designated for performance space. At the time architectural plans are drawn,consideration will need to be taken to ensure that access to these doors is not blocked from other areasof the facility.

Site Security

Blackhawk Security is the firm currently contracted by Saul Centers to patrol security for the shoppingcenter. Blackhawk currently patrols the shopping center from 10:00 am to 6:00 am every day during theconstruction phase. Site security at the shopping center may change once the construction phase iscomplete. A cost estimate for a security system for Space 235 has been included in Appendix H, CapitalRenovation Budget. Additional security measures should be explored to ensure the safety and well-being of patrons of the arts center.

Optimal Renovations for Arts-Related Uses

There are several capital improvements that wouldmake the space more optimal for use as an arts center.Some of these include the installation of skylights,soundproofing, ventilation system, and the removal ofinterior walls in order to create larger rooms. A moredetailed list of these items is included in Appendix I.

The existing ceiling is between 8 and 9 feet from thefloor. To make the space more usable for performances,the acoustical ceiling should be raised or removed toprovide more height. An alternative to raising orremoving the ceiling would be simply to have it paintedblack

In addition, the rooms in the performance space are currently carpeted; the carpet would need to beremoved in order to make the space usable for performances. Feedback from the Open House indicatedthat galleries and workshop spaces should also have hard floors rather than carpet. In addition, artists'feedback indicated that some types of dance (particularly ballet) might require special flooring knownas a sprung floor. There is also the idea of using a movable “Murphy” floor, which can be moved andstored.


Performance by the Ballet Arts Academy at Old

Waldorf School

See Appendix H for a capital renovation budget which provides estimated costs for some of theseoptimal renovation items.


Facility Operations

Operating Expenses

Via its potential programs and strong partnerships, Space 235 could meet the goals of a variety ofentities. These programs and partnerships can effectively serve the local arts community, stimulateeconomic development, enhance tourism, and be a catalyst for shopping center revitalization. Ongoingoperation of the potential arts center is a vital component to consider when determining whether toaccept an agreement to lease and manage the center. Some major anticipated operating expensesinclude:

• Rent• Real estate taxes• Common area maintenance fees• Utilities• Telephone and Internet service• HVAC maintenance• Monitoring and maintenance of fire alarm and security systems• Salaries and any associated benefits/payroll taxes• Insurance• Custodial services• Office supplies

A proposed operating budget for the Space 235 arts center is included in Appendix J.

Staffing

Staffing needs of the center would include:• Staffing the reception area during regular operating hours• Scheduling of individual spaces for classroom use, studio use, performances, etc.• Managing the retail shop• Overseeing the logistics of the gallery spaces• Managing space rental agreements• Managing the physical operations of the space, including being a liaison to Saul Centers for

maintenance needs• Custodial needs• Security needs

The CCAA is prepared to provide the arts programming and partial staffing needs of the potentialWaldorf arts center. However, additional staff time will be required in order to effectively manage all ofthe above tasks. There are several creative options for arranging these staffing needs of the center. Oneoption would be to create an “artist-in-residence” program whereby artists can utilize studio andexhibition space for free in exchange for their staffing the center on a volunteer basis. This co-operativeapproach has been conducted successfully by other art centers.

Another idea would be to create a contractor staff position to serve various center needs. This personcould manage the retail shop and also handle other duties such as assisting with general staffing needsduring public operating hours, managing the gallery spaces, and providing assistance with marketing


and promotion of the center. Such an “Arts Development Specialist” position could be a contractposition within County Government funded through the proceeds of the retail shop. The Countyposition could be a detail position, for example, located at the arts center.

Other funding mechanisms to assist in covering the arts center operations such as fundraising andcorporate/private funding sources should be explored as well.

Precise staffing arrangements would be worked out during negotiations between the County, CCAA,and Saul Centers. Any combination of the above staffing options could be utilized, or other optionscould be explored.

Arts Programming & Partnerships

Programs in Space 235 should be designed to provide a wide variety of options to serve the needs oflocal artists and the public. Feedback from the Arts Vision 2020 process as well as the Open House inMay 2008 on desired events and activities should be incorporated into this design. The following aremajor categories of programs that could be offered.

Classes/workshopsThe most frequently chosen activity by open house participants was theneed for space for classes and workshops, for both adults and children.A wide variety of classes could be offered in Space 235, includingpainting, drawing, ceramics, pottery, jewelry-making, music, and dance.

Gallery spaceThe desire for gallery space was another of the “Top 3” activitiesexpressed at the open house. A gallery in Space 235 would provide thepublic an opportunity to enjoy the art of local painters and sculptors; itcould also provide a venue to showcase the works of children andseniors. Potential gallery space(s) could host events such as curator talksand receptions for artists; they could also offer museum-quality exhibitspace for traveling arts exhibitions from museums. The County TourismDirector has indicated that there are several such exhibitions that areready to travel, but are in need of exhibit spaces.

The arts center should also work with nearby schools as well as thesenior housing facility on Village Drive to showcase students' and residents' artwork as well as offerclasses targeted to these populations. The Small Space gallery, combined with the front lobby area ofthe Space 235, would provide an ideal space to host art shows, receptions, and small awardsceremonies for these artists.

PerformanceThe space could be used for a variety of music performances, from vocal, choral and instrumentalmusic to classical music recitals to jam sessions. As for drama, the space would work well for blackbox-type theater performances. The Performance Corner would also provide a venue for various danceperformances.


Artist teaching J.C. Parks

student the art of jewelry

making

Studio spaceArtists are in need of studio space for a wide range of art, including painting (watercolor, oil, acrylics),pottery/ceramics, sculpting, photography, and woodcarving. The studio/workshop area in Space 235would be ideal opportunity to showcase “artists at work” and/or “artist in residence” for the public toenjoy, similar to the Torpedo Factory Arts Center in Old Town Alexandria, VA.

Outdoor activities and eventsThe balcony area outside the front door of Space 235could serve as a “plaza” that would feature fun artsactivities. Such activities would draw people into thecenter and help provide vibrancy and stimulatebusiness activity in Smallwood Village. Outdoorseating could be provided. Some outdoor activitiescould include:

• Small music and dance performances• Visual artists doing their work – such as

portrait painters, “plein-air” painters• “Meet the Artist” and “Meet the Author”

events• Mime• Puppet shows• Arts-themed receptions and picnics

In addition, working with Saul Centers, CCAA could utilize the ground level courtyard space below thearts center to sponsor additional creative arts programming, such as:

• Arts/heritage/ethnic festivals• Street fairs• Public art• An “art walk” at a regular time each month

Partnerships

The Center at Space 235 should seek to establish partnerships with local organizations and populationssuch as the local library, senior center, and schools. Representatives from the neighboring P.D. BrownLibrary have expressed a great deal of interest in collaborating and partnering with the potential artscenter. The library is in need of space for book discussions, workshops, trainings, and other events.Library representatives also expressed ideas to do cross-promotional collaboration.

The arts center could also work with other tenants of Smallwood Village, particularly restaurants, tocollaborate on arts activities and do cross-marketing. For example, the Indian restaurant on the firstfloor could provide catering services to the Center, and also further promote art activities at the centerby sponsoring Indian music and dance performances.

Charles County currently has several outstanding arts venues and facilities such as the Port TobaccoPlayers, Mattawoman Creek Arts Center, Indian Head Center for the Arts/Black Box Theater, andothers. These facilities serve far ranging and diverse areas of the county. It is the intention of the Arts


"Pansies" by Connie Miller

Alliance that the potential arts center at Space 235 should complement existing arts organizations andfacilities rather than compete with them, in an effort to continue to further develop and enhance the artscommunity in Charles County. One idea is that Space 235 could provide space for “satellite” venues forthese other organizations and facilities. In addition, the Waldorf center should promote these facilitiesin other ways as well, such as providing their brochures.

Promotion

Effective promotion of the center will be key to its success. This is an area where the Charles CountyTourism Office is envisioned to provide a good deal of support. The Tourism Office could promote thearts center in its brochures advertisements, website and other promotional media. In addition, the centercould be promoted in regional publications such as the Southern Maryland Trails Guide and otherefforts of the Southern Maryland Heritage Areas Consortium.

According to the County Tourism Office, it is important to consider audience needs and desires in orderto ensure a successful facility. Providing activities that will attract visitors is vitally important forgenerating operating funds. The following are some ideas for uses and activities that would drawvisitors:

• Arts cafe• Artists at work – potters, portrait painters, etc. (a good example is the Torpedo Factory in

Alexandria)• Paint your own portrait• Throw your own pottery• Make your own music CD• Toot your own horn• Star in your own play• Write your own poem• Retail shop where visitors can buy unique local art• Outdoor festivals, fairs

In addition, availability and effective use of digital technology and electronic media could make thearts center more attractive to young people. Enhancements such as wi-fi, an audio/video recordingstudio, CD production capability, and other interactive hands-on technologies would serve to give thearts center a modern “hip” and futuristic feel that would likely increase its visibility and usage, both bycounty residents and potential tourists.

There are many things Space 235 can do to promote itself. “Eye-catching”activities and displays at the front of the center and along the streetscapebelow, such as attractive banners/signs, window displays of art that is soldor made in the arts center, and public art in the outdoor area, would serveto attract visitors. Outdoor activities and events such as those describedabove under Programs would also draw people into the center and providevibrancy and stimulate business activity in Smallwood Village. A regularcalendar/schedule of events listing for performances, galleryexhibits/classes/workshops, etc. should be produced and widelydistributed so that the public is aware of the center and its activities.


"Wild Red Roses" by Sandra

Germann

The Tourism Office is working on ideas for possible tourist “packages” to market to visitors. The ideais that these packages would include such items as a stay at a bed and breakfast, buy local produce, anight at the theater, etc. A visit to the potential arts center (and perhaps a show there) could be anotheritem to include in a tourist package. Some arts center items could include tickets to a performance,throw your own pottery, etc. These local or regional tourist packages could include not just thepotential arts center in Waldorf, but also other County arts facilities and venues providing opportunitiesfor cross-promotion of other facilities and assets.

One of the strengths of the potential arts center's location isits accessibility for buses and motor coaches. This easilyallows groups, from local school groups to regional tours,to access the Center and take advantage of its activities andprograms. The fact that the facility has adequate restroomsis also a plus.

At the same time the Tourism Office is promoting the artscenter, the center could provide promotional materials onCharles County – cross-marketing would benefit thepartnership. For example, an interactive kiosk at the centercould be used to help visitors orient themselves to CharlesCounty and find out more what the County has to offer.

Potential Funding Sources

Adequate funding will be key to keeping the potential arts center operating. The following are variousfunding sources that should be utilized or explored.

1. Charles County Arts AllianceThe CCAA is prepared to provide the arts programming for the arts center, along with partial staffing to manage the facility.

2. Charles County GovernmentIt is recommended that Charles County provide capital improvement funding for the initialrenovations to the facility. The County should also provide through existing staff resources,some marketing and management support for the arts center. In addition, it should consider thepossibility of creating an “arts incubator” at the facility, with partial staffing provided in theform of an “Arts Development Specialist” for the retail portion and other related activities.Operational expenses, such as utilities, real estate taxes, and common area maintenanceexpenses, should be negotiated between Charles County Government and Saul Centers.

3. Saul CentersSaul Centers has generously offered to provide the space for a minimal fee. However, a well-planned and managed arts center has the potential to attract tenants and patrons to SmallwoodVillage, which would ultimately help in the overall success of the shopping center. Therefore, itis recommended that operational expenses, such as utilities, real estate taxes, and common areamaintenance expenses, be negotiated between Charles County Government and Saul Centers.


Southern Maryland Concert Band performing

4. Space RentalSpace rental could be a significant revenue generator for the arts center and should be exploredfurther through the researching model arts centers management and the development of acomprehensive business plan. Space rental would require more intensive staff time to deal withsuch issues as rental agreements, security deposits, lessee insurance/liability issues, andscheduling. The County would also need to confer with Saul Centers regarding amending thelease agreement for sub-letting. The following are categories of rentals that could be considered,using a variety of approaches:

• Artists studios• Meeting Space• Office Space• Retail Shop• Classroom Space• Receptions and Private Parties• Vendor/Café

Feedback from the Open House indicated that space should not be rented permanently to artists,but rather on a rotating basis, to make the space more available for a greater number of artistsand/or organizations.

5. Corporate/Private SponsorshipSoliciting corporate and/or private sponsors is another fundraising strategy to be explored.There are many creative ways to use corporate dollars. An example would be naming rights torooms on the arts center, or to the center itself. The potential gallery space(s) in Space 235 couldalso attract benefactors/corporate sponsors by hosting exhibit space for traveling arts exhibitionsfrom museums.

6. FundraisingFundraising should be considered as appropriate to support and expand programs andoperations.


El Tayrona performing

Next Steps

The Charles County Arts Alliance strongly endorses the idea of establishing an arts center in Space 235at Smallwood Village Shopping Center. It is one of the top recommendations stemming from the three-year Arts Vision 2020 strategic planning effort just completed, and is consistent with the organization’smission: to promote ALL the arts in Charles County.

As its contribution, the CCAA proposes to provide the arts programming and partial staffing to managethe facility with regular hours of operation. This CCAA proposal assumes that the Charles County/SaulCenters agree to cover other operating expenses including utilities, property taxes, and common areamaintenance, cover capital improvements of the space, and provide partial staffing. If such a proposedarrangement is agreeable, the next steps would include:

• Finalize a Lease agreement with Saul Centers with Charles County as lessee.• Develop a Memorandum of Agreement (MOA) between the Charles County Commissioners

and Charles County Arts Alliance.• Establish an Advisory Council to provide ongoing input and coordination on facility

management and operation. This Advisory Committee would ensure that the spirit ofpartnership continues throughout the evolution of Space 235 and that mutual goals andexpectations are clearly articulated and addressed. Representation of the Advisory Committeemight include Charles County Arts Alliance and CCAA member arts organizations. CharlesCounty Government, Saul Centers, and other Smallwood Village tenants.

• Work with staff to develop a business plan for Space 235, including the exploration of:• Models of other arts centers• Models for agreements with artists and other entities for rental/use of spaces within the

facility• Business model for managing a cafe• Business model for managing a retail shop


"Trees in Fog" by Frank

Comstock

Conclusion

The establishment of an arts center at Smallwood Village Shopping Center is an important newpublic-private partnership between Charles County Government, Saul Centers, and the Charles CountyArts Alliance. Benefits of such a center include improving the quality of life for County citizens,having a positive economic impact on the County, and fueling revitalization of the shopping center andthe surrounding neighborhood by drawing businesses to and creating a more vibrant atmosphere at theshopping center. Establishment of the potential arts center would help achieve one of the major goals ofthe Arts Vision 2020 strategic plan – that of providing a multidisciplinary arts center that can providefor the educational and artistic development of literary, performance, and visual arts. The proposedWaldorf center would have a unique focus – a multidisciplinary arts center that serves the whole gamutof the arts community – visual, performing (music, drama, dance), and literary arts. It would alsoprovide a comprehensive arts venue for an area of the county, Waldorf, that currently has very few arts-related amenities, despite its being the most heavily populated area of the County. In conclusion, thisstudy recommends that the County pursue this opportunity for a new cultural amenity for the citizens ofCharles County.


Ballet Arts Academy at Old Waldorf School dancers perform at

CCAA grant reception, November 2007

Appendix A

Site Development Plan

Smallwood Village Shopping Center Improvements

Waldorf Center for the Arts – Space 235 July 29, 2008

Appendix B

Letter to Charles County from Saul Centers, Inc. with proposed lease agreement

September 7, 2007


Appendix C

Maryland State Arts Council

FY2007 Report on Economic Impact of Nonprofit Arts Organizations in Maryland


Appendix D

Maryland State Arts Council

Arts and Entertainment Districts

Guidelines and Application


Appendix E

Space 235 Proposed Floor Plan


Appendix F

Charles County Arts Alliance -

Summary of Feedback Questionnaire Responses

From Open House at Space 235

May 17-18, 2008


Appendix G

List of Basic Renovations and Repairs Recommended for Space 235


Basic Renovations

The following are basic renovations and repairs that should be done in order to improve the space forgeneral use:

• The walls should be re-painted. • The carpet should be cleaned. The existing carpet is in very good condition and has very few

visible stains.• The floor tiles should be stripped and waxed.• The bathroom plumbing should be rendered operational and the bathrooms cleaned.• The doors to all the rooms should be re-keyed. In addition, a master key should be obtained (a

master key is one key that can open any of the doors).• The fire alarm system and fire extinguishers should be tested and replaced, if needed.• The fire exit signs should be replaced.• A superficial wall crack should be repaired.• A new security system should be installed.• A telephone/voicemail/Internet system should be installed.• The light lenses may need to be cleaned.

In addition, the following capital office items will need to be purchased:• Copier• Office furniture• Computers and peripherals


Appendix H

Capital Renovations Budget for Space 235


Appendix I

List of Optimal Renovations for Arts-Related Uses


In addition to the basic necessary items described previously, there are several capital renovation itemsthat would make Space 235 more optimal for use as an arts center. These are as follows:

• Removal of interior walls: In order to create larger spaces that lend themselves more easily touse for performances, galleries, and workshop spaces, some interior walls could be removed inorder to combine some of the rooms. Most of the interior walls are not load bearing and thuswould not be too difficult to remove. However, removal of walls would most likely entail therelocation of wiring. Also, removal of walls may cause a need to replace carpet, which would bemore expensive than simply cleaning the existing carpet.

• Soundproofing : Soundproofing should be done to those rooms that will host music or dance.This would keep musical groups and dancers from disturbing other users of the center as well asthe adjacent tenants or those tenants on the first floor.

• Enhanced flooring : To make for a better performance experience, particularly for dance andtheater, performance artists recommend that special flooring, such as sponge or double-sprungflooring, be installed. At a minimum, carpeting should be removed from any area designated forperformance. One less expensive option would be the use of a movable “Murphy” floor.

• A special ventilation system should be installed in those rooms that are designated for use byartists who will use and/or store odorous or flammable materials, such as oil paints, or who willuse kilns. Installation of a ventilation system would require cutting a hole through the roof.

• Enhanced lighting: Many visual artists prefer natural light for their studios and galleries. Themajority of Space 235 has no windows and thus would benefit from enhanced lighting.Installation of skylights would be one way to allow natural light in. As with ventilation, ahole/shaft would need to be cut through the roof. Alternatively, new windows (clear-story,porthole, or glass brick) could be installed in certain rooms. Another alternative is to replace theexisting emergency doors with glass doors. In addition, there is a relatively inexpensivealternative to skylights called light tubes, which are smaller and less expensive to purchase andinstall than skylights.

• Modify ceiling : To give the rooms more height, the acoustical ceiling could be raised or evenremoved. The property manager indicated that the distance between the ceiling and the roofdeck is only about 24 inches, so the maximum amount the ceiling could be raised would be 1 –2 feet. The State Fire Marshal was consulted regarding raising the ceiling, and he indicated thatthis would not pose a problem for fire safety; however, the sprinkler heads would need to beraised as well, which is a rather expensive undertaking.

• Add sink to water hookup : Room 20 contains a water hookup which would be idea for use bypainters and potters; however, a sink would need to be installed there.

• A refrigerator should be obtained for the room with the kitchen setup.


Appendix J

Operating Budget for Space 235


Appendix K

Examples of Other Arts Centers


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