SR-10-23-2012-4ACity Council Meeting: October 23, 2012
Agenda Item: 4 -A
To: Mayor and City Council
From: Karen Ginsberg, Director of Community and Cultural Services
Subject: Options for the future of the Santa Monica Civic Auditorium
Recommended Action
Staff recommends that the City Council review and provide direction on which options
for the future of the Santa Monica Civic Auditorium Council wishes staff to further
analyze for future decision - making.
Executive Summary
The $51.9 million renovation of the landmark Santa Monica Civic Auditorium (Civic) is
suspended due to recent legislative actions related to the dissolution of redevelopment
and the uncertainty of funds designated for this project. The facility is still scheduled to
close on June 30, 2013. Since the Auaust 14, 2012 meeting at which City Council
authorized the suspension, staff has identified options for the facility and potential
funding sources. These options fall under four broad categories: 1) partial renovation;
2) full renovation; 3) adaptive re -use; and 4) demolition. This study session is intended
to inform Council of the various options and seek direction to prioritize further research
and planning efforts for the future of the Civic.
Background
The Civic cannot continue to operate "as is" for the following reasons:
• the building, along with its systems and performance technology are antiquated;
• it presents seismic safety concerns;
• the current business model, which relies primarily on consumer shows, is no
longer viable; and
• it operates with an annual deficit estimated of up to $2 million.
Moreover, the venue can better meet community needs and market demand. Both the
Civic Center Specific Plan (CCSP) and the City's cultural plan, Creative Capital, place a
high priority on renovation and upgrades to the landmark Civic to allow for a desired
future program of high quality, community- responsive cultural events.
The Current Model
The Civic functions as a 3,000 seat, full - service rental facility hosting a range of events
from consumer shows, concerts and community events, to filming and award shows,
with the majority of the use coming from consumer shows. In FY 2011 -12, the Civic
hosted 101 events for a total of 210 use days including days required for set -up and tear
down. Of the total, 54 were contracted events and 47 were City events, which took
place primarily in the East Wing. The Civic is staffed with 20 permanent management
and event employees and six as- needed employees who staff specific events. This
level of staffing is needed due to the predominance of consumer and trade shows that
require a great deal of staff time for set up and tear down by staff with both general and
specialized trade skills to achieve the high level of customer service for which the Civic
is known. The Civic budget was established as a City enterprise fund, but beginning in
FY 2006 -07 has required a General Fund subsidy
Community Context
The Civic, designed by Welton Becket and completed in 1958, was designated a City
Landmark by the Landmarks Commission on November 12, 2001. That decision was
upheld by the City Council at its April J_, _C2 meeting. In June 2005, the City adopted
an update to the 1993 Civic Center Specific Plan (CCSP) setting forth planning policies
and land use and development regulations for the 67 -acre area bounded by Pico
Boulevard on the south, Fourth Street on the east, Ocean Avenue on the west and
Colorado Avenue on the north. The southwestern corner of the Civic Center is defined
as the "Civic Auditorium District" with the Civic as its cornerstone, to be bordered by
open space as well as an early childhood education center and additional cultural
facilities. The CCSP identifies the need to make improvements to the Civic as a venue
for large musical and cultural performances as well as exhibitions and community
gatherings. Further, it calls for the surface parking to be consolidated into above and
below ground parking thus freeing up the land for park purposes.
ptl
Creative Ca2tLi the City's Cultural Plan, approved by Council on hcaruaa, 27. PCX7
committed the City to a cultural use of the Civic in line with the community's vision for
the facility. Creative Capital suggests that the recommendations regarding the Civic in
the CCSP be refined to reflect specific cultural uses envisioned by the community
including a performing arts venue, museum or cultural center. That vision includes the
need for significant upgrades to the building and its technical equipment in order to
support its repurposing from primarily an exhibition hall to primarily a cultural venue or
performing arts center, highlighting concerts, theatrical shows and other special events.
During the summer of 2008, capitalizing on the potential inherent in concurrent
development at Santa Monica High School ( Samohi) and the Civic, staff from the City,
the Santa Monica - Malibu Unified School District (SMMUSD) and Santa Monica College
(SMC) worked collaboratively with consultants (Koning Eizenberg Architecture and R.L.
Binder, FAIA Architecture and Planning) to explore possible shared use opportunities
between the Civic Auditorium and Samohi campuses and focused on possible shared
use in the areas of cultural linkages (Civic Auditorium, Samohi's Barnum Hall & Greek
Theatre), open space & recreation (fields, gymnasiums, courts), education (childcare,
cultural classes), mobility & access (for vehicles, buses, pedestrians & bicycles) and the
character of the surrounding streets. The findings were presented to Council on july 23.
2008.
Partnership Opportunities -- Selection of the Nederlander Organization
In exploring ways to reposition the Civic as a vital cultural hub within the Civic Center
area, on March 24_,_2009, City Council authorized release of a Request for Qualifications
(RFQ) from non - profit and/or for - profit entities interested in participating in a
public /private partnership for the cultural use and programming of the Civic. On
gprt?mber 22 2009, Council authorized the City Manager to negotiate an agreement
with the Nederlander Organization (Nederlander) to program the Civic Auditorium, and
on March 8, 2011 Council approved business terms for an agreement between the City
and Nederlander. Nederlander was selected as the City's partner to operate the Civic's
programs based on its years of experience, financial capacity, expertise in working with
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historic facilities and the public sector and its national reputation for the quality and
breadth of its entertainment products.
Key provisions of AB 1484, as well as the Department of Finance's (DOF) aggressive
implementation, create significant uncertainty with respect to Santa Monica's long -
planned priority projects. Provisions that would allow the DOF to raid the City's General
Fund create even greater risks. In order to mitigate risks to the City, while attempting to
ensure that certain priority projects that are underway are completed according to
community expectations, on ,August 14, ~2012 Council approved a contingency plan
comprised of adjustments to certain priority projects. If successful legal challenges,
DOF actions, or legislation reduces the risks associated with these projects, the
contingency plan can be further adjusted. At that meeting Council authorized the
suspension of the Civic renovation project as part of the contingency plan and directed
staff to develop alternatives for the rehabilitation of the Civic for a Council study session
to be scheduled this fall.
Discussion
Since the August 14th meeting, an interdepartmental committee comprised of staff from
Community and Cultural Services, Finance, Housing and Economic Development,
Planning and Community Development and Public Works explored options for the future
of the Civic. Without the financial resources originally designated for the renovation,
staff has re- visited all possible options, drawing on the information developed during the
multi -year community planning process outlined above. Staff identified three key
questions to frame the discussion of the future of the Civic:
• Should Santa Monica retain the landmarked Civic Auditorium?
• Should the Civic Auditorium be dedicated to a cultural use?
• For each option, what are the community benefits, financial risks and other key
considerations?
Preservation of the building and long -term cultural use:
The future of the Civic is an important component of a number of recent community
planning initiatives, including the Civic Qei te,LS tic Plan (2005), the City's adopted
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cultural plan, Creative Capital (2007), and the former Santa Monica Redevelopment
Agency's Five _Yeatlmpementation Plan _(:_Y 2309__10 to FY 2013 -14. Each of these
planning initiatives confirmed the community's desire to see the landmark building
preserved, the venue refurbished and brought to life as the cultural heart of the Civic
Center area. Key considerations include:
• The building was originally designated a local landmark in 2001, the designation
was appealed and upheld in 2002, indicating strong support for the designation.
• During last year's Council discussion of the allocation of redevelopment funds for
the Civic renovation, on May 26, 2011, the Santa Monica Conservancy presented
letters from both the California Preservation Foundation and the National Trust
for Historic Preservation indicating their strong support for this landmarked
structure.
• The Civic Center Specific Plan and Creative Capital reinforce the importance of
the Civic as cultural and educational resource.
• A cultural use of the Civic complements the overall vision of the Civic Center as a
multi- faceted destination in the heart of Santa Monica, adjacent to housing,
parks, educational and civic facilities.
Community benefits financial risks and other key considerations:
Staff has identified four broad concepts for the future of the Civic:
1. Partially renovate the Civic Auditorium
2. Fully renovate the Civic Auditorium as a multi - purpose performing arts venue
3. Adaptive re -use of the Civic Auditorium
4. Demolition of the Civic Auditorium
For each of these concepts staff explored several options, and evaluated the community
benefits, financial risks and other considerations (see Attachment A). Potential benefits
include whether an option creates positive economic benefits, creates positive cultural
impact, enhances the Civic as a City asset and enacts the Civic Center Specific Plan
(CCSP). Potential financial risks include whether or not the option requires an operating
subsidy, impacts long -term parking and /or parking revenue, leverages outside funding
sources, and offers viable partnership prospects. Other key considerations include the
estimated timeline, the preservation of the Civic's landmark status and the community
planning process for any options that are not clearly defined in the CCSP.
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Possible options for the future of the Civic areas follows:
1. Partially renovate the Civic Auditorium
la. Retrofit facility and re -open — This option would entail undertaking limited
construction to address the basic needs of this aging facility. Once completed,
the facility would offer its current programming which consists of consumer
shows, community events along with some award shows and concerts. This
option would replicate the current operations and likely the current deficit.
1b. Retrofit facility and lease — Similar to 1a, this option entails undertaking
basic necessary renovations. In this option, the City would lease the facility to
another entity and would not be responsible for its operations. Several
entertainment and retail entities have expressed interest in leasing the facility. It
is possible that a lease arrangement could include a tenant improvement
requirement.
Public Works staff estimates limited construction to address basic seismic needs
and related ADA requirements, roof replacement and hazardous material
abatement at approximately $8 to $10 million. It is not at all clear where this
funding would come from at this time. In both of the `partially- renovate' options,
the full scope of Civic renovations is not addressed and the broad arts
programming envisioned by the City and community is not realized. Prior to the
loss of redevelopment funds dedicated to the Civic, the full renovation plan was
to develop a state -of -the art performance and special events venue including
extensive acoustical, theatrical, mechanical and other customer oriented
improvements.
2. Fully renovate the Civic Auditorium as a Multi- Purpose Performing Arts Venue
2a. Renovate facility for City- managed facility with an exclusive presenter— As
noted above, in 2011 Council approved terms of an agreement with Nederlander
to move forward with this model. Leading up to this agreement, it was
determined that the model of a City- managed facility with an exclusive presenter
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worked best for the City since this model would provide greater control over the
mix of entertainment offered and would ensure a wide range of community
programming at the facility in addition to commercial entertainment productions.
This model included retaining 11 City staff to collaboratively operate the facility.
2b. Renovate facility for long -term lease presenter — In this option, the Civic
would be fully renovated and leased to a performing arts presenter. This option
differs from the City- managed presenter in that City staffing is not anticipated and
programming may differ from the Nederlander arrangement given the lack of City
participation and oversight.
2c. Issue RFP to renovate facility and develop adjacent site — This option is
essentially a financing option, a way to leverage the City's land asset to secure
the funding necessary to move forward with the renovation and development of
the cultural facility the community envisions. The City would offer a developer
the opportunity to develop the adjacent site and the associated long -term lease
fees would generate funds to renovate the Civic. Another approach would be to
require the renovation and operation of the facility as a requirement of any
development of the balance of the site. In each case a developer may be able to
leverage additional financial sources, such as historic tax credits, unavailable to
the City.
Option 2c, along with the next group of options regarding re -use, would require
further research, discussion and community input. Planning considerations
would need to include the mix of uses; architectural design; streetscape design;
the nature and quality of open space; pedestrian, bicycle and vehicle circulation;
parking; connectivity to surrounding areas including the downtown and to light
rail, implications for the CCSP and compliance with the requirements of the
California Environmental Quality Act (CEQA).
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In all of the `fully- renovate' options, the Civic construction budget is currently
estimated at approximately $52 million, a figure that will likely increase by the
time construction would begin. The availability of capital financing depends on
the partnership structure that would be in place at the time the Civic is renovated
as well as the combination of financing sources and the terms of each source.
Financing sources are discussed below.
3. Adaptive re -use of the Civic Auditorium
3a. Art center and museum —There has been a longstanding discussion of an
art center or museum in this location. The Civic Center Specific Plan calls for the
expansion of the Civic Auditorium with the addition of up to a 20,000 square foot
cultural venue. The Creative Capital planning process identified the
establishment of a cultural center or museum as an option for the Civic
Auditorium. Subsequent to discussions with Eli Broad regarding a potential
museum in 2009, the City issued a notice of opportunity for the establishment of
a museum adjacent to the Civic Auditorium in late 2010; however no responses
were received. Without the right partner organization, along with a major funder,
this option poses significant challenges. In addition, the operations model, the re-
design and potential impacts on the Landmark status, and the overall financial
viability all require further research.
3b. Meeting and events center — Adapting the Civic as a meeting and
convention space could attract more visitors to the City, increasing hotel
occupancy and other local sales. The demand for this kind of space, the
operations model, the re- design and its impacts on Landmark status, and overall
financial viability require further research.
3c. Recreational sports facility — Adapting the Civic as a multi - purpose gym
with basketball courts, exercise studios, showers and lockers would require
significant infrastructure improvements and radical interior changes. The
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demand for this kind of space, the operations model, the re- design and its
impacts on the Landmark status, and financial viability require further research.
3d. Offices and meeting space for the City — In this option the City would
adapt the Civic to move staff offices that are currently leased in and around
downtown Santa Monica. The majority of these leases end between 2017 and
2021. Public Works staff has determined that it would be expensive and
inefficient to retrofit the facility, which was not originally designed as offices.
In these `adaptive re -use' options, the Civic construction plan would entail
adapting the facility for uses that it was not originally designed for, which
presents potentially expensive design challenges and triggers new building code
requirements. Public Works preliminarily estimates that the various `adaptive -re-
use' construction budgets could be as much $80 million depending on the
ultimate use and design.
4. Demolish the Civic Auditorium
4a. Issue RFP for entire site development — If the Civic were demolished and
the entire site made available for development, a new, state of the art, multi-
purpose performing arts facility could be built by the City or private developers at
a lesser cost given the higher costs associated with historic renovation. Deal
terms associated with the development of the site could provide the method for
financing a new facility; however a valued community landmark would be lost.
Public Works estimates the demolition budget at approximately $1.25 million.
Entitlements to demolish the Civic would require compliance with the procedures
outlined in the City's Landmarks Ordinance including requirements pursuant to
the California Environmental Quality Act (CEQA).
Timeline
The timeline for the renovation of the Civic depends on the selected option. Options la
and 1 b are of shortest duration, 18 months, and would entail limiting construction to roof
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replacement, seismic retrofit with associated ADA and hazardous materials abatement
required during the construction. For options 2a, 2b and 2c, it is anticipated that
modernizing the Civic for future use as a multi- purpose performing arts center, would
require a timeline of least five years due to financing, community outreach, partnerships,
planning and construction. The timeline for adaptive re -use options 3a, 3b, 3c and 3d is
estimated at three to five years, depending on the nature of the project and the
financing.
Financial Sources
To raise $8 million to $52 million for the renovation of the Civic, the City has two primary
options that may be used alone or in combination, seek voter - approved funding and
leverage private resources.
Assessments, taxes and bonds are the three most common forms of voter - approved
funding if an alternative revenue stream cannot be identified to finance a capital project.
The most likely option being explored by staff for the Civic Auditorium is a general
obligation bond. Preliminarily, for the issuance of a 30 -year, $50 million general
obligation bond at today's rates, it is estimated that the annual debt service cost would
be approximately $3.5 million, which translates to an increase of over $100 to the
property tax bill of the owner of a property valued at $820,000, the median home price
in Santa Monica. This is a large financing, and one that would compete in priority with
the potential financing of Fire Station 1, as well as with any bonds or parcel taxes
proposed by the Santa Monica - Malibu Unified School District or Santa Monica College
during the next 18 months. Other financing methods not requiring voter approval, such
as a lease- revenue bond, may be considered if a revenue stream is identified among
the options.
The City can opt to leverage private resources for the renovation of the Civic, in
combination with voter - approved funding or without it. It is likely that several sources of
private funding would need to be combined to make the project viable. Many sources of
financing can be layered together. In fact, some financial products are only available if
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they are combined with private investment. When these sources are combined, or
leveraged, it mitigates risk for each financial source.
Preliminarily, staff has identified that private financing could include private investment,
foreign investment, historic tax credits, a lease -back option, a long -term lease and a
fundraising capital campaign, including providing naming rights. The exact financing, or
combination of financing, would depend on the development option and deal structure
ultimately selected by Council and, in particular, if the adjacent site is leveraged for a
cash payment dedicated to the Civic renovation in the form of a ground lease or similar
agreement.
Interim Use and /or Mothballing
Starting on July 1, 2013, it is estimated that the Civic may be closed or operating with
an interim use or periodic use, such as filming, for 18 months to five years or more.
During this time, the building and its systems will require ongoing maintenance, and the
facility will need to be secured and monitored regularly. Public Works staff estimates
that the costs of maintaining a closed Civic would be approximately $185,000 annually.
This amount includes staff time and funds for contract services to maintain the facility,
provide minimal custodial services, install and monitor an external security system, and
pay utility costs for a closed facility. Additional costs associated with interim use and /or
mothballing require further research.
In any scenario, it is anticipated that the East Wing may be needed for City meetings
and trainings, personnel exams and interviews, and community workshops (in FY 11/12,
these types of events utilized the East Wing 43 times). In addition it is anticipated that
the City could continue to rent the parking lot for certain special events such as the
recent Ford Fusion Launch and for film company base camps. The mothballing
estimate does not provide for additional staffing needed for interim uses such as filming
or events. Additional research needs to be done to see if the management of this rental
activity can be incorporated into existing staff responsibilities or offset by rental income.
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Next Steps
There has been strong community and Council support for the renovation of the Civic
and enriched cultural programming at the landmark facility. Concurrently, a lack of
capital improvement funds is stalling any progress toward the Civic renovation. If the
Civic is to have a future as a community cultural resource, funds must be either
committed by the voters or leveraged with existing City assets to attain private financial
support. For these reasons, staff seeks direction from Council to pursue additional
exploration and analysis of options, especially 2a, 2b and 2c that suggest retaining the
Santa Monica Civic Auditorium and renovating it for a cultural use.
Financial Impacts & Budget Actions
There is no immediate financial impact associated with the recommendation presented
in this report. However, as part of the next phase of analysis there may be a need for
some targeted outside expertise in evaluating aspects of specific options. Staff would
return to Council to seek authorization to contract for specific professional services as
needed.
Prepared by: Jessica Cusick, Manager, Cultural Affairs
Approved:
Forwarded to Council:
\. F{
Karen Ginsber Director Rod Gould
Community and Cultural S Kvi es City Manager
Attachments:
A — Civic Options Descriptions
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Attachment A — Civic Options Descriptions
Option 1a: Retrofit & Re -Open
Overview
Concept
Partially renovate Civic
Civic Design
Basic seismic upgrade with associated ADA requirements
Parking Design
Existing
Management)
City
Civic Program'
Consumer Shows
Community Events
Rent to private entity
Community Benefits
Creates Positive Economic Impact
Limited
Creates Positive Cultural Impact I
Limited
Enhances City Asset /Civic Auditorium
Yes
Enacts Civic Center Specific Plan
TBD
Depends on program
Financial Risks
Requires Operating Subsidy
$2M
Retains City Parking Revenue
($445K annually)
Yes
Requires City Staff
City employees est. @ 11
Requires Capital Investment
$8 M estimated seismic construction costs allowing similar use
Will trigger limited ADA estimated at 10% of construction costs
Leverages Other Capital Sources
No
Offers viable partnership prospects
No
Other Considerations
Estimated Timeline
18 months
Preserves Landmark Status
Preserved
Requires Community Planning Process
No
Option 1b: Retrofit & Lease
Retrofit & Lease
Concept
Partially renovate Civic
Civic Design !
Seismic retrofit of Civic
Enhances City Asset /Civic Auditorium
ADA requirements TED
Parking Design
Existing
Management-
Lease
Civic Program
Depends on lessor
Leverages Other Capita) Sources
Concerts
Filming
Offers viable partnership prospects
Consumer Shows
Pop -Up Retail
Community Benefits
Creates Positive Economic Impact
Limited
Creates Positive Cultural Impact
Limited
Enhances City Asset /Civic Auditorium
Yes
Enacts Civic Center Specific Plan
TBD
Depends on program
Financial Risks
Requires Operating Subsidy
TBD
Retains City Parking Revenue
TBD
($445K annually)
No
Requires City Staff
No
Requires Capital Investment
$8 M estimated seismic construction costs allowing similar use
Will trigger limited ADA estimated at 10% of construction costs
Leverages Other Capita) Sources
TBD
Possibility of tenant improvements agreement with lease
Offers viable partnership prospects
TBD
Various entities have expressed possible interest in leasing and
operating the Civic, as is, including Goldenvoice /AEG (concert
promoter) and the International Gem and Jewelry Show
Other Considerations
Estimated Timeline
18 months
Preserves Landmark Status
Preserved
Requires Community Planning Process
No
QV
Option 2a: City- Managed Presenter
Overview
Concept
Fully renovate Civic as a performing arts venue
Civic Design
Modern mixed -use performance center
Parking Design
Existing
Management
Public /Private
Civic Program:
Concerts
Offers viable partnership prospects
Broadway /theatrical
Special events (consumer shows, award shows, movie
screenings, corporate events)
Community events
Community Benefits
Creates Positive Economic Impact
Yes
Creates Positive Cultural Impact
Yes
Enhances City`Asset /Civic Auditorium `
Yes
Enacts Civic Center Specific Plan
Yes
Financial Risks
Requires Operating Subsidy
$1.2 M
Retains City Parking Revenue
($44SK annually)
Yes
City parking revenue upon renovation completion;
anticipate loss of parking revenue during construction
Requires City Staff
City employees est. @ 11
Requires Capital Investment
$50 M total renovation
Leverages Other Capital Sources
TBD
Possibility of presenter contribution to capital improvements
Offers viable partnership prospects
Yes
Nederlander selected in 2011
Other Considerations "
Estimated Timeline
3 years
Preserves Landmark Status
Preserved
Requires Community Planning Process
No
A -3
Option 2b: Long -Term Lease /Presenter
Overview
Concept
Fully renovate Civic as a performing arts venue
Civic Design
Modernize Civic as mixed -use performance center
Parking Design
Existing
Management
Public /Private
or Public /Public
Civic Program
Concerts
Requires Capital Investment
Broadway /theatrical
Leverages Other Capital Sources
Special events (consumer shows, award shows, movie
screenings, corporate events)
Community Benefits
Creates Positive Economic Impact i
Yes
Creates Positive Cultural Impact t
Yes
Enhances City Asset /Civic Auditorium -
Yes
Enacts Civic Center Specific Plan
Yes
Financial Risks
Requires Operating Subsidy
No
Preserves Landmark Status
Assumes City is not the operator
Retains City Parking Revenue
TED
($44SK annually)
Depends on lease terms;
anticipate loss parking revenue during construction
Requires City Staff
City employees TED
Requires Capital Investment
$50 M total renovation
Leverages Other Capital Sources
TBD
Possibility of presenter contribution to capital improvements
Offers viable partnership prospects
TED
Interest from several operators
Other Considerations
Estimated Timeline
3 years
Preserves Landmark Status
Preserved
Requires Community Planning Process
No
I_QI
Option 2c: Develop Site and Renovate Civic
Overview
Concept
Fully renovate Civic as a performing arts venue
Creates Positive Cultural Impact
and develop entire site
Civic Design
Modernize Civic with adjacent development
Parking Design
Parking lot utilized for site
Subterranean lot built by developer
Requires City Staff
Parkers relocate to other City lots; impacts to DT Parking Plan
Management r
Public /Private
c Programs
Multiple options /combinations:
r
Performing Arts Center Entertainment District
Offers viable partnership prospects
Offices /Corporate Campus Hotels /Conventions
Mixed -Use
Community Benefits
Creates Positive Economic Impact `
Yes
Creates Positive Cultural Impact
Yes
Enhances City Asset /Civic Auditorium !
Yes
Enacts Civic Center Specific Plan
Yes
Financial Risks
Requires Operating Subsidy
TED
Preserves Landmark Status
Depends on development proposal
Retains City Parking Revenue
TBD
($445K annually)
Depends on deal terms and design of the development;
anticipate loss of parking revenue during construction
Requires City Staff
No
Requires Capital Investment
Yes - TBD based on development proposal
Leverages Other Capital Sources
Yes
Leveraging would be a requirement of development agreement
Offers viable partnership prospects
Yes
Attractive opportunity for real estate development
Other Considerations
Estimated Timeline
5 years
Preserves Landmark Status
Yes
Requires Community Planning Process
Community planning process RFP process
EIR requirement City ENA /DDA process
Entitlements concurrent to ENA
A -5
Option 3a: Art Center /Museum
Overview
Concept
Adaptive re -use of Civic
Civic Design
Community arts centerto world class museum
Parking Design
Existing
Management
Public /Private
Civic Program
Exhibits /Galleries
Theatrical
Requires City Staff
Multimedia
Requires Capital Investment
Black Box
Leverages Other Capital Sources
Cafe
Offers viable partnership prospects
Museum Store
Community Benefits
Creates Positive Economic Impact
Yes
Creates Positive Cultural Impact
Yes
Enhances City Asset /Civic Auditorium
Yes
Enacts Civic Center Specific Plan
Yes
Financial Risks
Requires Operating Subsidy
$ 3 M - $10 M
Preserves Landmark Status
Possible impacts to current cultural programs
Retains City Parking Revenue
TED
($445K annually)
Depends on deal terms and design
Anticipate loss of parking revenue during construction
Possible reduced long -term Civic lot demand
Requires City Staff
Possible City employees with differentjob functions
Requires Capital Investment
$40 -$80 M total renovation
Leverages Other Capital Sources
TBD
Offers viable partnership prospects
TBD
No entity identified
Possible RFP for operator
Other Considerations
Estimated Timeline
3 - 5 years
Preserves Landmark Status
Preserved
Requires Community Planning Process r
TBD
,,
Option 3b: Meeting & Events Center
Overview
Concept
Adaptive re -use of Civic
Civic Design
Adapt Civic for meeting spaces
Parking Design
TBD
Management
Public /Private TBD
Civic Program
Conventions and meetings
Community Benefits ' -
Creates Positive Economic Impacts
Yes
Creates Positive Cultural Impact
No
Enhances City Asset /Civic Auditorium
Uncertain if changing to this use enhances the value
Enacts Civic Center Specific Plan
No
Financial Risks
Requires Operating Subsidy
Depends on development proposal
Retains City Parking Revenue
($445K annually)
TBD
Depends on deal terms and design
Anticipate loss of parking revenue during construction
Possible reduced long -term Civic lot demand
Requires City Staff
TBD
Requires Capital Investment
TBD - $40 M to $50 M
Leverages Other Capital Sources
TBD
Offers viable partnership prospects
TBD
No entity identified
Other Considerations
Estimated Timeline
3 - 5 years
Preserves Landmark Status
TBD
Requires Community Planning Process
Community planning process RFP process
EIR requirement City ENA /DDA process
Entitlements concurrent to ENA
A -7
Option 3c: Recreation /Sports Facility
Overview
Concept
Adaptive re -use of Civic
Civic Design `
Adapt Civic for a multi - purpose gym, basketball courts, exercise
studio, and showers /lockers
Parking Design
Existing
Management `'
Public /Private or Public /Public
Civic Program
Drop -in athletics /sports leagues
Limited shows
Community Benefits
Creates Positive Economic Impact'-
Limited
Creates Positive Cultural Impact
No
Enhances City Asset /Civic Auditorium
Yes
Enacts Civic Center Specific Plan
No
Financial Risks
Requires Operating Subsidy
$35 M - $1.0 M
Retains City Parking Revenue
TBD
($445K annually)
Depends on deal terms and design
Anticipate loss of parking revenue during construction
Possible reduced long -term Civic lot demand
Requires City Staff
Possible City employees with different job functions
Requires Capital Investment
$50 M+ total renovation
Significant infrastructure improvements
Radical interior changes
Leverages Other Capital Sources
TBD
Offers viable partnership prospects
TBD
No entity identified
Possible RFP for operator
Other Considerations
Estimated Timeline
3 - 5 years
Preserves Landmark Status
Preserved
Requires Community Planning Process
TBD
ME
Option 3d: City Re -Use as Offices and Meeting Space
Overview
Concept
Adaptive re -use of Civic
Civic Design
Adapt Civic for City offices and meetings
Parking Design
Existing
Management
City
Civic Program
City offices and meetings
Temporary uses
Community Benefits
Creates Positive Economic Impact
No
Creates Positive Cultural Impact
No
Enhances City Asset /Civic Auditorium -
Yes
Enacts Civic Center Specific Plan
No
Financial Risks
Requires Operating Subsidy
Majority of City leases end 2017 -21; additional costs if end
Preserves Landmark Status
leases before terms expire
Retains City Parking Revenue
Reduced Civic lot demand
($445K annually)
Requires City Staff
City employees for maintenance
Requires Capital Investment
$50 M+
Building not designed as offices. Expensive and inefficient to
retrofit. Will cost more to retrofit to anew use than as a
performance /entertainment venue.
Leverages Other Capital Sources
No
Offers viable partnership prospects
No
Other Considerations
Estimated Timeline
3 — 5 years
Preserves Landmark Status
Preserved
Requires Community Planning Process
TBD
MO
Option 4a: Develop Site and Demolish Civic
Overview
Concept
Demolish Civic and develop entire site
Civic Design
Build new cultural facility with adjacent development
Parking Design
Parking lot utilized for site
Enacts Civic Center Specific Plan
Subterranean lot built by developer
Parkers relocate to other City lots; impacts to DT Parking Plan
Management
Public /Private or Private -Only
Civic Program
Multiple options /combinations:
Leverages Other Capital Sources
Performing Arts Center Entertainment District
Offices /Corporate Campus Hotels /Conventions
Offers viable partnership prospects
Mixed -Use
Community Benefits
Creates Positive Economic Impact
Yes
Creates Positive Cultural Impact
Yes
Cultural facility would be requirement for developer
Enhances City Asset /Civic Auditorium
No
Enacts Civic Center Specific Plan
Yes
Although adds unanticipated site development
Financial Risks
Requires Operating Subsidy
TBD
Preserves Landmark Status
Depends on development proposal
Retains City Parking Revenue
TBD
($445K annually)
Depends on deal terms and design of the development;
anticipate loss parking revenue during construction
Requires City Staff
No
Requires Capital Investment
Yes - TBD based on development proposal
Leverages Other Capital Sources
Yes
Leveraging would be a requirement of development agreement
Offers viable partnership prospects
Yes
Attractive opportunity for real estate development
Other Considerations
Estimated Timeline
5 -7 years
Preserves Landmark Status
No
Requires Community Planning Process
Community planning process Landmarks process
EIR requirement RFP process
Entitlements concurrent to ENA City ENA /DDA process
A -10