SR-06-11-2013-8AID
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City of
Santa Monica'
City Council Meeting: June 11, 2013
To: Mayor and City Council
From: Karen Ginsberg, Director of Community and Cultural Services
Andy Agle, Director, Housing and Economic Development
Subject: Options for the future of the Santa Monica Civic Auditorium
Recommended Action
Staff recommends that the City Council:
1. Review and comment on an interim use plan for the Civic Auditorium.
2. Review and comment on options to manage and operate the Civic Auditorium.
3. Review and comment on strategies to generate revenue for the renovation and
operation of the Civic Auditorium.
4. Review and comment on the concept of a Civic Auditorium as the hub of a Civic
Center creative district and mixed -use cultural campus and preferred uses of the
district.
5. Direct staff to proceed with a community process and associated market
feasibility and economic analyses and return to Council with recommendations
for preferred uses and proposed modifications to the Civic Center Specific Plan
as necessary.
6. Authorize the budget changes as outlined in the Financial Impacts and Budget
Actions section of this report.
Executive Summary
City Council held a study session on October 23 2012 to discuss the future of the
landmark Santa Monica Civic Auditorium (Civic) that will close on June 30, 2013. At the
study session Council directed staff to conduct additional research on potential sources
of financing for the necessary renovation along with operating models that would allow
the Civic to function as a cultural resource. This report details the findings of this
research and outreach, outlines a proposed interim use for the facility, and recommends
a series of next steps to advance a long term plan for the Civic Auditorium Campus.
Background
The City cannot continue to operate the Civic "as is" for a variety of reasons, including:
• 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 economically viable;
• due to the issues listed above, the Civic has lost its competitive position in the
region for attracting concerts, performances and larger events, apart from
community- subsidized activities, and
• it operates with an annual deficit of up to $2 million.
Over the last seven years the City has examined a number of different ways to revitalize
the Civic (see Attachment A — Annotated Bibliography for a complete list.) Prior to the
dissolution of Redevelopment the City had planned to close the Civic Auditorium in
summer 2013 to commence a $50M renovation. However on ALI ust r, 2012 Council
authorized the suspension of the Civic renovation project as part of the contingency
plan to address the impact of the loss of redevelopment funds on priority projects, and
directed staff to develop alternatives for the rehabilitation of the Civic for a Council study
session.
On Cc fober- 23 2012 Council held a study session to consider the future of the Civic. At
that meeting Council affirmed the intent to close the facility as planned and directed staff
to return once additional research had been completed. Specifically, staff was tasked
with talking with stakeholders and experts in various fields to explore operating models
that would allow the retention of the landmarked facility as a cultural resource; and to
research potential sources of financing for the required renovation. Council also
expressed concern about the impact that mothballing might have on the building over
time and asked that other interim options be explored,
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Discussion
Interim Use
In response to Council's concern, staff developed a plan that would help to ensure
regular use of portions of the facility, and the on -going monitoring of key building
systems, while keeping the area around the Civic in active use. Under this plan the
East Wing would be available for limited public events, as well as City activities such as
community workshops, staff training activities, and personnel exams. Due to seismic
safety concerns, use of the Main Hall would be restricted to non - public assembly uses,
such as filming. In addition, the parking lot could continue to be rented for a limited
number of events, such as the Ford Fusion launch or base camps for film companies,
as well as continuing to provide public parking. Staff from the Community and Cultural
Services Department would coordinate these activities. Should any new policies or
rates need to be established, staff would return to Council for approval at a later date.
Revenue from these interim activities, estimated at $155,000, would help to offset the
associated staffing costs and on- going, nominal operating costs that are deemed
necessary to maintain this historic asset, including utilities, insurance, security, custodial
and landscaping services. Staff estimates that the basic costs of maintaining the facility
would be approximately $250,000 annually. In addition there would be some one -time
costs associated with the closure in the amount of approximately $160,000. Costs
associated with the interim use are projected to be $115,000 for a total estimated
expenditure of approximately $525,000 in FY 13 -14 and $365,000 in FY 14 -15.
Research and Outreach
In response to Council's direction at the October 2012 study session, an
interdepartmental group, including representatives from Community and Cultural
Services, Housing and Economic Development and Planning Departments, conducted
interviews with community stakeholders, such as the `Save the Civic' group and experts
in the fields of entertainment, financing, adaptive re -use and real estate development
(please see Attachment B for a complete list of interviewees) to gather input on the
following three broad questions:
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® Assuming a cultural /entertainment use, what operating models might work for the
facility?
® How can the necessary capital improvements be financed?
® If use of the adjacent land (the parking lot) were pursued to finance such
improvements, is there a minimum area needed to generate the funding needed
and what might be the best types of uses at this site?
In addition to the interview process, staff worked with the Urban Land Institute to
convene a panel of experts to explore these and related questions. On May 9 and 10,
2013, six high -level volunteer professionals in the fields of entertainment, architecture,
convention center management, real estate development and public finance came
together for two days of research and analysis, culminating with a public presentation of
their findings. The executive summary of the panel's report is included as Attachment C.
Finally, staff held a public meeting on June 4, 2013 to gather additional community input
on these topics. A summary and highlights of the community meeting will be included in
the staff presentation to Council.
Summary of Key Findings
The additional research, interviews, focus groups and community meetings yielded a
great deal of information which is summarized in this report in two broad sections:
operating models and funding sources. Additionally, staff believes that a number of
assumptions and considerations emerged from the research that provide context for the
policy discussion.
® Needs in the current market include concerts, film/screening rooms and live
theater. Flexible space is important to accommodate different types of events.
Black box theater spaces and smaller screening rooms are cheaper to build and
equip than a grand concert venue. However, a smaller space would not
accommodate special "flagship" events, such as film festivals and award shows,
or be financially viable for concerts.
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• Cultural facilities typically require subsidies for their construction and operation.
• If the Civic is to be renovated as a large- scale, mixed -use, performing arts venue,
the presence of a high profile "anchor" as a long -term partner (e.g. Golden
Globes or the Independent Spirit Awards) could be leveraged for sponsorship
revenue.
• Any renovation of the Civic or building of additional improvements should make
full use of the location, including incorporating outdoor space such as patios,
balconies or rooftops. Additional outdoor spaces could be utilized for
performances, film screenings, dining space, and other activities or events.
• Even with the arrival of light -rail, it is important to incorporate adjacent parking on
or near the site, particularly for a performance venue.
• The overall site should better tie -in with the surrounding area. The renovation of
the Civic is an opportunity to activate the edges of the site along Pico Blvd and
4th St., as well as the intersection of Main /Pico. Pedestrian /bike pathways
through the site could promote enhanced connections to the surrounding
neighborhoods.
• The Civic site is a great location with a large amount of underutilized adjacent
land.
® The sooner the City moves forward in identifying a process and a project, the
less potential negative impact the closure will have on the community, the
building, its mechanical systems and its market position in the region.
Operating Models
Staff met with representatives from the major promoters and event operators in town,
including AEG /Golden Voice, Live Nation, the Dolby Theater and Nederlander
Entertainment. Based on these interviews, and those with other entertainment industry
experts, there continues to be a great deal of interest in the Civic Auditorium, primarily
as a venue for concerts, and special events such as award shows and movie premieres.
Hotel operators and business partners such as the Convention and Visitors Bureau
remain interested in the venue both for meeting space and as a venue for special
events, such as a major film festival in conjunction with the American Film Market.
In terms of operating the Civic as a mixed -use cultural facility, the City could:
® seek to lease the facility, either to a for - profit or non - profit entity;
® enter into an operating agreement with a for - profit entertainment company;
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• or enter into a booking agreement where an entertainment company would be
responsible for marketing the facility and securing events and shows
Most of these options would require full renovation, at a cost of at least $50 million;
although there were some stakeholders that felt that if basic infrastructure upgrades,
such as seismic and ADA were completed the Civic could be a viable venue with
additional facility improvements made over time. The cost of such basic infrastructure
upgrades was estimated at approximately $23 million, if undertaken as a stand -alone
project.
There was no consensus among the experts interviewed on what might be the optimal
approach in terms of the types of uses and operations beyond a general agreement that
the Civic could be managed more cost effectively by the private sector, and the opinion
that, cultural facilities with civic functions (e.g. non - commercial), require some level of
direct or indirect subsidy. Finally, it was noted that such facilities do have the potential
to generate a great deal of ancillary economic activity, that produces indirect spending
such as dining, shopping, hotel stays and parking revenue. Please see Attachment D
for a study completed by the Strategic Advisory Group on the potential economic impact
of a renovated Civic Auditorium.
In summary, the experts interviewed felt that there is market demand for the facility, in
particular due to its west side location and its demographic market, proximity to the
beach and area attractions. Additionally the economy has improved since the 2009
RFQ was issued by the City, which may generate more
partnership /operating /management responses than before.
When the experts were asked about operational assumptions in areas such as
programming, community use and the amount of investment that might be expected
from a partner or lessee, staff consistently heard that there were different trade -offs to
be anticipated for each, and that ultimately the final mix would be based on the specific
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terms negotiated and the amount of risk that the City would be willing to bear. The
trade -offs could be viewed as a continuum where greater control over community use
and programming content would require a greater investment/subsidy on the part of the
City and diminished control over the facility and programming would most likely result in
greater third -party investment.
Funding Sources
To raise the millions needed, depending on the amount and type of renovations to be
made to the Civic, the City may need to seek voter - approved funding as well as
leverage private resources. In all likelihood, a combination of funding sources would be
needed in order to fully renovate the facility and establish the type of mixed -use cultural
venue envisioned by the community and documented through numerous planning
efforts. The specific combination of funding sources and /or financing approaches used
would depend on the type of project ultimately programmed, the type of uses supported,
the development/management model selected by the Council and, in particular, if the
adjacent surface parking area is leveraged. The two general financing approaches are
described in greater detail below.
1. Private Financing
Along with entertainment industry experts and community stakeholders, staff met
with a number of private developers including Clarett West, Metropolitan Pacific,
and the Related Companies. The interview process confirmed that a sale or a
long -term lease of the adjacent surface parking area to allow commercial
development could produce significant financial return to the City. Foreign
investment, historic tax credits, and a fundraising campaign, including naming
rights, could all also be viable sources of funding but would not generate
adequate sums on their own.
The consensus was that the parking lot could be leveraged to generate a
substantial revenue source as well as synergistic uses to support the Civic.
Options discussed included:
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® utilize the funding generated by a long -term ground lease on the adjacent
site to fund the full renovation of the Civic of which: a) the developer is
responsible for the actual renovation and operation of the Civic; or b) the
proceeds from the ground lease are used by the City to select another
entity to renovate and operate the Civic;
® seek a more cost effective adaptive re -use of the Civic, such as creative
office, and utilize the funding generated by a long -term ground lease to
construct a new, adjacent performing arts facility on the adjacent site.
® a hybrid approach involving a combination of the concepts as outlined
above.
However, it is possible that, depending on the types of permitted uses and overall
approved density, this approach would not produce enough funding to finance
the entire renovation of the Civic Auditorium.
Further, there was general agreement that this site offers opportunities to
establish uses that will complement the Civic, help to create a new cultural
campus and better integrate the site into the community. Suggested examples of
complementary uses included post - production and film director's offices that
would utilize the Civic's screening rooms or recording studio amenities; small
theatrical or rehearsal spaces, restaurants and bars to cater to cultural venue
attendees; a hotel with meeting room space and catering to provide additional
event space and meeting options in conjunction with the Civic. They also felt that
there is opportunity to attract expanding "Silicon Beach" firms to move to an arts
and cultural district at the site.
2. Voter Approved Funding
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 for the Civic Auditorium is a General
Obligation (GO) bond. Staff asked the City's financial advisor to analyze a GO
bond for the Civic Auditorium. Under a GO bond, the tax levy to be assessed to
property owners would be approximately $12.00 per $100,000 of assessed
value. Further, the City's financial advisor felt that if this were to proceed, the
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optimum timing would most likely be 2016. This is a large financing, and one that
might be competing against other local priorities, such as any bonds or parcel
taxes that might be proposed by the Santa Monica - Malibu Unified School District
or Santa Monica College during the next 18 months.
Urban Land Institute (ULI) Findings and Recommendations
ULI is a 501(c) 3 non - profit research and education organization supported by its more
than 35,000 worldwide members. The mission of the organization is to provide
leadership in the responsible use of land and in creating and sustaining thriving
communities worldwide. ULI advisory services panels provide strategic advice to
sponsors on complex land use and real estate development issues. Panel members
are volunteers. The Santa Monica Civic Auditorium panel was chaired by John H.
Alschuler, former Santa Monica City Manager and Chairman of HR &A Advisors, a firm
that specializes in integrating finance with design to create distinctive places. For
example, the High Line in New York is one of their projects. Panel members included
John S. Fisher, AIA, John Sergio Fisher & Associates (theater designer); Dan Massiello,
Senior Vice President, Public Finance, Kosmont Companies (public finance expert);
Mike Ross, Chief Executive Officer, Pasadena Center (convention and civic auditorium
operator); Melani Smith, AICP, Principal, Melendrez (urban designer); Thomas W. Wulf,
Senior Vice President, Lowe Enterprises (real estate developer). Their process
included review of an extensive briefing book, along with two days of interviews and
discussion on site followed by a public presentation of their findings and
recommendations. As previously noted, the executive summary of the panel's report is
attached (Attachment C).
The findings enumerated in this report regarding the options for operating and financing
the Civic Auditorium were reiterated and confirmed by the ULI panel. They started their
public presentation with the statement that "the City should save the Civic due to its
cultural history, landmark status and the unusually high level of civic pride associated
with the structure, even though it is not cost - effective to restore the building." And the
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panel noted that while there is no `silver bullet', Santa Monica is fortunate to have
options.
In addition they stated that it is time to update the Auditorium Special Use District within
the Civic Center Specific Plan and that the proposal to develop a soccer field as a
shared use with Santa Monica High School is outdated. Further the panel noted that
the costs estimated of $50M for renovation were likely low for a top performing flexible
space.
Finally they offered a clear vision for the creation of a new arts and cultural district, one
that would encompass the entire 10 acre site. In this vision, the Civic Auditorium
becomes the hub of a diverse and dynamic mixed -use cultural campus that offers
expanded events; accessible, flexible, programmed, public open space; complements
Tongva Park; and knits together the urban fabric along Pico, Fourth and Main. This
vision is achieved by considering the Civic Auditorium within the context of a group of
complementary revenue generating uses and developing the adjacent land in a
harmonious way and that builds upon the growth of local creative industries.
The ULI panel stated that implementation would require sustained commitment and the
crafting of an imaginative, long -term and economically viable plan. They recommended
that the new district be managed by a separate non - profit entity, formed to oversee
multiple private partners and manage the transparent use of cross - subsidies that would
make the district's operating budget possible. Further they recommended that the City
formulate a clear vision for the Civic Auditorium and the adjacent land prior to seeking
partners or establishing such an entity.
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Timeline
The timeline for the renovation of the Civic Auditorium depends on the process and the
approach that the City Council decides to pursue. It is anticipated that any scenario
would take a minimum of five years, and likely more, due to the need to complete or put
in place the following elements: community visioning, financing, partnership
development, planning, design and construction. If the approach selected requires
amending the Civic Center Specific Plan (CCSP), then the timeframe would be even
longer. Any change in land use, or modifications to the Civic Auditorium building
beyond the 20,000 square feet envisioned in the CCSP, are examples of the types of
changes that could likely trigger the need to amend the CCSP and completion of
environmental review in accordance with the California Environmental Quality Act
(CEQA). Therefore, the sooner the City embarks on a process the less negative the
impact of the closure will be on the building, its systems and the Civic's position in the
regional market.
Next Steps
There has been strong community and Council support for the renovation of the Civic
Auditorium and enriched cultural programming at the landmark facility. Prior to the loss
of redevelopment the City had committed to renovating the building and operating it as
a mixed -use cultural facility that would host concerts and theatrical productions, along
with special events such as award shows and film screenings. The lack of capital
improvement funds has required the reevaluation of this vision and the overall economic
viability of this approach. If the Civic is to have a future as a signature community
cultural resource for Santa Monica, a mix of funding from all available sources is likely
to be needed for both the renovation and the long -term operation of the facility. The ULI
recommendation of the establishment of a cultural district where a renovated Civic
Auditorium is the hub of a mixed -use creative campus offers a strategy to achieve this
goal.
Staff requests Council direction to undertake the next steps in this process which would
entail the completion of a community planning process akin to that which was
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undertaken for Bergamot Station Arts Center to clarify the preferred complement of
uses at the site, as well as the preparation of associated market feasibility and
economic analysis for the various cultural use and development options. Concurrently
staff would research and analyze existing examples and potential models for a non-
profit management organization. This process is envisioned to take approximately
eighteen months at which time staff would return to Council with recommendations for
preferred uses including identification of modifications to the Civic Center Specific Plan
if necessary.
Alternatives
The City Council could decide not to proceed with a community planning and market
feasibility /economic modeling process, and could instead pursue one of several options:
1. City Council could direct staff to work with community members to identify and
develop a local non - profit management group, who would be responsible for
fundraising and overseeing the renovation and operations of the Civic. The
building would be "gifted" to the non - profit as a long -term $1 /year ground lease.
This is akin to the Santa Barbara Bowl model, which has been very successful
over time. Per the Foundation's website, over a twenty year period the
organization prepared a master plan and then raised over $25M for the
improvements that they have undertaken to date, with additional phases yet to be
funded. It is important to note that this approach is dependent on the emergence
of a strong community group and that group's ability to secure substantial funding
for the initial renovation and long -term improvements.
2. City Council could direct staff to issue an open -ended RFP for the renovation and
long -term lease of the Civic Auditorium for any use, not simply a cultural use,
with the understanding that the successful lessee would need to invest in
bringing the building up to code. This would result in saving the building, but not
necessarily the civic function. If the building were not utilized as a cultural facility,
the proceeds from the ground lease could be invested in funds to support the arts
and culture in Santa Monica.
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3. City Council could sell the building to a private entity, for adaptive re -use, such as
a technology or research campus, and invest the proceeds in a new cultural
venue adjacent or elsewhere in Santa Monica, or in a fund to support the arts
and culture in Santa Monica. If the City were to pursue such an option, given the
landmark status of the building and the significant seismic needs, the sales price
could be relatively low.
Financial Impacts & Budget Actions
Costs associated with the basic maintenance of the facility as well as the interim use
are projected to be approximately $525,000 in FY 13 -14 and $365,000 in FY 14 -15.
Revenues are anticipated to be approximately $155,000 a year. The proposed FY13-
15 budget included a preliminary estimate in the amount of $475,000 in expenditures
and $105,000 in revenues. Staff will adjust the amounts in the final budget to reflect the
updated estimate for Council approval.
Implementing the recommendations to proceed with a community process and
associated market feasibility and economic analyses will result in a one -time cost of
approximately $260,000. The remainder of the funds in the Civic Auditorium fund
balance will be set aside to cover these costs. Staff would return to Council to seek
authorization to contract for specific professional services as needed.
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Additional funding will be needed to cover future costs associated with any
environmental review that may be required as a result of proposed amendments to the
CCSP.
Prepared by: Jessica Cusick, Manager, Cultural Affairs
Jason Harris, Manager, Economic Development
Approved:
Community
Andy Agle, Director
Housing and Economic Development
Attachments:
A — Annotated Bibliography
B — Interview List
C — Executive Summary — ULI Report
D — SAG Economic Impact Report
Forwarded to Council:
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Rod Gould
City Manager
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Attachment a
ANNOTATED BIBLIOGRAPHY
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Introduction
This annotated bibliography is designed to give an overview of the selected documents that
have been prepared about the Santa Monica Civic Auditorium (Civic) spanning 2000 to 2011
regarding the Civic.
The eight studies include:
1) AMS Planning & Research. Facilities Coordination Study. June 2000
2) Landmark Designation. November 12 2001.
3) ULI Los Angeles. Alternative Futures for the Santa Monica Civic Auditorium: Issues
and Observations, 2004.
4) City of Santa Monica. Santa Monica Civic Center Specific Plan Evaluation. Report,
2004.
5) City of Santa Monica. Santa Monica Civic Center Specific Plan. Adopted June 28,
2005
6) City of Santa Monica. Santa Monica Creative Capital Plan. 2007
7) City of Santa Monica. City of Santa Monica/Santa Monica Malibu Unified School
District Joint Use Assessment Report. June 18, 2008.
8) Strategic Advisory Group. The Analysis of Private Capital Opportunities for Civic
Auditorium Renovation. May, 2011
Major issues discussed in the studies are:
1) Reuse options for the Civic Auditorium including maintaining the status quo or
utilizing the Civic as a regional performing arts center, conference center, major
concert venue, or community events center.
2) Assessment of capital improvements and costs
3) Operations and the need for a potential operating subsidy
4) The need to define a cultural vision for the Auditorium to guide future development
Additionally, the Landmark status documents identify a number of unique and architecturally
significant features that cannot be altered without required actions by the Landmark
Commission.
Documents
1. AMS Planning & Research. Facilities Coordination Study. June 2000.37 pages, pp.26-
28.
This study catalogues all facilities in Santa Monica. The Civic Auditorium listing information such
as ownership, year built, location, rental policy, user statistics, operations, audience and
capacity as a performing arts /visual arts facility.
Annotated Bibliography
Santa Monica Civic Auditorium, 2000 -2011
Page 2 of 5
2. Landmark Designation. November 12, 2001,
The Landmarks Commission filed an application nominating the Civic Auditorium for Landmark
designation on August 13 2001. On October 8, 2001, the Landmarks Commission received a
preliminary report from staff, with analysis indicating that the property meets the criteria for
designation as a City Landmark. On November 12 2001, the Landmarks Commission
designated the structure a City Landmark. As determined by the Landmarks Commission, the
designation of the Civic Auditorium includes the exterior of the building, the remaining original
pygmy pal trees as a secondary feature and a number of interior elements located in public
areas of the resource.
The Civic Auditorium met all six criterions for Landmark designation, which are:
1) It exemplifies, symbolizes, or manifests elements of the cultural, social, economic,
political, or architectural history of the City
2) It has aesthetic or artistic interest or value, or other noteworthy interest or value
3) It is identified with historic personages or with important events in local, state or national
history
4) It embodies distinguishing architectural characteristics valuable to a study of a period,
style, method of construction, or the use of indigenous materials or craftsmanship, or is a
unique or rare example of an architectural design, detail, or historical type to such a
study
5) It is a significant or a representative example of the work or product of a notable builder,
designer, or architect
6) It has a unique location, a singular physical characteristic, or is an established and
familiar visual feature of a neighborhood, community or the City.
On November 26, 2001, Councilmember Herb Katz filed an appeal of Landmarks Commission
decision designating the Civic Auditorium as a City Landmark. On April 9 2002, the City Council
voted 6 -1 to uphold the Landmarks Commission's determination and deny the appeal. The City
Council's decision was based upon the finding contained in the attached Statement of Official
Action.
3. ULI Los Angeles. Alternative Futures for the Santa Monica Civic Auditorium: Issues and
Observations, 2004. 13 pages.
Provides a brief overview of the history of the Civic Center and evaluates the economic impact
regarding integration of the Civic Center Specific Plan with the Santa Monica Civic Auditorium.
Concludes that the City has no guiding vision for the Civic or a process to identify community
support for any plan and expresses concern that the facility cannot focus on community, cultural
or educational events without requiring subsidies. Recognizes that lack of capital improvements
and renovations have made the facility less attractive and competitive in the Southern
Californian market. Suggests formation of "Blue Ribbon Committee" as a method to identify
appropriate community vision and address the impacts of alternative use options with regard to
the adverse impact of the Specific Plan. This report contains a brief discussion of economic
viability of the following alternatives: community events, conference /convention center,
conference /day events center, concert venue, performing arts center and adaptive reuse. Lists
costs and benefits of each alternative discussed in relation to building design, the market and
community goals. Suggests testing the concert venue and adaptive reuse alternatives through a
Request for Proposal (RFP) process and dismisses the other options as unfeasible. This report
does not discuss financing capital or come to a firm conclusion about the options.
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Annotated Bibliography
Santa Monica Civic Auditorium, 2000 -2011
Page 3 of 5
4. City of Santa Monica. Santa Monica Civic Center Specific Plan Evaluation Report. 2004.
82 Pages. pp. 2 -26
After 13 years of community outreach and planning associated with the Civic Center Specific
Plan, Santa Monica City Council developed an urban design plan for the Civic Center area.
This report evaluates key issues affecting the implementation of the Civic Center Specific Plan
such as the balance between housing and open space, future use of the Civic Auditorium,
restoration of existing City Hall, location of a child development center, meeting of parking
needs in the area, levels of housing affordability and implementation of planned improvements.
This evaluation includes analyses of housing affordability, circulation and parking. Determines
that the Civic Auditorium is a significant community resource and should be preserved.
Questions the role the Civic Auditorium should play within the Civic Center, and how it will relate
to other viable cultural uses in the area and the community. Identifies the need for repair after
many years of deferred maintenance; the structure does not meet current seismic or plumbing
codes; and its systems (mechanical, HVAC, electrical, fire) are badly in need of replacement.
The report develops and evaluates five scenarios for the Civic, including status quo and
repurposing to create a regional performing arts center, conference center, major concert
venue, or community events center.
The evaluations focus on the cost of each option as well as compatibility with both the future
and existing neighborhoods. Estimates operating costs of the Civic Auditorium could range from
zero to $2.5 million per year, depending upon the reuse alternative that is selected. Four key
funding sources for improvements associated with the implementation of the Civic Center
Specific Plan are identified: General Obligation Bonds; The General Fund Capital Improvement
Program (CIP); Redevelopment Agency Tax Increment Funds; Housing Set Aside Funds.
5. City of Santa Monica. Santa Monica Civic Center Specific Plan. Adopted June 28, 2005.
91 pages. pp. 49 -58
This document builds upon, and supersedes, the 1993 Civic Center Specific Plan, as amended
in 2000. It is a comprehensive urban design plan for the Civic Center area of Santa Monica
establishing the planning policies, land use and development regulations related to
redevelopment and open space improvements. The plan is divided into 6 chapters. The Specific
Plan provides the policies and standards to maintain the Civic Auditorium as a prominent
landmark within the Civic Center, and to program it with activities that will sustain its meaningful
role within the community. The plan determines that priority shall be given to cultural,
educational, and community- oriented activities while preserving opportunities for events that can
contribute to the ongoing operation and upkeep of the facility. The Specific Plan provides ten
policies and standards regarding the Civic Auditorium as summarized. Policy (1) specifies that
more detailed analyses shall be undertaken to establish a specific activity program and financial
plan for the ongoing operation and upkeep of the Civic Auditorium. Policies (2), (3), (4), (5), (6)
are specifications for expansion of the East Wing of the building. Policies (7), (8), (9) and (10)
prescribe subterranean parking alongside the facility and specify that renovated design will
screen loading and servicing areas.
Annotated Bibliography
Santa Monica Civic Auditorium, 2000 -2011
Page 4 of 5
6. City of Santa Monica. Santa Monica Creative Capital Plan. February 2007. 121 pages.
pp. 11 -12, 36 -69
Creative Capital emphasizes the importance of retention, development and reuse of cultural
facilities that reflect the community's unique identity. The document outlines a collective vision
for the future of the arts and culture in Santa Monica and develops strategies for fulfilling this
vision. In regard to the Civic Auditorium, the plan concludes that any version of cultural uses for
the Civic Auditorium will require a substantial capital outlay and, potentially, an operating
subsidy. These capital costs are estimated to total between $11.6 and $40 million. It also
highlights the Landmark status of the building as a potential issue, but concludes that there is
latitude for significant reuse and alteration of the non - protected elements of the facility. Asserts
that there is more than one use and configuration of the Civic Auditorium that would suit
community needs however there is an overarching financial question of whether operation of the
facility will be subsidized or could be structured as a revenue generator. The dilemma is
whether to retain the auditorium in something close to its current configuration, or to adaptively
reuse it for other purposes. Use as a conference center is partially considered, but the
document acknowledges a number of barriers including the lack of a hotel sufficiently large to
book conferences on a scale necessary for conference bookings. The report concludes that use
as a conference center is not consistent with the community's cultural vision for the Civic
Auditorium and was not therefore pursued. There are two fundamental options that the
document analyses include Performing and Visual Arts Center and Concert Venue. Creative
Capital suggests that city commits to a cultural use of the Civic Auditorium in line with the Civic
Center Specific Plan but that there is a need for choosing specific elements of this vision and
the practicalities of implementing it.
7. City of Santa Monica. City of Santa Monica/Santa Monica Malibu Unified School District
Joint Use Assessment Report. June 18, 2008. 5 pages.
The 2008 Joint Use Assessment Report, prepared by Koning Eizenberg Architecture, studies
joint use opportunities on the Civic Center and Santa Monica High campuses with particular
emphasis on the viability of enhanced cultural and recreational uses within the civic core.
Key findings include:
• Santa Monica High School ( Samohi) houses three main cultural facilities including
Barnum Hall, the Greek Amphitheater and the Roberts Art Gallery. The Greek, built in
1921, has a seating capacity of 2,500. Barnum Hall, built in 1938 and renovated at the
beginning of this decade, seats 1,250.
• The Samohi facilities master plan calls for upgrades to the historic Greek Amphitheater
to reinstate its visibility and enhance the venue.
• There is great deal of community support for the shared use of cultural venues and the .
links it could build between Samohi, the Civic Center and broader community. Preferred
community uses on the Civic campus include art studios /classes, outdoor programming,
a museum and theater(s). (99 -350 seats).
• The idea of a "cultural consortium' akin to UCLAlive is identified where a singular entity
coordinates performances at the Greek, Barnum Hall and Civic.
0
Annotated Bibliography
Santa Monica Civic Auditorium, 2000 -2011
Page 5 of 5
8. Strategic Advisory Group. The Analysis of Private Capital Opportunities for Civic
Auditorium Renovation. May, 2011. 23 pages.
This report analyzes whether private capital could be attracted to fund improvements to the
Civic should Redevelopment Agency (RDA) funds not be available. The firm identifies three
primary options which have the potential to generate between $1 M and $80M in financing including
allocating operatonal cash flow streams to repay debt, changing to the proposed exclusive presenter
deal structure to affect private investment, and a small group of other financing options including
philanthropy, land development and self- assessed hotel taxes /fees. The report indicates impacts
on the City operating subsidy as an increase or decrease from the then - current projected
baseline subsidy ($1.6M in year one to $1.1 M in year ten). Specific financing concepts include
investment by a concessionaire, parking revenue, naming rights, City's share of contribution
margin, City- managed models (2 options), long -term lease models (2 options), philanthropy,
land development and self- assessed hotel taxes /fees.
Key takeaways from the analysis include:
• Given the market and anticipated mix of events at the Civic, significant operational
losses are anticipated over the initial 10 -year period, which are common among similar
facilities.
• A portion of the needed capital funds would likely come from the private sector,
borrowed at a higher rate than public debt and most likely sourced by the selected
promoter /presenter. As a result, the promoter /presenter would need an allocation of
additional revenue streams in order to repay the debt which, in turn, would increase the
City's annual subsidy.
• The most promising options for capital include philanthropy and /or development of the
adjacent parking lot, either of which could fund the entire renovation. However, both will
take time and require different trade -offs on the part of the City.
• A campaign to raise money through private philanthropy could take years with no guarantee
of success. It would require committed community leadership, dedicated staff and a
significant investment in a first -rate fundraising team, likely 10% to 15% of the amount raised.
Attachment B
Experts and Stakeholders Interviews, Presentations and Discussions
Future of the Santa Monica Civic
(Vote: This list does not include ULI Technical Assistance Panel interviewees.
Santa Monica Alliance
Community
Presentation to and discussion with Board
of Directors
Santa Monica Convention &
Community
Presentation to and discussion with Board
Visitors Bureau
of Directors
Save the Civic
Community
Nina Fresco
Carol Lemlein
Frank Gruber
City Build Advisors
Developer
John Given, Principal
Caruso Affiliated
Developer
Rick Caruso, Founder and Chief Executive
Officer
Bryce Ross, Vice President of Acquisitions
and Development
Clarett West Development, LLC
Developer
Frank Stephen, Senior Managing Director
Jay Glaubach, Director of DLJ Real Estate
Capital Partners
Metropolitan Pacific Capital, Inc.
Developer
John Warfel, President
The Nederlander Organization
Presenter /Operator
J. Alex Hodges, CEO, Nederlander
Concerts
David Green, Senior Vice President &
Chief Financial Officer, Nederlander West
Coast
Related Companies
Developer
Bill Witte, President, Related California
Stephen Eimer, Executive Vice President
AEG / Goldenvoice
Presenter /Operator
Brian Murphy, Goldenvoice /AEG -Live
Larry Vallon, Executive Vice President,
AEG Live
Dolby Theatre
Presenter /Operator
Jay Thomas, Vice President/General
Manager
Live Nation
Presenter /Operator
Bret Gallagher, President, North American
Concerts
(Vote: This list does not include ULI Technical Assistance Panel interviewees.
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The City of Santa Monica, directed by the Community & Cultural Service Department's Cultural Affairs
Division ( "Cultural Affairs Division "), requested ULI Los Angeles to host a ULI Technical Assistance Panel
on May 9 and 10, 2013 to provide a roadmap to address the long -term future of the Santa Monica Civic
Auditorium and provide a framework to implement the vision. The event was part of ULI Los Angeles's
Technical Advisory Panel ( "TAP ") program which provides expert, multidisciplinary advice on land use
and real estate issues facing communities in the Los Angeles Region.
For many years, the Civic Auditorium was one of the largest concert venues in Southern California.
International artists, such as the Doors, the Rolling Stones, the Beach Boys, Bob Hope, and Bob Dylan
performed in the main auditorium. It was designed to be flexible enough to allow for local community
events or large concert performances. But, with the lack of capital investment in the facility, and years
of deferred maintenance, most concerts and events located to new facilities constructed in the Los
Angeles area. The majority of event bookings at the Civic Auditorium now consist of consumer event
shows, and while it remains home to the Santa Monica Symphony Orchestra, the building systems have
deteriorated and reached the end of their useful life. At this time, the City plans to close the Civic
Auditorium indefinitely, as of June 30, 2013
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The ULI Los Angeles Technical Assistance Panel recommends the City of Santa Monica set the Dream —
to renovate the theatre as a cultural icon for posterity. The City of Santa Monica can establish a cultural
center— performing arts, visual arts, and more importantly, a special place for the Westside. The City
can be a leading place for culture, for all the arts, and qualitatively compete with downtown venues so
that the Westside population does not need to travel downtown to enjoy the best entertainment and
special events.
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p i
The Panel believes that the future of the Civic will require major financial commitments; harmonious,
appropriately- scaled development; improvements to the operating model, and other sources of
revenue, such as naming rights, general obligation bonds, or other financial subsidies.
P" O, I a 3 ii4 it l I I I f3 11kid hil;,)iIa£ oinQ.r €;;
The Civic Auditorium exists in a highly competitive, fluid market environment, which will require a
distinct market position in order to succeed. Successful facility management demands extensive
knowledge, expertise and creativity. A modern, well- managed facility can capture concerts, Broadway
shows, family shows, filming, award shows, local events, graduations, and local performances.
Additional event opportunities for revenue are tradeshows, conventions, consumer shows, meetings,
outdoor parking lot events, and banquets and receptions.
Consideration should be given to a public non - profit management model, to be explored for the
operation and management of the Santa Monica Civic Auditorium. This model will allow the City to
maintain budget authority and to elect the governing board. The governing board oversees the
management and sets policy. The manager implements the policy. This governing format is valuable in
that it enables the facility management to operate with greater flexibility and effectiveness, especially in
the areas of personnel management, payroll, purchasing, contract approval, sales and marketing, event
booking, scheduling, event management, parking, ticketing, advertising, concessions and catering,
facility maintenance, and generally just being able to negotiate competitive "deals."
The Facility Manager is in charge of the day -to -day operation, not the governing board. The leadership
model can be successful if there are clearly defined goals and the management is entrepreneurial and
market- oriented.
The Panel believes the future of the Civic will require substantial subsidies and annual operating
support. The Panel recommends the City set the direction for the Civic and determine whether the Civic
needs to operate at profit; break -even from operations; cover debt service; or operate at a loss.
Currently, there is a large City subsidy, which cannot continue in the current economic environment.
The Panel suggests the Civic Auditorium needs to recover costs for services to the City. In addition,
Los Angdes
services should be priced within the industry norm. A snapshot of the Civic's financials indicate the cost
of services are too high and out of alignment with what is considered feasible within the market
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The Civic Auditorium needs to be a state -of- the -art facility that is flexible enough to be an ideal venue
for drama, musicals, ballet, popular concerts, choral, classical concerts, film and both raked seating and
flat floor special events including exhibits. The Civic Auditorium should be renovated to enhance
acoustics; incorporate telescopic seating; and modernize the theatre system technology. These
improvements are in addition to the excellent study already presented to the City for the renovation
and addition to the Civic.
hiim [St;Vond r h Chic: TI, Cxoathre DNi , ici
The Civic Center Specific Plan, adopted by the City of Santa Monica in 2005, has proven to be a planning
vehicle that is adaptable to the changing market conditions and opportunities facing the City. In 2013,
given the new reality facing the City, that the funding previously available to renovate the Civic
Auditorium is no longer available, new solutions and opportunities must be sought. The entire 10 acres
that currently encompasses the Auditorium Special Use District within the Specific Plan must now be
replanned. While the Early Childhood Center currently proposed in the District is still a viable use, and
planning for it is ongoing with Santa Monica College, the proposal to incorporate a soccer field within
the acreage, to be shared with Sarno High is now obsolete. The space that this use would have occupied
within the District, has therefore been reconsidered by the TAP Panel.
The Civic Auditorium has survived as an island in a sea of surface parking for long enough, but for the
Civic to succeed in the future, it must be embedded in a larger Creative District, flanked by compatible
uses, and reconnected to the urban fabric of the City. In the future a surface parking lot will be
considered an inappropriate use of a precious piece of land in this location. The District must reflect four
essential characteristics, it must be: Civic, Cultural, Creative, and Activated. The District must also
incorporate multimodal opportunities in order to knit the site together.
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Oi.➢pm it I I ihi icS
The Panel suggests the following directions for the District to support the Civic Auditorium: 1) Support
the renovation & modernization of the Civic Auditorium with significant financial support through
development opportunities of the surrounding City controlled surface parking lots; 2) Support and
encourage the establishment of the Civic Center Creative District through complimentary development
uses to expand the arts impact; and 3) Bring a renewed vibrancy and activity to the Civic Center
Creative District and establish the connections and linkages to the surrounding area.
The City is quite fortunate to share a location and environment which is in high demand for a variety of
potential development uses which could all be successful and achieve the established goals. Many cities
and agencies are not so fortunate with land for development opportunities. What this provides is a
clean slate of many viable development scenarios for the approximately five to six acre development
property. The Panel recommends a healthy mix of uses to generate activity in the Civic Center Creative
District while programming a revenue stream to support any renovation and development. A mix of
some of the following complimentary uses should be explored: boutique hotel and conference center;
residential apartments; artist in residence; creative commercial office; and pedestrian activated ground
floor retail.
Now that redevelopment funding is no longer a resource for the City, the ability to raise new annual
revenues to make debt service payments is severely curtailed. In order to determine what the City can
afford in the post - redevelopment era, many alternatives must be explored prior to making a decision to
continue planning such a project. These alternatives must be truly "alternative," i.e. creative and
substantially different from traditional financing structures historically deployed by municipalities to pay
the costs of capital improvements. The panel believes that a balanced multi- sourced approach should be
utilized and suggests the City explore the following options: naming rights, voter authorization for
general obligation bond; leverage the value of parking lots with development; public /private
opportunities; and other financing vehicles such EB -5 financing, New Markets Tax Credit financing and
Historical Tax Credits.
Santa Monica Civic Auditorium
Tau Generation Summary (Direct Impact Only)
Consumer other/ City
Concerts Svmohonv Theatrical Convention Show Corn SMERF Use TOTAL
Transient Occupancy Taxes (14.0 %)
High -Im pact Atten dees $0 $0 $0 $149,000 $0 $500 $8,400 $0 $157,900
Low - Im pact Attendees 0 0 0 0 0 0 0 0 0
TOTAL $0 $0 $0 $149,000 $0 $500 $8,400 $0 $157,900
Sales Taxes (1.5 %)
$0
$0
$0
$223,400
$6,100
$1,500
$0
$0
$0
High - Impact Attendees
$1,800
$0
$0
$7,800
$3,400
$0
$400
$0
$13,400
Law -Im pact Attendees
4,60D
100
0
300
23,300
0
0
0
28,300
TOTAL
$6,400
$100
$0
$8,100
$26,700
$0
$400
$0
$41,700
Parking Facility Taxes (10.0 %)
$900
$0
$59,500
HighTm pad Attendees
$48,300
$0
$22,500
$11,600
$200
High - Impact Attendees
$800
$0
$0
$2,400
$1,400
$0
$200
$0
$4,800
Low- lmpact Attendees
2,300
700
0
100
12,400
200
700
0
16,400
TOTAL
$3,100
$700
$0
$2,500
$13,800
$200
$900
$0
$21,200
Total Tax Revenue
$9,500
$800
$0
$159,600
$40,500
$700
$9,700
$0
$220,800
Corp Corp Ticketed 4 -Wall City
Concerts Svmphom, Theatrical Convention Small laree Rentals Rentals Use TOTAL
Transient Occupancy Taxes (14.0 %)
High - Impact Attendees
$0
$0
$0
$223,400
$6,100
$1,500
$0
$0
$0
$231,000
Low - Impact Attendees
0
0
0
0
0
0
0
0
0
0
TOTAL
$0
$0
$0
$223,400
$6,100
$1,500
$0
$0
$0
$231,000
Sales Taxes (1.5 %)
$28,000
$700
$23,000
$3,800
$1,000
$200
$1,900
$900
$0
$59,500
HighTm pad Attendees
$48,300
$0
$22,500
$11,600
$200
$100
$1,200
$100
$0
$84,000
Low - Impact Attendees
63,000
100
28,500
400
800
200
3,000
0
0
96,000
TOTAL
$111,300
$100
$51,000
$12,000
$1,000
$300
$4,200
$100
$0
$180,000
Parking Facility Taxes (10.0 %)
Local Sales Taxes (1.50 %)
High -Impact Attendees
$70,600
Low - Impact Attendees
67,700
TOTAL
138,300
Transient Occupancy Taxes (14.0 %)
High -1 in pact Attendees
$11,200
$0
$9,200
$3,600
$100
$0
$500
$200
$0
$24,800
Low -lm pact Attendees
16,800
700
13,800
200
900
200
1,400
700
0
34,700
TOTAL
$28,000
$700
$23,000
$3,800
$1,000
$200
$1,900
$900
$0
$59,500
Total Tax Revenue
$139,300
$800
$74,000
$239,200
$8,100
$2,000
$6,100
$1,000
$0
$470,500
Local Sales Taxes (1.50 %)
High -Impact Attendees
$70,600
Low - Impact Attendees
67,700
TOTAL
138,300
Transient Occupancy Taxes (14.0 %)
High -Impact Attendees
$73,100
Low- ImpactAttendees
0
TOTAL
$73,100
Parking Facility Taxes (10.0 %)
High -Impact Attendees
$20,000
Low-fin pact Attendees
18,300
TOTAL
$38,300
Santa Monica Civic Auditorium
Tax Generation Estimates: High -Impact Only
Subjed Taxes Consumer Other/ City
Rate Concerts Symphony Theadeal Convention Show Corp SMERF Use TOTAL
Spending per Highimpad individual
1,875
90
0
6,080
3,450
20
600
0
12,115
Hotel Rooms
TOT
14.00%
14.00%
$175.00
$175.00
$125.00
$100.00
Hotel Restaurants
Sales
1150%
$0
$149,000
$0
25.00
$8,400
20.00
15.00
other Restaurants
Sales
1.50%
10A0
10.00
10.00
25.00
10.00
20.00
20.00
Admisson to Shows
Sales
1.50%
55.00
ROO
5.00
3.00
10.00
0
4,800
Recreation
52,600
$0
$0
$159,200
$4,800
200
$9,000
$0
$176,100
Sporting Events
2.00
$1,700
$300
$0
$339,800
200
Sightseeing
2.00
7.00
Sightseeing
Shopping
Sales
1.50%
200
25.00
45.00
2500
10.00
L..] Transport
25.00
25.00
12.00
10.00
Loral Transport
Auto Rental
Sales
1.50%
12.00
Too
Gasoline
Sales
1.50%
4.00
Parking - Fordo,
Park
10.00%
4.00
4.00
4.00
4.00
4.00
4.00
4.00
Parking - Other
Park
-
1.00
100
1.00
1.00
1.00
too
1.00
Other
4.00
4.00
Parking - Other
Park
-
9.00
1.00
1.00
1.00
TOTAL
1.00
1.00
$70.00
$20.00
$20.00
$301.00
$70.00
$245.00
5150.00 $0.00
Total Highimpad Individuals
1,875
90
0
6,080
3,450
20
600
0
12,115
Taxes Generated
Hotel Dennis
TOT
14.00%
$175.00
$175.00
$175.00
Trans ent Oaupanry Tax
$0
$0
$0
$149,000
$0
$500
$8,400
$0
$157,900
SalesTax
1,800
0
0
7,800
3,400
0
400
0
13,400
Parking fadlities Tax
800
0
0
2,400
1,400
0
200
0
4,800
TOTAL
52,600
$0
$0
$159,200
$4,800
$500
$9,000
$0
$176,100
Subjed Taxes Corp Corp Ticketed 4 -Well arty
< Rate Concerts symphony Theatrical Convention Small Large Rentals Rentals Use TOTAL
Spending per Highimpad Indlvfdual
28,000
90
23,040
9,120
250
60
1,200
600
0
62,360
Hotel Dennis
TOT
14.00%
$175.00
$175.00
$175.00
Hotel Restaomms
Sales
1.50%
$0
$223,400
$6,100
25.00
20.00
20.00
$0
$231,000
Other Restaurants
Sales
1.50°%
15.00
10.00
10.00
25.00
20.00
20.00
10.00
15.00
Admission to Shows
11,200
0
100.00
5.00
55.00
3.00
500
200
45.00
24,800
Recreation
$59,500
$0
$31,200
$238,600
$6,400
2.00
$1,700
$300
$0
$339,800
Sporting Events
2.00
Sightseeing
200
Shopping
Sales
1.50%
25.00
25.00
25.00
10.00
Loral Transport
12.00
Art. Rental
Sales
1.50%
7.00
Gasoline
4.00
Parking - Fatality
Park
10.00%
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
Parking - Other
Park
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Other
9.00
TOTAL
$120.00
$20.00
$70.00
$301.00
$245.00
$245.00
$70.00
$20.00 $0.00
Total Highimpad lndivkhods
28,000
90
23,040
9,120
250
60
1,200
600
0
62,360
Taxes Generated
Transent Occupancy Tax
$0
$0
$0
$223,400
$6,100
$1,500
$0
$0
$0
$231,000
SalesTax
48,300
0
22,500
11,600
200
100
1,200
100
0
84,000
Parking Facilities Tax
11,200
0
9,200
3,600
100
0
500
200
0
24,800
TOTAL
$59,500
$0
$31,200
$238,600
$6,400
$1,600
$1,700
$300
$0
$339,800
Santa Monica Civic Auditorium
Tax Generation Estimates: Low - Impact Only
Subjed
Tax
Taxes
Rote
Concerts
Symphony
Theatrical
Convention
Consumer
Show
Corp
Other/
SMERF
City
Use
TOTAL
Spending per Low -Impact individual
Hotel Rooms
TOT
14.00%
14.00%
$0.00
Hotel Redaurants
Sales
1.50%
Sales
1.50%
$0.00
Other Restaurants
Sales
1.50%
Othe, Restaurants
Sales
1.50%
25.00
25.00
$25.00
Admisson to Shows
sales
1.50%
55.00
5.00
5.00
3.00
10.00
5.00
55.00
3.00
$78.00
Rerieation
4500
$208.00
Reaeallon
2.00
$2.00
Sporting Events
$2.00
2.00
$2.00
Sightseeing
7.00
Sightseeing
$2.00
Shopping
Sales
1150%
25.00
40.00
Shopping
Sales
1.50%
$65.00
Loral Tranport
25.00
25.00
2500
1000
12.00
$85.00
Loral Transport
$12.00
Auto Rental
Sales
1150%
12.00
7.00
512.[0
Au to Rental
$7.00
Gasoline
7.00
4.00
$7.00
$4.00
Parking - Facility
Park
10.00%
4.00
4.00
4.00
4.00
4.00
4.00
4.00
$28.00
Parking -Otis,
Park
-
1.00
1.00
1.00
1.00
1.00
100
1.00
4.00
$7.00
Other
Parking - Other
Park
-
1.00
1.00
9.00
1.00
1.00
L00
1.00
$9.00
TOTAL
$8.00
Other
$60.00
$10A0
$10.00
$101.00
$55.00
$5.00
$Soo
$0.00
$246.00
Total Low -impad individuals
$9.00
5,625
1,710
0
320
31,050
380
1,800
1,450
42,335
Taxes Generated
$5.00
$0.00
5401.00
Spending per Low - Impact Individual
42,000
1,710
34,560
480
2,250
Ton Sent OCCUpanry Tax
3,600
Logo
$o
$0
$0
$0
$0
$0
$o
$0
$0
SalesTax
4,600
100
0
300
23,300
0
0
0
28,300
Parking FadllllesTax
$0
$o
2,300
700
0
100
12,400
200
700
0
16,400
TOTAL
400
800
$6,900
$800
$0
$400
$35,700
$200
$700
$0
541,700
Subjed Taxes
Tax Rate
Concerts
Symphony
,;.
Theatrical
Convention
Corp
Small
Corp
Large
Ticketed
Rentals
4 -Wall
Rentals
City
Use
,
TOTAL
Spendingparlodividual
Hotel Rooms
TOT
14.00%
$0.00
Hotel Resaurants
Sales
1.50%
$0.00
Othe, Restaurants
Sales
1.50%
25.00
$25.00
Admission to Shows
100.00
5.00
55.00
3.00
4500
$208.00
Reaeallon
2.00
$2.00
Sporting Events
2.00
$2.00
Sightseeing
7.00
$7.00
Shopping
Sales
1.50%
25.00
25.00
2500
1000
$85.00
Loral Transport
12.00
512.[0
Au to Rental
Sales
1.50°%
7.00
$7.00
Gasoline
4.00
$4.00
Parking- Fadlity
Park
10.00%
4.00
4.00
4,00
4.00
4.00
4.00
4.00
4.00
$32.00
Parking - Other
Park
-
1.00
1.00
L00
1.00
1.00
L00
1.00
1.00
$8.00
Other
9.00
$9.00
TOTAL
$105.00
$10.00
$60.00
$101.00
$30.00
$30.00
$60.00
$5.00
$0.00
5401.00
Spending per Low - Impact Individual
42,000
1,710
34,560
480
2,250
540
3,600
Logo
1,000
87,940
Taxes Generated
Transient COnpancy Tax
$0
$0
$0
$0
$0
$o
$0
$0
$0
$0
SalesTax
63,000
100
28,500
400
800
200
3,000
0
0
96,000
Parking FadllllesTax
16,800
700
13,800
200
900
200
1,400
700
0
34,700
TOTAL
$79,800
$800
$42,300
$600
$1,700
$400
$4,400
$700
$0
$130,700
Santa Monica Civic Auditorium
Economic Impact Summary
Event Type
Event Days
Avg.
Attend
Total
Attend. Hlgh-
Attend.
Impact
Mix
levr -Impct
Per Cap
Per Day Spending
Hohimoect L11,opact
DIRECT SPENDING
HLh- Impact Low - Impact
INDIRECT
HlgMmwct
SPENDING
Lars- Impact
TOTAL
cmcert
5
1,500
7,500
25 1m
75%
75
60
$141,000
$338,000
$99,000
$237,000
$815,000
Symphony
3
coo
1,800
-
95%
2p
10
2,000
17,000
1,000
12,000
32,000
Theatrlcal
0
600
0
-
95%
25
10
0
0
0
0
0
Show
Ccregurn
8
800
6,400
9535
5%
300
too
1,824,000
32,000
1,277,000
22,000
3,155,000
rShe,,
Cmwmer Shmv
69
500
34,500
10%
90%
75
55
259,000
1,708,000
18,000
1,196,000
3,344,000
Corporate
2
200
400
5%
95%
250
5
5,000
2,090
4,000
4
6,000
12,000
6
300
2,400
20%
75%
150
5
90,000
9,000
63,000
6,000
166,000
Cil,y J,o
24
50
4,450
0 °/o
t00%
0
0
0
0
a
o
0
TOTAL
TOTAL
124
124
59,450
$2,321,000
$2,106,000
$1,625,000
$1,474.000
$7,526,000
J
,,
Per Ca,
Avg.
Total
Attend.
Mix
Per Day Spending
DIRECT SPENDING
INDIRECT
SPENDING
Event Type
Event Dave
Attend
Attend, FOer
-le,,a
I,rvtre,e
H.e6- Impact L-1,11
HIQTImpact
Lo-Impact
MORlmpaat
to.- Imptct
TOTAL
Concert
35
2,000
70,000
40%
60%
125
105
$3,500,000
$4,410,000
$2,450,000
$3,087,000
$13,447,000
Symphony
3
600
1,600
5 114
95%
25
10
2,000
17,000
1,200
62,000
32,000
Theatrical
32
1,800
57,600
40%
60%
75
60
1,726,000
2,074,000
1,210,000
1,452,000
6,464,000
Convention/Gade Shay
12
800
9,500
95%
5%
300
100
2,736,000
4,000
1,915,000
34,000
4,733,000
Corporate - Small
25
100
2,500
105
90%
250
30
63,000
68,000
44,000
48,000
223,000
Corporate- Large
3
200
600
10%
90%
250
30
15,000
16,000
11,000
11,000
53,000
Tideted Rentals
3
600
4,800
25%
75%
75
60
90,000
216,000
63,000
151,000
520,000
Faer -Wall Rentals
8
300
2,400
!`G
75%
25
5
15,000
9,000
11,000
6,000
41,000
City We
20
50
1,000
0 i
100%
0
0
0
0
0
0
0
TOTAL
146
150,300
$8,149,000
$6,858,000
$5,705,000
$4,001,000
$25,513,000
.
TOTAL 22 95,650 $5,828,000 $4,752,000 $4,080,000 $3,327,000 $17,987,000