New Performing Arts Centre Preliminary Business Case: City of Kamloops

CITY OF KAMLOOPS
NEW PERFORMING ARTS CENTRE

PRELIMINARY
BUSINESS CASE
March 23, 2015
City of Kamloops New Performing Arts Centre
Preliminary Business Case
Table of Contents
1
Executive Summary ...............................................................................................................................................3
Definitions .............................................................................................................................................................. 5
Study Context.........................................................................................................................................................6
Forces and Trends .................................................................................................................................................7

4.1
The Cultural Arts in Canada and British Columbia .......................................................................................7
4.2
Trends in Arts Participation ...........................................................................................................................7
4.3
Spotlight on Kamloops ..................................................................................................................................8
Audiences for Performing Arts Facilities ................................................................................................................9

5.1
5.1.1
Population ................................................................................................................................................9
5.1.2
Geographic Market Area ..........................................................................................................................9
5.1.3
5.2
Age ......................................................................................................................................................... 11
5.2.2
Education ............................................................................................................................................... 12
5.2.3
Household Income ................................................................................................................................. 12
5.2.4
Racial/Ethnic Diversity............................................................................................................................ 12
5.2.5
Market Analysis Conclusions ................................................................................................................. 12
Existing Facilities.................................................................................................................................................. 14
6.1.1
Current Amenities ....................................................................................................................................... 14

Sagebrush Theatre Joint Use Management Agreement ..................................................................... 14
6.2
Current Capacity ......................................................................................................................................... 15
6.3
Current Utilization ....................................................................................................................................... 16
6.3.1
Utilization by Joint Use Management Agreement Partners .................................................................... 16
6.3.2
Utilization by Community ........................................................................................................................ 17
6.3.3
Summary ................................................................................................................................................ 17
Users and Projected Demand .............................................................................................................................. 18

7.1
Resident Companies (Group A) .................................................................................................................. 18
7.2
Community Groups (Group B) .................................................................................................................... 18
7.2.1
Performing Arts Groups.......................................................................................................................... 18
7.2.2
Music Groups ......................................................................................................................................... 19
7.2.3
Employment and Economic Outlook ...................................................................................................... 10

Market Characteristics ................................................................................................................................ 11
5.2.1
6.1
Market Definition ...........................................................................................................................................9
Dance Groups ........................................................................................................................................ 19
7.3
Business and Promotions Groups (Group C) ............................................................................................. 19
7.4
Stakeholder Recommendations .................................................................................................................. 20
7.5
Projected Demand ...................................................................................................................................... 20
7.6
Impact on Current Amenities ...................................................................................................................... 23
7.6.1
Interior Savings Centre:.......................................................................................................................... 23
7.6.2
Sagebrush Theatre................................................................................................................................. 23
Market Assessment.............................................................................................................................................. 24
8.1
Audience Base Potential............................................................................................................................. 24
8.2
Pent-Up Demand ........................................................................................................................................ 24
8.3
Capacity of Existing Facilities ..................................................................................................................... 24
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Development Options ........................................................................................................................................... 26

9.1
Vision for the new Performing Arts Centre.................................................................................................. 26
9.1.1
9.2
Civic Initiatives........................................................................................................................................ 26
Master Facility Functional Program Building Components ...................................................................... 26
9.2.1
Public Entry Space and Front of House ................................................................................................. 27
9.2.2
Main Stage Theatre ................................................................................................................................ 27
9.2.3
Studio Theatre ........................................................................................................................................ 28
9.2.4
Rehearsal Halls ...................................................................................................................................... 28
9.2.5
Back of House ........................................................................................................................................ 29
9.2.6
Support Areas ........................................................................................................................................ 29
9.2.7
Administration......................................................................................................................................... 30
9.2.8
Desirable Amenities ............................................................................................................................... 30
9.2.9
9.3
11
Gross-Up Factor ..................................................................................................................................... 30

Site Assessments ....................................................................................................................................... 31
9.3.1
Multi-Criteria Analysis ............................................................................................................................. 31
9.3.2
Site Assessment Thompson Rivers University .................................................................................... 32
9.3.3
Site Assessment Hotel 540 ................................................................................................................. 32
9.3.4
Site Assessment Kamloops Daily News .............................................................................................. 34
9.4
10
Capital Cost Estimates ............................................................................................................................... 36
Business Plan Framework.................................................................................................................................... 37

10.1
Operating Models ....................................................................................................................................... 37
10.2
Operating Budget ....................................................................................................................................... 39
10.2.1
Financial Pro-Forma ............................................................................................................................... 39
10.2.2
Budget Assumptions .............................................................................................................................. 40
Conclusions and Next Steps ................................................................................................................................ 41

11.1
Conclusions ................................................................................................................................................ 41
11.2
Next Steps .................................................................................................................................................. 41
Appendix A
Stakeholder Engagement
Appendix B
Master Facility Functional Program
Appendix C.1
Preliminary Site Planning, Hotel 540 Site
Appendix C.2
Preliminary Site Planning, Kamloops Daily News Site
Appendix D
Class D Cost Estimate
Appendix E
Notes on the Financial Pro-Forma
Appendix F
References
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1 Executive Summary
The need for a multi-purpose theatre for the performing arts has been widely discussed for some years in the City of
Kamloops. In 2002, the City commenced a public engagement process by initiating the development of a Cultural
Strategic Plan. Adopted by Council in 2003, the Cultural Strategic Plan validated this need and put forward as one of
its five key recommendations, that a new Kamloops Arts and Heritage Centre be constructed as part of the blueprint
for cultural development for the City over the next decade. In 2013, the Raising the Curtain Open House invited
citizens to envision a new Performing Arts Centre and share their ideas on amenities, design and sustainability
priorities.
In 2014, the City of Kamloops retained MHPM Project Managers Inc. (with Proscenium Architecture + Interiors Inc;
Schick Shiner and Associates; and JBA Ltd.) to complete a Master Facility Functional Program and Preliminary
Business Case for the proposed new Performing Arts Centre (PAC). Work began in October 2014 and the
Preliminary Business Case dated March 23, 2015 represents the final deliverable.
The process began with consultation interviews with various community arts groups, businesses and regional
promoters. This led to the drafting of a Master Facility Functional Program; review and analysis of audience potential;
current and projected user demand; gaps and limitations in the inventory of existing spaces; and site options analysis
including capital cost estimates related to development of two sites. A high level review of operating and governance
models and financial pro-forma for the first five years of operation are also included in the report. In summary:
The Kamloops market can be defined as having population characteristics that suggest a good propensity to
attend and support the arts. The economic outlook is good. The labour force is well educated and
household median incomes are higher than the provincial and national averages, all of which suggest a
strong economic base to support arts and cultural programming.
A range of purpose built and converted use facilities are well used; however, only the Sagebrush Theatre
(706 seats) and Pavilion Theatre (165 seats) were assessed as having legitimate theatre seats (fixed
seating found in professionally operated performing arts venues). For Kamloops catchment area, it was
calculated that 1,927 seats should be available but only 871 are available revealing a deficit of 1,056
seats.
A review of booking dates (a rental/activity event for one client occurring in a 24 hour period) confirmed that
the Sagebrush Theatre is highly utilized with 72% of calendar and 88% of prime dates booked. In line
with the Joint Use Management Agreement, School District #73 and Western Canada Theatre are allocated
a large percentage of the booking dates. Other well established performing arts groups are challenged to try
to make the remaining dates fit their schedules. This was validated through interviews with over 20 local
arts community stakeholders, both not-for-profit community and professional organizations. These groups
consistently cited challenges with existing facilities in terms of available booking dates as well as seating
capacity and fit and finish.
A Master Facility Functional Program was developed, based on stakeholder interviews. In addition to the
Main Theatre (1,200 seats), Studio Theatre (350 seats), and Rehearsal Halls, building components for the
Public Entry and Front of House, Back of House, Support Spaces, Administration, Desirable Amenities
(discretionary), Building Systems, and gross-up suggest the new PAC would be a facility approximately
97,600 square feet in size.
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Using actual current/historical booking data obtained from Western Canada Theatre and projected demand
arising from the stakeholder interviews, estimates for bookings in the new PAC were calculated. By the end
of Year Five, the Main Theatre (1,200 seats) and Studio Theatre (350 seats) were estimated to have 105
and 207 performance dates, respectively, per year. Given a typical venue with 200-250 booking dates per
year is considered fully booked, the projected utilization of the new PAC confirms that there is much pent-up
demand in the arts and culture community.
Three locations were then assessed as potential sites for the PAC: Thompson Rivers University Campus;
Hotel 540 (540 Victoria Street) and Kamloops Daily News (393 Seymour Street). Multi-criteria qualitative
analysis performance indicators were developed based on input from municipal officials, community arts
stakeholders, and public consultation. An initial assessment of the Thompson Rivers University site resulted
in its exclusion from further analysis due to its inability to meet a number of the performance indicators.
Site massings and potential parking layouts were completed for the Hotel 540 and Kamloops Daily News
sites. Each sites relative merits and limitations were assessed based on their compatibility of fit with the
Master Facility Functional Program, site development opportunities and constraints, and application of the
multi-criteria analysis. Capital cost estimates for each site were developed for the PAC base program,
parkade costs, and desirable amenities.
The Kamloops Daily News (KDN) site is recommended as the preferred site for the PAC. The site met
or exceeded the intent of all the stated requirements of the Multi-Criteria Analysis. In compatibility of fit with
the Master Facility Functional Program, the KDN site allowed for greater flexibility and efficiencies in laying
out the program elements and meeting key adjacency requirements while maximizing urban planning
opportunities. This site also best presented the opportunity for the PAC parkade to address the long
standing need for additional public parking in the central downtown core cost effectively.
The Class D cost estimate (+/- 25%) for the PAC project, constructed on the KDN site and including all soft
costs, parking, land costs and desirable amenities (yet to be confirmed), to be in the order of magnitude of
$90 million.
A business plan framework was developed that outlined the operating models available to the City in terms
of Ownership, Governance and Administration, and Programming. The City has indicated a preference for
City Ownership; for a City or Incorporated Society Managed governance and administration model; and a
programming model based on Rental of Facilities supplemented with Presenting of Shows.
A financial pro-forma was then completed for the first five years of operation, using the projected demand as
the basis for revenues. Finally, a fixed annual Civic Allocation in the amount of $900,000 was assumed
with the expectation that surplus funding would accumulate in a capital reserve account.
Next steps for the City include:
confirmation of the preferred site and operating model(s); development and implementation of a public
consultation strategy; completion of detailed Facility Functional Program and decision regarding desirable
amenities.
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2 Definitions
The following are defined terms used in the Preliminary Business Case Report:
Booking Date: A rental/activity event for one client occurring in one 24 hour period.
Facility Functional Program: A planning document that details the required space allocations in the facility, based
on functional requirements. It describes the functional use, occupancy estimates and design criteria such as
relationships to other components, circulation, building systems needed and detailed, room-by-room space
requirements. It often starts as a generic master facility functional program and may evolve into a site specific facility
functional program to account for specific constraints and opportunities imposed by site conditions.
Gross Floor Area: The sum of all building floor areas measured to the outside face of exterior walls for all storeys or
areas having floor surfaces. Gross area includes functional component gross areas (example Lobby Space) with
required building support spaces including washrooms, general circulation, mechanical and electrical space.
Gross-Up Factor: Multiplication factors applied (1) to net areas for each room or element within a functional
component (example Gift Shop) and (2) to gross component areas (example Lobby Space). These factors allow for
space requirements not included in net element or room measurements; see "Net Floor Area" and "Gross Floor
Area".
Legitimate Theatre Seat: Designated fixed seating found in professionally operated performing arts venues. Does
not include movie theatres, high school auditoriums, hockey arenas and trade or conference centres.
Net Floor Area: The horizontal area of space assignable to a specific function. The net areas of rooms are
measured to the inside face of wall surfaces.
Pent-up demand: Requests for space (type of venue, seating capacity and availability) that cannot be met with
available inventory. The demand is there but cannot be filled by current supply. The arts community is currently
challenged with a lack of suitable facilities. This results in pent-up demand.
Prime Booking Date: Prime booking days dates are the most desirable dates of the calendar year. For the
purposes of this report, these consist of the last week of January to June, third week of September to December,
excluding all long weekends and statutory holidays .
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3 Study Context
The need for a multi-purpose theatre for the performing arts has been widely discussed for some years in the City of
Kamloops.
In 2002, the City commenced a public engagement process by initiating the development of a Cultural Strategic Plan.
Adopted by Council in 2003, the Cultural Strategic Plan validated this need and put forward as one of its five key
recommendations, that a new Kamloops Arts and Heritage Centre be constructed as part of the blueprint for cultural
development for the City over the next decade.
In February 2013, the City organized an Open House titled Raising the Curtain - New Performing Arts Centre". The
Open House provided citizens the opportunity to review the Plan and provide input and feedback on its relevance to
guiding the growth and development of culture in Kamloops. Approximately 200 citizens attended, who shared their
ideas in response to three specific questions:
(1) kinds of amenities the performing arts centre needs;
(2) design priorities required to be multi-functional; and,
(3) sustainability options to be both environmental and economic.
In September 2014, Council authorized a feasibility study for the new Kamloops Performing Arts Centre (PAC) be
undertaken. The process would include additional stakeholder consultation to support the engagement process,
further implement the key recommendations of the Cultural Strategic Plan, and address other concurrent planning
efforts in support of community and economic development. Specifically, the report parameters established by
Council included:
a)
recommended location;
b)
schematic concept;
c)
stakeholder consultation; and
d)
business case addressing the operating aspects.
Since 2002, the idea of a new PAC in the City of Kamloops has continued to evolve. This report responds to
Councils September 2014 mandate. Further, this report attempts to define the functional and cultural components
that make sense for a new facility in terms of demand and supply issues, physical parameters and possibilities,
capital and operating costs, governance, programming, market and financial implications, and the ability of a new
PAC to serve the Citys goals and objectives.
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4 Forces and Trends

Following is a brief overview of the broader forces and trends affecting the arts and culture sector in Canada and
elsewhere.
4.1
The Cultural Arts in Canada and British Columbia
Following the financial crisis of 2008, there were significant cuts to arts funding throughout the United States and
Europe. In Canada, however, the arts as an industry experienced the opposite. In 2009 - 2010, the Canadian
government spent $9.6 billion dollars on culture, 20% more than what was spent in 2003 - 2004.
Attending arts, culture and heritage activities and spending is a priority for Canadian citizens as well. In 2008,
Canadian consumers spent over $27 billion on cultural goods and services, or approximately $841 per Canadian
resident. A 2010 study entitled, Consumer Spending on Culture in Canada, the Provinces and 12 Metropolitan Areas
in 2008, by Hill Strategies Research, indicated that Canadians spend twice the amount of money on live performing
arts, $1.4 billion, than they do on live sporting events, $650 million.
In 2008, BC residents spent $3.8 billion on cultural goods and services, or 2.9% of total consumer spending in the
province and as compared to the $920 million spent on culture in British Columbia by all levels of government in 2007
- 2008.
At $869 per resident, BC consumers cultural spending is the fourth highest of all provinces in Canada. Cultural
spending per capita is highest in Alberta at $963. In addition, in 2008, BC residents spent twice as much on live
performing arts, $200 million, than on live sports events, $100 million. As well, more than twice as many BC
households spent at least some money on live performing arts (41% of households) as on live sports events (19%).
On a per capita basis, Vancouverites cultural spending, $795 per person, ranks 11th among 12 metropolitan areas in
Canada. Total cultural spending was $1.8 billion in Vancouver in 2008, representing 49% of the provincial total.
4.2
Trends in Arts Participation
Data on arts attendance and participation is

captured annually by Statistics Canada as
part of a telephone survey (General Social
Survey). The 2010 survey asked Canadians,
15 years and older, about 18 different arts,
culture and heritage activities during the 12
months prior to the survey. The adjacent
table provides a visual overview of British
Columbians participation rates in each of the
18 arts, culture and heritage activities in 2010.
The 2010 survey found that 59.2% of BC
residents 15 years of age or older (2.3 million
people), attended a least one theatre, popular
music or classical music performance.
Specifically, of those 2.3 million British
Columbians:
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43.8% attended a theatrical performance such as a drama, musical theatre, dinner theatre, comedy (1.7
million people);
39.6% attended a popular musical performance such as pop/rock, jazz, blues, folk, country and western (1.5
million people); and
16.2% attended a symphonic or classical music performance (624,000 people).
Respondents were also asked three subsequent questions about attendance at cultural festivals or other performing
arts events. In 2010, one-half of British Columbians 15 or older (49.7% or 1.9 million people) attended a cultural
festival or other performing arts event:
38.5% attended a cultural or artistic festival (such as film, fringe, dance, jazz, folk, rock, buskers or comedy)
(1.5 million people);
27.6% attended a performance of cultural or heritage music, theatre or dance (e.g. Aboriginal Peoples,
Chinese, Ukrainian) (1.1 million people); and
21.5% attended another kind of cultural performance (827,000 people).
When the responses to the six performing arts and cultural festival questions are combined, 70.9% of British
Columbians attend a performing arts event or cultural festival in 2010, a total of 2.7 million people.
While these statistics suggest that arts events are well attended, it should be noted that there are other tendencies in
consumer behaviour that are becoming trends:
Less time/less planning we are increasingly living in a world of shortened planning horizons and on
demand entertainment, meaning a decline in advance commitment. Consumers are willing to pay more
later for greater flexibility in their schedule due to less leisure time because of demands of work, caring for
family members, etc.
Demand for stimulation most consumers, especially younger consumers, are accustomed to multi-sensory
engagement and thus have higher satisfaction thresholds and expectations for immediate reward from an
experience.
Paradox of choice consumers are now faced with an extraordinary range of choices whether that relates
to food, cars or entertainment. Because of advances in information and communication technologies,
consumers are interested in a much broader array of programs.
4.3
Spotlight on Kamloops
In addition to being renowned as Canadas Tournament Capital and BCs friendliest city, Kamloops is also known
to have a rich and varied arts and heritage scene which is embraced and promoted through the Citys Cultural
Strategic Plan.
The City of Kamloops is home to numerous amateur and professional theatre and music festivals; professional and
emerging art galleries; and, established and emerging arts and culture organizations and events held annually.
During a number of the stakeholder consultation interviews conducted in November 2014, references were made that
the citizens of Kamloops as consumers of arts and cultural programming are 8-10% above the provincial average.
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5 Audiences for Performing Arts Facilities

The demand for arts and culture programming is a function of a markets size and characteristics. Numerous interrelated demographic, economic, social and geographical factors need to be understood to gauge market demand.
This section provides details on the market, its characteristics and analysis with respect to support for arts and culture
programming in the City of Kamloops.
5.1
Market Definition
The first step in assessing demand for programming and cultural facilities is to understand the market for these types
of activities and spaces. The population size and growth projections; catchment and geographic market area; as well
as employment and economic outlooks, are all strong indicators of audience potential for arts and culture
programming.
5.1.1 Population
Population statistics provide a base understanding of the market.
The present population of the City of Kamloops is 89,662
Population growth between 2006 and 2011 was 6.4%
Current population growth rate is 1.3% per annum
The unemployment rate in the range of 6.2% (2013) to 7.7% (2014)
The projected population in 2040 will be 125,500 (an increase of 40%)
The 2014 population data above does not account for cultural tourists or visitors in the area. However, cultural
tourism does play a factor in the Kamloops economy. In 2012:
7% of tourists to British Columbia indicated their primary reason for visiting overnight was to attend a
performance such as a play or concert.
25% of tourists to BC had the Thompson Okanagan as their main destination.
The Thompson Okanagan had 3.82 million overnight visitors in the region.
5.1.2 Geographic Market Area

For purposes of this report, the geographic market or catchment area is considered to be the Thompson-Nicola
Region all communities within an approximate 100 km radius or one hour drive from the City of Kamloops. The
below table shows the population distribution based on City of Kamloops Official Community Plan info and BC Stats
(Local Health Area):
Area
City of Kamloops
Metropolitan Area
Approximate Radius
to City Centre
6 - 12 km
2014 Population
89,662
50 - 65 km
98,754
Thompson-Nicola Regional District (TNRD)
65 - 100 km
128,475
Thompson Okanagan Development Region
100 250 km
520,803
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The geographic market catchment area consisting of

the City of Kamloops, the Metropolitan Area and the
Thompson-Nicola Region is shown in the adjacent
map. The City of Kamloops is also strategically
located:
At the intersection of four major highways:

HWY 5A, HWY 5 (Yellowhead), HWY 1
(Trans Canada) and HWY 97; and
310 km northeast of Vancouver, 250 km

north of the US border (Washington) and 618
km west of Calgary.
The confluence of four major highways provides

convenient access to Kamloops from major centres
such as Vancouver, Calgary, Edmonton and Seattle.
5.1.3 Employment and Economic Outlook

Kamloops is the third largest city by population and economic prosperity in British Columbia outside the Lower
Mainland. The City, metropolitan area and regional district enjoy a diverse economic base contributing to strong and
steady growth. Its key economic and industrial drivers include: tourism, agriculture, forestry, mining, healthcare,
manufacturing/retail, green energy and high tech. While traditionally the regions economy was dependent upon
resource extraction, today the service-producing industries account for over 80% of the labour force in Kamloops, a
proportion similar to the provincial average. The table below illustrates the labour force distribution in Kamloops
compared to BC overall.
Kamloops
Census Area
Industry Sector
Goods Producing Industries:
Services Producing Industries:
British Columbia
Primary
6.2%
4.1%
Construction
7.4%
7.6%
Manufacturing
4.9%
6.4%
74.6%
75.5%
6.9%
6.4%
100.0%
100.0%
Non-Government
Government
All Industries
Strong and steady economic growth in Kamloops and region are defined by:
Diversified Economy. The Kamloops economy has an excellent balance based in primary, secondary and
tertiary sectors. The major employers in this area including Interior Health, School District #73, Thompson
Rivers University, Highland Valley Copper Mine, BC Lottery Corporation, Safeway and Northern Trailer,
amongst others, represent this economic diversity. Additional factors to Kamloops economic success are
excellent transportation linkages, tourism, and the promotion of itself as a tournament capital.
Growth in new and replacement jobs. Labour market demand projections indicate that 35,991 jobs will
need to be filled to meet economic growth and retirements from 2012 to 2017. Over 28,800 of these jobs are
in the tourism, retail, construction and healthcare sectors. In the overall ThompsonNicola Region, 19,800
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new jobs will be created due to economic growth and 78,600 openings will be created through the
replacement of retiring workers between 2012 and 2022.
A strong employment rate and low unemployment. In 2013, the total Kamloops employed labour force
was 53,000 with an unemployment rate of 6.2%.
5.2
Market Characteristics
Overall arts and culture programming in Canada is strongly attended and an important part of community culture,
participation in arts, culture and heritage activities. In 2010:
70.9% of British Columbians attended a performing arts event or a cultural festival.
59.2% of British Columbians 15 or older attended at least one theatre, popular music, or classical music
performance (2.3 million people).
Between 1992 and 2010 there was a 12% growth in British Columbians attending performances of cultural
or heritage music, theatre or dance (e.g. Aboriginal Peoples, Chinese, Ukrainian).
Age, education, household income and racial/ethnic diversity also have a strong play on the demand for arts and
culture programming.
5.2.1 Age
BC Stats (Local Health Area) indicate that the
population age distribution of the City of
Kamloops generally mirrors that of the overall
province of BC, with a slightly higher youth
population between the ages of 1 and 24 years:
30% in Kamloops versus 27.0%.
This higher youth population will age and create
a higher proportion of 30-39 and 40-49 year old
demographic groups in 2020 and 2030
respectively. BC Stats projections also show a
corresponding increase in children as the result
of parenting age adults having families in the
years 2035 and 2040. This trend mirrors overall
BC demographic trends which are illustrated in
the adjacent figure. Between 2009 and 2036,
the bump in 40-49 and 65-75 year olds is
clearly evident.
From the current and future demographics of Kamloops and the Region it can be inferred that an increased demand
for performing arts programing will come from a growing middle age cohort with children as well as an older, retired,
population between 50 and 80 years old.
Overall, the age of a population is a key factor in arts and culture participation. Recent studies have concluded that:
Popular music, theatre and festival attendance is highest in younger ages between 15 and 35; and
Classical music, opera and dance attendance is highest for those between the ages of 55 and 75.
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5.2.2 Education
The City of Kamloops is home to Thompson Rivers University
(TRU) and the Sprott-Shaw Community College. These
institutions and organizations, amongst others, provide the
vital education and experiential training programs to provide
the workforce for existing businesses and industry base to
ensure they can continue to grow and diversify.
According to many arts studies, education levels are the single
best predictor of arts participation. Those with at least a
bachelors degree are between 1.5 and 2.5 times more likely to
attend a theatre, popular music or festival event than those
with a high school diploma.
5.2.3 Household Income

Income levels also play a factor in arts and cultural events attendance. Studies consistently show a strong correlation
between income and attendance at arts and cultural programs such as festivals, theatre and classical music concerts.
Median household income in 2010:
Kamloops
$ 72,800
British Columbia
$ 66,970
Canada
$ 69,860
5.2.4 Racial/Ethnic Diversity

Different ethnic groups exhibit different patterns of participation. The City of Kamloops population is predominantly
English speaking; however, many different cultures are represented:
Immigrants comprise just over 9% of the population; Italian, German and Punjabi being the most prevalent.
Aboriginal populations of First Nations, Metis and Inuit in Kamloops comprise 9% of the population.
The visible minorities make up 6.8% of the population, consisting primarily of South Asian, Chinese,
Japanese, Black, Filipino and Arab.
The student population attending TRU and Sprott-Shaw Community College also has significant numbers of
international students. A May 2012 report by Roslyn Kunin & Associates, Inc., entitled The Economic
Impact of International Education in Canada An Update Final Report, estimated that the average annual
expenditure per international student is $33,840, which includes tuition, other fees, books, room, meals,
transportation, and discretionary spending. Given approximately 1,750 international students at TRU alone,
it can be estimated that these international students contribute $113 million annually (direct and multiplier
effects) to the Kamloops economy.
5.2.5 Market Analysis Conclusions

From a review of the above market definitions and characteristics, the potential audiences for arts and culture
programming in the City of Kamloops can be characterized by:
A growing population will increase demand. Currently in BC, 48% of the population attends one or more
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cultural performing arts event(s) or cultural festival(s). A straight extrapolation of this percentage to the
Kamloops geographic market area, suggests that approximately 62,000 people currently attend a performing
arts event. Based on 1.3% annual growth rate and extrapolating to year 2020 and 2030, the audience
potential could grow to be to 66,500 and 76,000 respectively.
Growth in the number of families with children will increase demand for arts and cultural programs that are
attractive to this demographic.
The larger number of older adults (in comparison to younger adults and youth) will exhibit steady demand for
theatre and classical music programming.
Larger number of older adults will have greater disposable income and the market will have to respond to
their purchasing power in the types of arts and cultural events offered.
Economic development projects and job growth in the service industries, particularly in retail and tourism will
require diverse and responsive programming.
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6 Existing Facilities
The City of Kamloops has several purpose built facilities and some converted use buildings where resident
companies, community groups and arts organizations perform and present their programs.
6.1
Current Amenities
The following existing venues host arts and cultural performances in the City:
The Interior Savings Centre is an arena and home to the Kamloops Blazers of the Western Hockey
League. Total seating capacity is 5,158, which can be reduced for theatre events (746 or 960 seats) and
concerts (1,099 seats to 4,430 seats). Performances are generally touring music concerts brought in by
local and regional promoters. However, the venue is often bypassed by notable artists because the limited
seating capacity means they cant sell enough tickets for the show to be profitable. Other artists decline to
perform here due to the lack of intimacy, ambiance and acoustics for their performance.
Sagebrush Theatre is a 706 seat proscenium theatre owned by the City and the School District, and,
operated by the Western Canada Theatre Company (WCTC). As the only commercial theatre venue in the
community, it is booked to its maximum. Priority is given to bookings by the WCTC and the School Board as
per the facilitys Joint Use Management Agreement, resulting in limited availability for other arts group. The
Theatre is consistently fully booked, with scheduling of events up to two years in advance.
The Pavilion Theatre is a 165 seat black box studio theatre operated by WCTC. While it is sufficiently fit
out for performances, it is generally used as the WCTCs rehearsal hall. The WCTCs administration offices
and production shops are located in the venue. Limited bookings are available and the form of the theatre
as a studio makes it conducive to a limited number of uses and is undesirable by several arts and
performance groups in the City.
The Coast Hotel Conference Centre Theatre is a proscenium style theatre within the hotels conference
centre. Its seating capacity, 475 in the theatre format and 350 in the dinner theatre format, functions very
well for conventions, conferences and meeting events.
Thompson Rivers University has several facilities including the Grand Hall, Barber Centre, Alumni
Theatre, and Black Box Theatre that are available for booking by the local community.
Local churches (Calvary Community, Kamloops Alliance, Summit Drive, St. Andrews on the Square) and
community venues (Old Courthouse Cultural Centre, Paramount Theatre) are also being used for arts
productions and cultural events. While such converted use venues serve to help establish programs and
audiences, they are not conducive to long term growth of the performing arts and do not meet the standards
required for professional and commercial groups.
6.1.1 Sagebrush Theatre Joint Use Management Agreement

The Sagebrush Theatre was built in 1978 with multi-level government grants and financial support from School
District 73, Western Canada Theatre and the City of Kamloops. Accordingly, a joint use management agreement
reflecting the partnership was put in place for the management and booking of the theatre. Through this joint use
management agreement, it was established that School District 73 would have the first option to book up to 100 days
per calendar year, followed by Western Canada Theatres Main Stage calendar dates, followed by community
requests.
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As community demand has grown, Western Canada Theatre, as the manager of the theatre, has strived to maximize
the utilization of the booking calendar and to provide as much access for booking requests by working closely with
School District 73 and other user groups to mitigate lost opportunities and stranded single dates between bookings.
6.2
Current Capacity
Of the existing amenities, the Sagebrush Theatre is the only theatre proper. Therefore, it is the most active facility
and venue regularly used for theatrical performances. Accordingly, the City of Kamloops has a total of 706
legitimate theatre seats. Legitimate theatre seats are defined as fixed seating, found in professionally operated
performing arts venues. They do not include movie theatres, high school auditoriums, hockey arenas and trade or
conference centres.
However, this report includes the 165 Pavilion Theatres seats in its analysis of available seating capacity and deficit
calculation. While not having fixed seats and not strictly meeting the definition of a legitimate theatre seat, the
Pavilion Theatre, as a black box studio theatre, effectively satisfies its intended purpose and fills a pivotal niche in
the continuum of types and forms of theatres.
The average number of legitimate theatre seats in Canadian cities is 15 seats per 1,000 residents. This number was
derived by comparing population statistics in a number of census metropolitan areas (CMAs) across Canada with the
number of legitimate theatre seats available in each CMA. Applying this average to the current population of the
TNRD, the City of Kamloops should have 1,927 seats. With the 706 Sagebrush Theatre seats and the 165 Pavilion
Studio Theatre seats, the community has a total of 871 available theatre seats, resulting in a deficit of 1,056 seats.
The below table summarizes the optimal current and requisite future number of seats that would be required to meet
the Citys needs today and in years 2020 and 2030 based on the TNRD population. The table further identifies:
Prior to the construction of the Sagebrush, the City of Kamloops only had 165 theatre seats total.
In 1978, when the Sagebrush opened with 706 seats, it did not realize for the community enough available
seats to match the actual demand of 1,272 seats. A deficit of 401 seats remained.
Today (2015) the deficit has grown to 1,056 seats.
By 2020, when the Performing Arts Centre opens, 1,550 new seats will be available, realizing a total of
2,421 available seats. For the first time, the community will have a surplus of 345 seats available.
By 2030, and projected population growth being realized, the community will enjoy a balance of seat
demand and seats available.
Year
TNRD
Population
1977
Demand
for Seats
Available
Seats
Surplus
(Deficit)
1,272
165
(1,107)
1978
84,786
1,272
871
(401)
2015
128,475
1,927
871
(1,056)
2020
138,404
2,076
2,421
345
2030
160,624
2,409
2,421
12
Theatre Facilities
Status Quo
Accumulated
(Deficit)
Pavilion
Sagebrush, Pavilion
Sagebrush, Pavilion
Sagebrush, Pavilion, PAC
opens
Sagebrush, Pavilion, PAC
(1,056)
(1,205)
(1,538)
During a number of stakeholder consultation interviews in November 2014, several references were made that the
citizens of Kamloops as consumers of arts and cultural programming are 8-10% above the provincial average.
Taking these anecdotal comments into account, then requisite demand for seats in 2030 would actually be 2,650 and
the arts and cultural community and general population would potentially be in a deficit position once more.
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6.3
Current Utilization
The Sagebrush Theatre is consistently, solidly booked season after season, year after year.
Booking dates throughout a calendar year typically align with seasonal productions, instruction/classes. Prime
booking dates for the calendar year is defined as the last week of January to June, third week of September to
December, excluding all long weekends and statutory holidays. Within this, the most marketable days of the week
are Thursday, Friday and Saturday nights.
Although a facility is available for booking 365 days of the year, prime booking days account for 236 days or 65%.
For most multi-purpose facilities, the remaining 129 calendar days are booked based on all prime dates being taken
and the facility operators offering of rental incentives to motivate groups to book these times.
The graphics below illustrate the bookings for the Sagebrush Theater, calendar and prime dates, over the last three
seasons (September 2012 - August 2015) based on actual data provided by the Western Canada Theatre Company.
The graphic on the left shows the percentage of booking dates by various organizations based on a calendar year,
while the graphic on the right shows the percentage of prime booking dates.
Utilization of 365 Calendar Days
Utilization of 236 Prime Dates
The significance of this is that the remaining 27.8% (19.4% + 8.4%) of calendar dates and 11.2% of prime dates
translate to ad hoc days of a given month only being available. These dates could be as random as a Wednesday
one week followed by a Tuesday of the next, followed by no availability in the next week. For these reasons, 100%
utilization is not realistically achievable. This is a common and accepted industry-wide reality.
Performing arts venues are generally busier than they may first appear. Days dedicated to set-up and rehearsal tend
to give the impression that the facility is not being used. A typical venue with 200-250 booking dates per year is
generally considered fully booked. The marginal rate of return from increasing bookings past this threshold tends to
decrease, as it requires significant effort for advertisement, puts additional strain on the buildings infrastructure, and
requires significant overtime from staff.
6.3.1 Utilization by Joint Use Management Agreement Partners

In accordance with the joint use management agreement, the School District 73 and Western Canada Theatres
utilization of the Sagebrush Theatre, between 2012 and 2015, on an annual basis is:
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WCTC uses 27.6% (100 days per year) of the calendar booking dates and 36.9% of the prime booking dates
for its own productions;
SD 73 uses 15.4% (57 days per year) of the calendar booking dates and 20.6% of the prime booking dates;
and
WCTC and SD 73, together use 43.0% (157 days per year) of the calendar booking dates and 57.5% of the
prime booking dates.
Even at these rates, the preferred utilization by each of these priority users is not optimally met. Both entities make
concessions in terms of the number of dates, duration of bookings, etc.
6.3.2 Utilization by Community

After the partner users dates are determined, 57.0% of calendar dates and 42.5% of prime booking dates remain
available to offer the Citys resident companies, community groups, arts organizations and promoters. Together,
bookings for these groups then account for:
29.3% of calendar dates; and
31.3% of prime dates.
These numbers confirm that community groups are heavy users of the Sagebrush. Even so, these groups regularly
have to book converted use venues in the community to try to meet their overall needs.
Increasing their utilization of the Sagebrush Theatre is not simply a matter of available booking dates and duration of
bookings. Further analysis including variables such as venue size, flexibility, technical infrastructure; quality and
other factors must be taken into consideration.
6.3.3 Summary
Sagebrush Theatre has a very low availability of booking dates once the requests of School District 73, Western
Canada Theatre and community organizations are filled. For the last three years, 2012 2015, on an annual basis,
the Sagebrush Theatres utilization is:
72.2% of calendar dates are booked; and
88.8% of prime dates are booked.
High utilization and the lack of available booking dates at the Sagebrush Theatre have a significant effect on
performing arts groups in the City:
They are not able to get the dates that best fit their schedules;
They are not able to get the number of dates they require for their programming;
They are not able to extend a successful run of performances to capitalize on tickets sales resulting from the
word of mouth effect (this applies equally to the WCTC);
Promoters who find an opportunity to book a touring act on short notice cannot do so; and
They are forced to go to other venues which are less conducive to their events and are also often
unavailable.
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7 Users and Projected Demand

In order to assess demand for arts and cultural space from the local arts community stakeholders, consultation
interviews were undertaken in November 2014. Input was collected on the existing facilities and spaces, level of
satisfaction with those spaces, potential use of new spaces as well as required features, capacity to pay rent and
support for the development of a new performing arts centre. The key themes arising from these discovery interviews
are summarized below. It should be noted, that some groups may have been cautious in expressing demand for a
new facility because of uncertainty as to what would happen with existing facilities.
7.1
Resident Companies (Group A)
The following groups were interviewed on November 12, 2014:
Kamloops Arts Council
Kamloops Art Gallery
Kamloops Museum and Archives
Kamloops Symphony
Western Canada Theatre Company
All of the groups interviewed felt that there was a need for a new Performing Arts Centre and that a smaller studio
theatre of approximately 300 seats would fill a need in the community. In addition to the performance spaces, they
felt that there was a need for rehearsal spaces, caf/bar/restaurant, gallery and museum display space, artists
studios, and environmentally controlled archive storage for the art gallery. They felt that there was an opportunity to
create a cultural hub in downtown Kamloops that could be multi-disciplinary across the performance and visual arts
community. Both the theatre and music groups felt that a new performing arts theatre needed to meet their needs
from a performance and acoustic perspective.
7.2
Community Groups (Group B)
The community group interviews were divided into three separate sessions
Performing Arts Groups
Music Groups, and
Dance Groups.
7.2.1 Performing Arts Groups

BC Living Arts
Kamloops Festival of Performing Arts
Theatre BC
Kamloops Film Society (not interviewed, but submitted notes)
Laughing Stock Theatre Society
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The groups were excited at the prospect of the addition of a new Performing Arts Centre in Kamloops. Most
confirmed that they would be able to use a new venue in some capacity especially the smaller studio theatre,
rehearsal spaces, and rentable administration space that could be used by the companies during their shows. Rental
rates for the venue were also an issue that the groups felt should be taken into consideration in order for it to be
viable for community groups.
7.2.2 Music Groups

Brandenburg Orchestra
Vivace Chorale
Chamber Musicians of Kamloops
Carol Choir Group Concerts
The groups felt that the Performing Arts Centre could address the current lack of a good acoustic venue in the City of
Kamloops that could accommodate larger performances. They confirmed that two separate performance spaces,
one large and one smaller, would be ideal. Rehearsal halls would also help fill a need. It was stressed that the new
venue must be able to perform acoustically for music performances in addition to the needs of theatrical
performances.
7.2.3 Dance Groups

Nuance Dance Studio
Akimbo Dance Studios
The Dance Gallery
The dance groups reiterated the need for both larger and smaller performance venues. Their requests included
proper sprung dance floors in the performance venues and the rehearsal spaces. There was agreement that ease of
rental is an important factor in the management of a new facility.
7.3
Business and Promotions Groups (Group C)
Entertainment Management
Jelly Events
Kamloops Central Business Improvement Association (KCBIA)
Venture Kamloops
Hotel 540
School District 73
Due to the diverse nature of this group, there were many different ideas and opinions generated during the
interviews. All groups felt that there were opportunities arising from a new Performing Arts Centre and that it would
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fill a need for the community. It was expressed that the venue could be a catalyst for downtown revitalization. The
increased capacity of a larger theatre would help attract performers who currently are not able to stop in Kamloops
due to lack of an appropriately sized and fit-out venue.
7.4
Stakeholder Recommendations
At the conclusion of the series of stakeholder consultation interviews, the following broad statements summarize
stakeholder recommendations for consideration in future planning and design of the new Performing Arts Center:
all existing facilities have various limitations ranging from the layout/infrastructure of the physical space to
access challenges;
a proper front of house (Lobby, Box Office, Ancillary Services), back of house (Dressing Rooms, Green
Room), and loading dock and storage spaces are essential to contributing to the success of the new facility;
a multi-purpose Main Stage (with fly tower), Studio Theatre and Rehearsal Hall will appeal to and
accommodate multi users;
acoustics, media/audio-visual equipment and public parking are important considerations for the new facility;
desirable amenities would include space in the lobby conducive to art/archival displays, rentable meeting
rooms; artists studios, archival storage, leasable commercial/retail space (Gift Shop, Caf or Restaurant);
general interest in shared administrative facilities and shared services, particularly ticketing and marketing
services; and,
downtown location will help revitalize downtown and contribute to spin-off economic development
opportunities.
7.5
Projected Demand
Also arising from the consultation interviews, it was concluded that the community arts groups consistently struggle
with finding available booking dates at suitable existing venues. The user groups stated that they could consistently
fill a 350 seat venue, while filling a 1000+ seat venue on occasion. Concert promoters could fill 1,200 1,500 seats
for high-demand performers.
Based on this stakeholder input, the projected demand for booking dates for the new Performing Arts Centre was
estimated. The projections are based on reasonable, conservative estimates inferred from the stakeholder
engagement sessions. They reflect pent-up demand and growth driven by a reinvigorated arts community and
having a greater variety of performing arts spaces to choose from.
Year One is based on current activity levels as per information obtained from stakeholders, with a small increase to
accommodate pent up demand. Year Three and Year Five are calculated on the basis of a 15% and 15% increase in
bookings respectively. Allowances were made for typical patterns of demand associated with multi-purpose facilities.
It is expected, however, that after Year Five, booking days would level off and normalize. Any further growth would
be driven by population increases. Booking dates could be boosted further by active management and promotion of
the facility.
The series of bar charts, page 22-23, show the projected booking dates for Years One, Three and Five of the new
Performing Arts Centres operations.
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Main Stage Theatre
59% of calendar booking dates in Year 5 are

estimated to be available for the Main Stage
Theatre.
This implies that the Main Stage Theatre will have

good usage, while allowing for flexibility in bookings
and future growth.
A wider variety of artists and shows including

companies such as the National Ballet of Canada
can perform and present in Kamloops with greater
choices in dates to complement their tour dates.
Studio Theatre
30% of calendar booking dates in Year 5 are

estimated to be available for the Studio Theatre.
As approximately 30% of the calendar year is

considered non-prime booking, having only 30%
availability implies a fully booked Studio Theatre and
some groups will need to accept bookings outside of
prime booking dates.
Studio spaces are proven to have high utilization

because they easily accommodate any type of
performance with basic technical arrangements,
limited sets and simple lighting effects. This keeps
end user production and operating costs down.
Rehearsal Halls
The Rehearsal Halls are projected to get good

utilization.
Bookings are projected to be mainly by community

groups both existing and not yet identified.
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Lobby
In addition to supporting the primary functions of the

PAC, the Lobby is also expected to be promoted as
a distinct rental space.
The Lobby space represents new and untapped

rental potential for the community. Potential uses
could range from private functions, to wedding
receptions, amateur/professional art exhibits, etc.
Estimates for bookings in both the Main Stage and Studio Theatres show marked increases over the first five years of
operations. Building on these projections, the table below summarizes current tickets sales (the status quo),
compared with projected ticket sales in Year Five, with both the Sagebrush Theatre and the new PAC in operation.
Further assumptions made in this analysis include:
For the status quo scenario, an estimate of total tickets sold at current performing arts venues (Sagebrush
Theatre and the Interior Savings Centre) was completed. This number was then extrapolated by the
projected population growth to determine the baseline ticket sales in 2025 (Year 5 of the PAC operations).
For the new PAC scenario, ticket sales were calculated using the projected demand for the PAC and the
expected Sagebrush Theatre demand.
Venue
Current
Sagebrush Theatre
Interior Savings Centre *
Performance
Dates/Year
Seating
Capacity
% Ticket
Sales
Tickets sold
per Venue
225
706
50%
79,425
3,500
100%
28,000
Total Ticket
Sales
107,425
Increased ticket demand based on projected population growth at 2024:
10,743
118,168
Year 5
Sagebrush Theatre **
225
706
50%
79,425
3,500
100%
PAC - Main Theatre
105
1,200
50%
63,000
PAC - Studio Theatre
207
350
50%
36,225
Interior Savings Centre
178,650
Required growth in ticket sales to meet stakeholder projected demand:
60,482
* The 8 dates only represent the performances that are likely to elect to use the new PAC as a more appropriate venue due
to size, production capabilities, acoustic, etc. Bookings such as the Blazers, conventions, or performances that require the
larger arena setting will remain at the ISC and are not considered in this analysis.
** Year Five projections for the Sagebrush Theatre take into account an initial drop-off in performance dates, followed by
growth rates that mirror those used for the PAC.
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This analysis concludes that if pent-up demand is realized and there are opportunities for growth of new,
complementary and diverse programming supported by increased marketing and promotional efforts, stakeholder
projections would translate into an additional 60,482 tickets needing to be purchased by the consumer. Another way
of looking at this is to state that this growth represents one additional ticket being purchased by every second
resident in the TNRD in Year Five. These projected ticket sales are used to estimate the rental revenue in Section 10
Business Plan Framework.
7.6
Impact on Current Amenities
The opening of a new facility in any community will cause a ripple effect on the current amenities. For the City of
Kamloops, this ripple effect will primarily impact the Citys two major venues.
7.6.1 Interior Savings Centre:

The City has identified eight (8) arts/cultural events in the arena in the last three years which would transfer to the
Main Stage Theatre in the new PAC. However, this would allow the City to maintain or improve community access to
the arena (minor hockey, figure skating, etc.). The financial impact on this venue will be minor in the short term and
insignificant in the long term.
7.6.2 Sagebrush Theatre

The migration of events from the Sagebrush Theatre to the PAC will be greater than it is for the arena.
Based on the projected use for the PAC, the Sagebrush Theatre will have new booking dates available in Year One.
The School District has expressed excitement in being able to have greater use of the facility as per the terms of the
Joint Use Management Agreement. The Beattie School of the Arts would be another organization that would benefit
significantly from booking dates opening up.
Other communities who have faced a similar situation initially reported that bookings in an existing amenity fell off in
the short term but returned to original levels in the medium term (3-5 years). In general, the return to original levels
can be explained by:
a)
Pent-up demand being released as well as new programming being developed whose demand for seats
matches that available in the facility.
b)
Groups may move to the new facility in anticipation of a growth in demand. If this growth does not
materialize for a particular group, they may return to the previous venue whose size better reflects their
audience.
The opening of the PAC presents an opportunity for WCTC to proactively revise their business plan and marketing
strategies. Current utilization has constrained the WCTCs ability to pursue commercial bookings. By freeing up
some additional booking dates, the WCTC can pursue more commercial bookings, which they been constrained from
doing until now.
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Market Assessment
Overall, this analysis illustrates the need for and opportunities associated with a new Performing Arts Centre in the
City of Kamloops in terms of responding to audience potential, user demand, gaps and limitations in the inventory of
existing spaces and the benefits and impacts that a new facility could provide.
8.1
Audience Base Potential
The population of the City of Kamloops has characteristics that suggest a good propensity to attend and support the
arts. The population is steadily growing; comprised of a range of ages from families with children, youth and empty
nesters and retirees; and enjoys a healthy mix of diverse ethnicities to demand and support a wide range of arts and
culture programming.
The economic outlook is good, the labour force well educated and household median incomes are higher than the
provincial and national averages which all suggest that there is a strong economic base to support arts and cultural
programming.
8.2
Pent-Up Demand
There is a broad range of well-established performing arts groups in Kamloops, ranging from not-for-profit community
dance, music and theatre groups to professional orchestral and theatre groups, and musical presentations. Through
stakeholder engagement interviews, these groups identified challenges with the existing facilities in terms of seating
capacity, available booking days, and fit and finish. These groups overwhelming support the development of a new
Performing Arts Centre. These factors have a five-fold effect on the arts and culture community and City of
Kamloops as a whole:
the activities of local established arts groups are stifled;
artistic growth of the community is slow;
touring groups presenting higher end events are bypassing Kamloops;
new and diverse programming are likely to have market entry challenges; and,
opportunities to raise the Citys arts and culture profile are curtailed.
In all ways the general population of the City of Kamloops loses the opportunity to see and experience quality
entertainment in their own community.
8.3
Capacity of Existing Facilities
The City of Kamloops has reached a saturation point based on existing facilities. Municipalities of comparable size to
Kamloops generally boast a wider spectrum of facilities for the performing arts.
Local churches, community centres, and school auditoria used for arts productions and cultural events typically serve
to help establish programs and audiences, but they are, by and large, settings which ultimately inhibit growth and
development.
Although recent investment at the Sagebrush Theatre, including new upholstered seats, refresh of the lobby and
improvements to the orchestra pit, continue to enhance both the performers and patrons theatre experience, the size
of the stage, technology, number of seats and availability issues remain as limitations. This is particularly true for
todays touring acts that have much greater production, technical and hospitality demands. Todays audiences also
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have higher experiential expectations. This assessment was reinforced from the stakeholder interviews and public
consultation to-date.
Demand for a facility is determined by a number of factors including quality and capacity of a venue; rental/lease
rates of a venue; booking dates available; mix in types of venues; and, the collective need by a community for a place
to foster and develop the arts and provide entertainment for the community. The current inventory of performance
facilities is resulting in lost opportunities for the City as quality entertainment bypasses Kamloops, is impeding artistic
growth in the community, and limiting the marketability of the arts to potential audiences in the community. Greater
diversity in the spectrum of performing arts spaces will foster a richer and more vibrant arts and culture community for
both performers and patrons alike.
In addition to the 706 seat Sagebrush Theatre and the 165 seat Proscenium Theatre, the market assessment
validates this need and demand and supports the City of Kamloops desire to explore development options for a
1,200 legitimate seat theatre and 350 black box studio theatre new Performing Arts Centre.
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9 Development Options
9.1
Vision for the new Performing Arts Centre
The City of Kamloops has a long standing commitment to community building and increasing quality of life through
active support of a diverse and growing arts and culture sector. Developed as a facility containing a suite of spaces
that can be used for multiple purposes, it is envisioned that the new Performing Arts Centre will be uniquely
positioned to meet the needs of the full spectrum of City of Kamloops citizens and a wide range of activities and
events. Each of these differing activities will continually broaden the market for the facility and will demonstrate that
the new Performing Arts Centre is a place for everyone. The new integrated Performing Arts Centre will:
Foster, sustain and enable cultural development in Kamloops and the region over the next 75 years;
Accommodate a wide variety of performing (drama, music and dance) and visual arts (gallery art, museum
displays);
Act as a catalyst for economic spin-off for other local businesses (hospitality, food/ beverage, tourism, etc.);
Form a key component of the downtown revitalization plan;
Be managed and operated for the benefit of the community; and
Have a recognizable identity.
9.1.1 Civic Initiatives

In addition to the new Performing Arts Centre, the City of Kamloops has long identified the need for additional parking
in the downtown core. Growth in retail business, commercial spaces, and amenities such as the Interior Savings
Centre and the Royal Inland Hospital have all contributed to the pressures on existing on- and off-street parking
inventory.
The consultant team was instructed to align these two important civic initiatives as part of the site selection criteria
evaluation and assessment for the new PAC. Combining these two mandates provides significant synergies and can
improve the return on investment when compared to undertaking both projects in isolation. These benefits include:
Reduced capital costs (1 site instead of 2) for land purchase, site preparation, and servicing.
Multi-functioning asset, parkade serves two distinct services ultimately increasing parking revenues as a
result of day time and night time use.
Higher utilization to drive foot traffic.
Safe, secure and available parking could contribute to increased attendance at PAC events.
The City has identified a minimum requirement of 200 additional parking spots as the main criteria for the parkade
portion of the project.
9.2
Master Facility Functional Program Building Components
The Master Facility Functional Program is based on public consultation to-date and November 2014 consultation
interviews with local Kamloops community arts groups, businesses and regional promoters. Information obtained
from these discovery sessions was translated into core building components and desirable amenities.
The recommended configuration is a two theatre venue - a Main Stage theatre with a seating capacity of 1,200 seats
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and a Studio theatre with a seating capacity of 350 seats. This will provide the Performing Arts Centre with 1,550
seats with a significant amount of flexibility and maximizing the number of performance/revenue bookings.
Following is a summary of the Master Facility Functional Program Building Components:
Component Name
Area
(square feet)
Recommended on
Main Level
Public Entry and Front of House
14,290
9,690
Main Stage Theatre
16,260
12,450
Studio Theatre
5,875
5,795
Rehearsal Halls
3,300
2,300
Back of House
9,620
4,470
Support Spaces
5,302
3,542
Administration
1,716
Desirable Amenities
9,749
2,600
Building Systems
8,950
300
Total Net Area
75,062
41,147
Net to Gross, Gross-Up Factor @ 30%
22,519
12,344
Total Building Gross Area
97,581
53,491
9.2.1 Public Entry Space and Front of House

The main lobby sets the tone for the facility and projects the image of the facility to the public. Envisioned as a grand
tall space, it will reflect the Citys rich cultural heritage through judicious detailing and selection of finishes. It will
visually connect the Main and Balcony levels in order to capture the volume of a grand entrance. The Lobby can be
used for other events outside of the performing arts in order to generate revenue. The lobby will be separated from
the performing areas through light/sound locks and from the back of house through controlled access points.
The Lobby will be connected to the exterior through foyers or vestibules off of two streets and large glazed elements
along the streetscape will allow for visibility to the vibrant, active interior lobby space. Activity in the lobby will be
created through connections to all publicly accessible spaces (main theatre, studio theatre, commercial retail space,
etc.).
The lobby will include ancillary spaces such as bar/concession counters, gift shop, Donors lounge, box office,
storage, coat check, etc. The lobby space could also be designed to allow for display of visual arts or other
cultural/heritage related items on loan from other groups or artists.
9.2.2 Main Stage Theatre

The Main Stage Theatre is a multi-purpose venue which must accommodate theatre, music and dance. It is to be a
1,200 seat venue (including balcony), configurable to accommodate shows at 1,200, 1,000, 800 and 650 seats, while
maintaining excellent room acoustics and preserving the intimate theatre going experience.
The following diagrams represent possible configurations of seating capacities but do not attempt to show a specific
shape or layout of the theatre. The 1,200 seat layout is the maximum capacity of the theatre, with seating extending
close to the edge of the stage. For the 1,000 seat layout, the first few rows of seats are removed to allow for either
an extended stage (ideally for orchestra) or an orchestra pit. The 800 seat layout is similar to the 1,000 seat layout
with the removal of the balcony seats. The balcony area lighting can be dimmed to provide a further sense of
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intimacy. The 650 seat layout builds on the 800 seat layout but removes the raised terrace seating to create a
smaller one level seating area.
The stage will have an 80 fly tower (above stage floor level) for theatrical performances and an Orchestra Pit of
sufficient size to accommodate a symphony of 50 musicians. The pit floor will be motorized in order to rise up to
stage level for concert and choral performances.
The stage is to be fully equipped with performance lighting, audio and rigging. A robust concert shell is also required
for music and choral performances.
The Audience Chamber will also be equipped with an appropriate catwalk layout, two (2) Follow Spot booths on
either side of the chamber, a Technical Booth located at the back and centre of the hall for lighting, audio and
performance controls, and dimmers at the catwalk level.
9.2.3 Studio Theatre

The Studio Theatre is a flat floor
flexible performance venue with 350
retractable seats to facilitate quick
changes and allow for a full flat floor
configuration which can be used for
non-theatrical rental opportunities. This
Black Box venue will be fully
equipped with a lighting grid, a catwalk
system, acoustic drapes for sound
attenuation, integral storage space, and
a control Booth. Their simple fit-out
and inherent flexibility translates to
highly utilized, revenue generating spaces.
9.2.4 Rehearsal Halls

Two (2) Rehearsal Halls are planned for the PAC. A Large Rehearsal Hall configured to emulate the surface of the
Main Stage Theatre, and a Small Rehearsal Hall to emulate the surface of the Studio Theatre. These venues will
have integral storage and be partially equipped with perimeter rigging pipes to allow for basic performance lighting
and audio set up. Embed plates will allow for future upgrade to a full lighting grid.
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9.2.5 Back of House

Dressing Rooms will be provided in a variety of sizes and configurations to offer maximum flexibility for the
performance and rehearsal spaces. While the Dressing Rooms should allow access to the Main Theatre, Studio
Theatre, and Rehearsal Halls, consideration should be given to providing a means of isolating change rooms for
security and control purposes.
A Green Room provides a social lounge space for performers and facility staff. Separate Green Rooms will be
provided for each performance space, complete with a kitchenette, dishwasher and microwave.
Chorus Dressing Rooms will accommodate for up to twenty (20) performers without make-up counters, but with open
perimeter millwork lockers similar in style to sport facilities. An accessible washroom with a shower will also be part
of this room.
Large Dressing Rooms will accommodate up to eight (8) performers, complete with make-up counters and an
accessible washroom with a shower.
Small Dressing Rooms, at stage level and adjacent to the other Dressing Rooms, will accommodate one (1)
performer, complete with make-up counter and an accessible washroom with a shower. This Dressing Room will also
be large enough to accommodate a coffee table and two lounge chairs as part of a small lounge area.
A flexible, multi-purpose space will be provided to be used either as an overflow space addressing a wide variety of
situations or for the exclusive use of Road Show performers and/or staff in fulfilment of a contractual rider.
Separate washrooms will also be provided for technical staff and performers, located close to dressing rooms.
Crossovers and Front of House/Back of House connections are usually covered within the building gross up factor.
However, due to the nature of this facility, these circulation corridors will serve a program function as well. These are
technical circulation corridors which should not be visible to the public, with a minimum 10 foot width to allow for the
temporary storage of travelling cases while still providing clear access in and around stage area.
9.2.6 Support Areas

Loading and Receiving will occur off of laneway or secondary street access. It will provide space for a minimum two
(2) trailers and two (2) loading docks. An open space will be located directly behind the loading dock(s) to allow for
loading/unloading and organization of deliveries, performance equipment and stage sets. It will include a storage
area with access to the stage through sound rated double doors, with minimum 10 foot height. This area is for the
temporary storage of performance equipment for a show currently playing in the Main Stage Theatre.
Work Shop spaces are intended to allow for general facility maintenance activities and to provide support in the
assembly and disassembly of sets and other performance apparatus. It is not intended to be a Scene Shop for the
construction of stage sets. The Work Shop will have storage for equipment and flammable materials.
Back of house offices are provided for the Stage Manager and Technical Director, as their duties relate primarily to
the operations of the stage and associated functions. Ideally these offices are centrally located close to the stage and
Receiving/Loading area.
A Stage Door/Security Office, containing offices and a small waiting area, should be located directly adjacent to the
loading docks. It is the contact point for outside deliveries and rental users requiring access to the PAC.
Storage spaces will be provided for theatre and music related equipment that does not need to be located adjacent to
a performing venue. If located on a different floor, they should be in close proximity to a freight elevator. Piano
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storage should be a stable climate controlled space to keep the piano tuned. Tech storage will provide secure
storage for electronic equipment related to lighting, audio and other miscellaneous performance control systems.
A Dimmer Room will house the performance lighting dimmer controls. This room requires cooling as these systems
can generate significant heat. This room should be located way from sound sensitive areas to buffer noise generated
by the dimming systems.
9.2.7 Administration
The administration area should contain the Executive Directors office and six (6) other offices for the following
personnel; Executive Directors Assistant, Marketing Director, Accountant, Development Officer, Facilities Manager
and one spare office. There should also be a Staff Room with lockers, a Printer/Copy Room, a Server Room with
front and back access and a single unisex washroom. A small Reception area with a discreet street presence and
entrance should be provided to facilitate the business operations and contact with outside interest groups.
9.2.8 Desirable Amenities

In addition to the core building components, a number of desirable amenities were identified during the stakeholder
consultation process. These spaces will improve the use of the facility, but their ultimate inclusion will depend on a
number of considerations including budget and suitability:
6,000 square feet of archival storage space has been allocated in the preliminary program to the Kamloops
Art Gallery for proper storage and protection of their permanent collection. The archival space will require a
controlled environment with independent controls.
Community arts groups often require access to administrative space while they are presenting shows in the
facility. An open office area suitable for four (4) workstations has been included in the preliminary program
complete with a small printer copy room. This space is to be separate from main administration and will only
have Wi-Fi service but no connection to the base building network.
Rentable meeting rooms that can accommodate 10 and 20 people for production and exhibit planning.
These rooms should be equipped with multimedia and conference calling capabilities. These rooms are
intended for use by rental groups (VIP or Fan Club lounge, staging area for a front of house event, etc.) and
community based groups.
Leasable retail space has been added to the program to allow for a potential coffee shop, restaurant or
another type of social amenity that can help energize the PAC during the day. This space would be leased
out to a private tenant and generate revenue through lease payment.
Three (3) Artists Studios are intended to have street front presence as another element to animate the
facility during the day. These studios are intended to be shell space for local artists to fit up as required for
their work. These spaces should be equipped with basic infrastructure suitable for light industrial use.
Provision of water, separate electrical panel and ventilation will be a part of the base building.
9.2.9 Gross-Up Factor

A Gross Up Factor is applied to account for space requirements not included in net element or room measurements.
This includes wall thicknesses, structural columns, circulation, vestibules, service shafts, and mechanical and
electrical spaces. As the program already includes some circulation (such as the FOH/BOH Connector) and Building
Support spaces, a 30% gross up factor is being applied.
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9.3
Site Assessments
Three potential sites were identified for consideration for the

new Performing Arts Centre:
Thompson Rivers University Campus;
Hotel 540
540 Victoria Street, and
Kamloops Daily News

393 Seymour Street.
To objectively assess and evaluate the relative merits of

each site, the following qualitative and quantitative variables
were established for site comparison:
compatibility of fit with the Master Facility Functional Program,
site development constraints and potential to maximize the urban planning opportunity,
multi-criteria analysis, and,
capital costs.
9.3.1 Multi-Criteria Analysis

As an outcome of the public Open House held in February 2013, the community helped to establish a list of desirable
characteristics for the new Performing Arts Centre. These principles along with direction set by the Cultural Strategic
Plan, other municipal initiatives including the Kamloops City Centre Plan and the Downtown Revitalization Program,
were validated as part of the stakeholder consultation interviews and subsequent meetings with City officials which
resulted in the below ranked performance criteria. Each site was then evaluated against the following qualitative
multi-criteria.
Category
1. Environmental
2. Culture and
Heritage
3. Economic
4. Municipal
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Definition
Ranking
Easily accommodates minimum/maximum building footprint including parking and

provides optimal site access for deliveries and patrons
Adheres to LEED for Sustainable Site goals (brownfield development, preserve natural
resources, increase energy efficiency/reduce energy usage, etc.)
Maximizes existing municipal infrastructure (water, sewer, roadway, transit, etc.)
Aligns with February 2013 (Public Open House) review of policy, goals and objectives;
will excite and be embraced by citizens
Aligns with and supports achievement of Cultural Strategic Plan goals and objectives
Establishes appropriate character/image for project (compatible with neighborhood)
Provides great opportunity for economic spin-off and revenue generation for local
businesses - hospitality, food/beverage, tourism industry
Supports local economic development goals
Supports downtown revitalization
Minimizes construction schedule and risk profile, maximizes value for money and
achievement of quality objectives
Conforms to City of Kamloops Sustainability Plan, Official Community Plan,

neighborhood character, zoning and land use plans
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9.3.2 Site Assessment Thompson Rivers University

Thompson Rivers University (TRU) and Thompson Rivers
University Community Trust representatives were consulted in
December 2014 to discuss the project and identify the location of
the Universitys proposed site for the PAC.
While a number of potential sites were reviewed, the University
was unable to confirm one specific location that would meet the
projects required footprint without encroaching on campus lands
that were already earmarked for future development based on the
Campus Master Plan. Additionally, all sites discussed required
extensive new infrastructure to accommodate the PAC, and due to
ground conditions, would add significant supplementary site
development costs to the project.
Application of the multi-criteria to a generic site on the TRU campus concluded that a campus location would not
adequately meet the stated performance indicators, specifically the TRU campus:
could not easily accommodate the building footprint (criteria 1a);
would contravene LEED principles of brownfield development and preservation of natural resources (criteria
1b);
would require significant new infrastructure (criteria 1c);
did not align with the public open house feedback (criteria 2a);
would provide limited opportunity for local business spin-off and support of existing amenities (criteria 3a);
and,
did not align with objectives of downtown revitalization (criteria 3c).
The Thompson Rivers University Campus location was therefore excluded from additional site analysis.
9.3.3 Site Assessment Hotel 540

The Hotel 540 site, located at 540 Victoria Street, is bounded by
Lansdowne Street and Victoria Street, and 6th Avenue and 5th
Avenue. The site is located on the northern periphery of the
downtown core. The available site area is 72,675 square feet.
The Hotel currently houses a casino that will be vacating the
premises, potentially allowing for 14,000 square feet of ground
level space to be incorporated within the Hotel. The site includes
surface parking for 198 vehicles.
The site massing diagram on the next page shows one potential
scenario of how the Master Facility Functional Program could be
developed on the Hotel 540 site. See Appendix C.1 for additional
views.
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9.3.3.1
Compatibility of Fit with the Master Facility Functional Program
Assessment of the compatibility of fit with the Master Facility Functional Program is characterised as follows:
fit of the program is constrained by the site. An L shaped building results due to the available street
frontage;
the large mass of the main stage fly tower backs onto Lansdowne Street;
functions such as the studio theatre and artists studios end up tucked behind the hotel, fronting on
Lansdowne Street, suggesting planning challenges to meet the required adjacencies and operational
requirements and an increase in the gross up factor;
the blocking suggests planning challenges in achieving contiguous lobby and public building areas, resulting
in additional operational costs and complexities from running two separate lobby/entrance areas;
the blocking suggests that a number of the rear rooms in the hotel will front onto the large building mass of
the studio theatre, cutting off light and views;
the floor to floor height of the existing Hotel space limits the building functions that can be accommodated
within the proposed lease area;
the proximity to rail lines would require an acoustic analysis to determine the effect of low frequency
vibrations;
accommodating the loading function may be a challenge due to the likely massing and the laneway;
the size of the site does not provide much opportunity to create public streetscape elements; and,
Three (3) levels of parking are required to accommodate a new parking stall count of 201 stalls within the
facility footprint.
9.3.3.2
Site Development Opportunities and Constraints
Assessment of the site development constraints and potential to maximize the urban planning opportunity is
characterised as follows:
The Hotel offers on location food services. While this does provide some efficiencies, food services does
not form a significant element of the PAC program or operating model. Caterers are proficient at adapting
the existing facilities to meet their need;
Leasing space within the hotel may have significant constraints that should be carefully considered by the
City, as they could impact future operations and programming. Potential constraints for further consideration
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include:
Changes in hotel management personnel, priorities, or direction over time may affect the PAC
operations;
The Hotel may be sold during the life of the PAC;
A more complicated operating agreement due to the introduction of the Hotel as a third party;
The Hotel management may make a business decision to allow the Hotel exterior fabric to deteriorate
instead of refurbishing it; as well as,
Future development plans for the Hotel should be considered. The PAC will be constructed as a
durable building with a 75 year life expectancy. During this time, the Hotel 540 will require
redevelopment. Any spaces within the Hotel will need to be relocated for the duration of the
redevelopment and a new agreement will need to be negotiated for the new space. In addition, the
PAC will be located immediately adjacent to an active construction site for a prolonged period.
9.3.3.3
Multi-Criteria Analysis
Application of the multi-criteria analysis is characterised as follows:
Accommodates the building footprint, but may require concessions to the adjacencies and preferred
frontages (criteria 1a);
Particular attention to layout, form and character would be required to respect critical building connections
and property adjacencies (criteria 2c);
Construction on this site would require additional time in the schedule due the complicated adjacencies and
to accommodate hotel operations thereby increasing schedule and risk profile (criteria 4a), and
The required parking stall count can be met, but at a larger cost than the Kamloops Daily News Site (criteria
4a).
9.3.4 Site Assessment Kamloops Daily News

The Kamloops Daily News site, located at 393 Seymour Street, is
bounded by Seymour and St. Paul Streets, and 3rd and 4th
Avenues. The site is located in the centre of the downtown core.
The available site area is 63,928 square feet. The site includes
surface parking for 84 vehicles and an existing building that would
need to be demolished. The City purchased the site in 2014 to
address the existing shortfall in available public parking in the
downtown core.
The site massing diagram on the next page shows one potential
scenario of how the Master Facility Functional Program could be
developed on the Kamloops Daily News site. See Appendix C.2 for
additional views.
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9.3.4.1
Compatibility of Fit with the Master Facility Functional Program
Assessment of the compatibility of fit with the Master Facility Functional Program is characterised as follows:
the size and aspect of the site allow for flexibility in fitting the program elements, in meeting the adjacency
requirement, and in incorporating architectural design elements;
long frontages are afforded on both Seymour and 4th Avenue that create contiguous and easily accessible
public and amenity spaces, creating planning efficiencies;
separation of front and back of house functions can be readily achieved due to the planning flexibility;
the large mass of the main stage fly tower can be located mid-block allowing for its impact on the street to
be softened;
the size of the site and planning efficiencies provide some opportunity to create public streetscape elements
and maximize the urban planning opportunity; and,
9.3.4.2
two (2) levels of parking are required to accommodate a new parking stall count of 261 stalls.
Site Development Opportunities and Constraints
Assessment of the site development constraints and potential to maximize the urban planning opportunity is
characterised as follows:
central location would allow patrons easy access to amenities, such as restaurants, retail stores, and other
cultural venues;
location meets the original intent of providing additional public parking central to the downtown core; and,
sites inherent flexibility would allow the City to explore opportunities to provide additional rentable office or
other desirable amenity spaces.
9.3.4.3
Multi-Criteria Analysis
Application of the multi-criteria analysis is characterised as follows:
across all criteria, the Kamloops Daily News site met or exceeded the intent of the stated requirements.
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9.4
Capital Cost Estimates
The Master Facility Functional Program was used to develop a Class D ( 25%) capital cost estimate for the
construction of the PAC, with site specific considerations for the Hotel 540 and Kamloops Daily News sites:
A traditional design-bid-build construction methodology was assumed.
The site procurement and preparation costs based on the Kamloops Daily News site were assumed the
same for both sites, pending negotiations with the Hotel 540.
For the purposes of this analysis, the 14,000 gross square feet of available ground floor space in the Hotel
540 was not accounted for. This is due to the limited floor to ceiling height and other long term
considerations outlined in this report.
Differences in parking configurations required to provide the required net new stall counts were taken into
account.
An escalation of 3.5% is applied for 30 months to the start of construction (8.8% aggregate).
Parkade and Amenities costs are shown inclusive of all associated soft costs, contingencies and escalation.
These are considered add-ons and are not included in the PAC sub-Total.
A summary of the Class D Cost Estimate for each site is included below. Full details, including additional notes and
descriptions can be found in Appendix D.
Component
Kamloops Daily News
Construction
$46,378,600
$46,817,500
Design Fees
$6,001,000
$6,062,000
Contingencies (Design +Construction)
$8,621,700
$8,728,700
$61,001,300
$61,608,200
PAC Sub-Total
Site Procurement and Preparation
Parkade
Parkade Sub-Total
Meeting Rooms
KAG Archival Storage
Commercial Retail Space
Artists Studios
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Hotel 540
$7,500,000
$7,500,000
$18,228,700
$29,562,600
$25,728,700
$37,062,600
$487,500
$487,500
$2,242,500
$2,242,500
$248,300
$248,300
$587,600
$587,600
Desirable Amenities Sub-Total
$3,565,900
$3,565,900
Total
$90,295,900
$102,236,700
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10 Business Plan Framework

An important element to the success of the new Performing Arts Centre will be decisions regarding the operating
model and operating budget.
10.1 Operating Models

There are three key components that need to be considered when determining an operating model:
Ownership,
Governance and Administration, and
Programming.
Ownership
Ownership can be by the City or a third party. For this type of facility, we recommend that the City retain ownership
for the following reasons:
The community asset is controlled by the City.
The City takes control of life cycle maintenance for the fabric of the building and building systems.
Public tax based funds and money raised through tax receipts will not benefit a commercial entity.
Governance and Administration

The governance and administration model can take a number of forms:
City Managed the City appoints a Director to oversee the long term vision for the venue and day-to-day
operations are managed by City Staff. The PAC is seen as a vehicle for economic development and
community services focused on economic spin-offs and a strong alignment with municipal objectives.
In this model the City maintains direct control of the operations of the PAC. All financial risks remain with
the City since it directly underwrites the facilitys funding for day-to-day operations and staffing. This could
invite public scrutiny and the City will be held responsible for operational issues such as inappropriate acts in
the venue, financial performance, ticket prices, etc. The Citys ability to use volunteers could be limited due
to existing labour agreements.
Incorporated Society Managed a non-profit society is incorporated with the mandate to operate the
facility, programme the facility and deliver community cultural services on behalf of the City. The Society
would be managed by a Board of Directors (including members appointed by the City) and enter into an
Operating Agreement with the City that defines the Societys relationship with the City, the conditions under
which it manages the facility, and its financial and social commitments to the City.
While the City maintains ultimate financial responsibility, the Society is charged with managing the facility
within the agreed upon civic allocation and reports to the City through regular, independently audited
financial statements. This model provides the Society with a level of autonomy that shields the City from
artistic and day-to-day operational risk. It allows the Society to make personnel decisions in the best interest
of the facility and to invite blue ribbon community members to sit on its board. The Society model allows for
key performance indicators to be established to encourage active and responsive programming of the facility
as well as to reward performance by management. A Society can use volunteers and has access to grants
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provided by governmental agencies.
Third Party Managed a third party operator undertakes a business venture to manage the facility on a
profit making basis. While this model recognizes the economic development potential of the facility, it
attempts to minimize the civic allocation.
The third party Operator is selected through a competitive process. Negotiations may ensue, resulting in an
Operating Agreement that sets out the Operators responsibility to the City and Community. The operating
fee may be based on rental streams, percent of revenue, or fee-for-service, and may include guarantees
that trigger different levels of fiscal commitment from the City. This model shields the City from artistic and
day-to-day operational risk, but also limits the Citys ability to influence the operations and may constrain its
availability for community use as the Operator seeks to maximize revenue. The size and business potential
of the PAC will likely limit the commercial interest in this facility.
Based on the above, further consideration of this option is not recommended.
Resident Artistic Company Managed the facility is managed by an artistic company, whose
administration and artistic operations reside within the facility. The PAC is seen as a vehicle to provide a
home for and a vehicle to grow the successful artistic company. Economic spin-off is a benefit, but is not the
main driver of the facility. This model is generally used for a purpose built facility to meet the needs of a
single or main tenant.
By contrast, this model is not generally successful for multi-purpose performing arts facilities. In these types
of facility, the organizations strengths should be leveraged to the support infrastructure that allows the
artists to focus on their artistic endeavours, and require senior staff with specialized management skills and
business acumen. Mixing the business and artistic roles tends to reduce the attention paid to other streams
of revenue, such as rentals and presenting. It can also cause a conflict of interest for booking priorities and
types of shows being presented.
Based on the above, further consideration of this option is not recommended.
Programming
There are three basic programming models. Each model presents inherent risks and opportunities and the City
needs to evaluate its comfort level and match the model to the desired objectives.
Rental of Facilities the facility operator licenses the use of facilities at a flat rate or flat rate plus a
percentage of the net or gross ticket sales.
The Rental Model provides the least financial risk to the City. Yearly overhead costs are generally known
and consistent and can be accounted for by the civic allocation. Rental rates are set at a cost recovery
basis minimum for any marginal costs. The trade-off is that this model does not make best use of the
facilitys revenue potential, nor does it act as a catalyst for growth in the quantity or diversity of
programming.
Presenting of Shows the facility operator pays a promoter or artist for a product, markets the show,
assume the risk and the net receipts.
The Presenting Model allows for a large range of diverse and proactive programming. This model increases
the facilitys revenue potential, with limited additional risk. The trade-off is additional operating costs and
complexity of business operations.
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Producing of Shows the facility operator underwrites the creation of a show, markets the show and
assumes the risk and the net receipts.
The Producing Model requires the City to accept the highest risk profile. It requires the most active
management, with responsibilities for both business and artistic direction. While increasing the potential for
profit, the public will scrutinize the operations and may be critical of operational issues such as inappropriate
acts in the venue, financial performance, ticket prices, etc. This model also places the emphasis, and thus
the resources, on a limited number of long run shows increasing the programming risk and limiting the
venues ability to provide diversity in its programming.
These models are not strictly mutually-exclusive and the City may elect to proceed with a hybrid model, such as a
Rental/Presenting model with occasional Producing on a case-by-case basis.
10.2 Operating Budget

The total operating budget of the facility is comprised of three components:
Administration Budget includes the fixed operating costs required to open the doors, such as basic
overhead costs, salaries for key personnel, etc. On the revenue side, this budget would include net facility
rentals, as rental rates are based on a minimum cost recovery basis. Revenues also include the civic
allocation, which can be considered a management fee in return for delivery of cultural services on behalf of
the City. This budget is low risk, easily forecast and generally consistent year over year.
Building Maintenance Budget includes the cost of maintaining the building. Depending on the governance
model, these costs could be shared costs. In an Incorporated Society Managed model, for example, the
Society would assume the cost of the maintenance including custodial activates, garbage/recycling disposal
and the utilities as estimated in the attached budget. The City would retain control of the physical plant,
services contracts (elevators, heating planet and chillers, etc.) and maintaining the fabric of the building
ensuring that the community capital investment is protected. In this model, it would also be expected that
the City undertake the outside maintenance (landscaping, snow removal, etc.) as it does for the other civic
facilities.
Programme Budget includes revenue and expenses associated with the mounting and support of events
and programmes undertaken by the PACs administration. These could include classes, presentation series
and other programmed events. This budget holds the majority of the fiscal risk and is the hardest to control
and predict. The PACs administration would be responsible for developing a Programme Budget based on
the level of risk deemed acceptable by the City through the operating agreement or policy. Short-falls in
revenue or overages in expenses in the programme budget would be made up with earned income and
fundraising. By tracking this as a separate budget, the City can adjust the level of risk on a year to year
basis to ensure the PAC continues to operate in a fiscally responsible manner.
10.2.1 Financial Pro-Forma

The following is a pro-forma administration and maintenance budget covering the start-up year (prior to opening) and
years One, Three and Five. It is based on the Master Facility Functional Program including all desirable amenities. .
It has also assumed an Incorporated Society Managed governance and administration model. Once a preferred
model is determined, the pro-forma could be modified accordingly. In principle, the same revenue, expenses,
operating costs and staffing levels would apply; however, they could be allocated to different internal City budgets or
cost centres.
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Details are available in Appendix E - Notes on the Financial Pro-Forma.
Budget Category
Year 1
Start Up
Year 3
Year 5
Revenue
Civic Allocation
$ 900,000
$ 900,000
$ 900,000
$ 900,000
Rental Income
$0
$ 348,800
$ 394,400
$ 447,900
Fundraising and Grants
$0
$ 130,000
$ 138,000
$ 212,000
Earned Income
$0
$ 318,100
$ 379,009
$ 457,437
Allocation from programming
$0
$ 50,000
$ 80,000
$ 100,000
$ 900,000
$ 1,746,900
$ 1,891,409
$ 2,117,337
$ 581,600
$ 1,068,700
$ 1,156,800
$ 1,249,040
Total Revenue
Expenses
Total Administration Expense
Total Expenses from Rentals
$0
$ 210,450
$ 237,225
$ 312,475
$ 7,500
$ 325,000
$ 352,250
$ 369,900
Total Expenses
$ 589,100
$ 1,604,150
$ 1,746,275
$ 1,931,415
Contribution to Capital Reserve
$ 310,900
$ 142,750
$ 145,134
$ 185,922
Cumulative Capital Reserve
$ 310,900
$ 453,650
$ 741,534
$ 1,072,589
Total Maintenance Expense
10.2.2 Budget Assumptions

Overall, a conservative approach was taken in developing the pro-forma. Consistent with this report, the revenues
are based on the projected demand, and prudently estimated ticket sales and prices. Conversely, expenses have
been realistically estimated. Additional assumptions include the below:
Growth in rentals will be 15% from Year 1 to Year 3 and 15% from Year 3 to Year 5.
No increase in rental rates for the first 5 years to encourage use.
Ticket sale revenue and facility fees are based on the estimated booking days and a gross box office sale of
50% in Year 1, Year 3 and Year 5.
Expenses are assumed to increase 10% from Year 1 to Year 3 and 10% from Year 3 to Year 5.
A start-up year is been included to account for key staff positions being filled up to 12 months prior to the
facilitys opening and also covers initial set up costs for the administration office, web site and marketing
campaigns.
For the purposes of the Cumulative Capital Reserve, Contributions to Capital Reserve for Year 2 and Year 4
are assumed to be the same as the previous year.
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Page 40 of 42
11 Conclusions and Next Steps

11.1
Conclusions
In Summary of the analysis completed herein, this Preliminary Business Case report concludes that:
the arts community is currently underserved;
there is a diverse, vibrant, and growing community that can sustain new and complimentary programming in
the near and long term;
the arts and cultural community can support additional capacity of 1,550 seats;
the facility financial pro-forma is viable, with a $900,000 civic allocation;
the facility would benefit from desirable amenity spaces to help animate the facility during the day and create
a valuable and flexible community asset;
the facility should be located in the downtown core, adjacent to retail, hospitality, restaurant, and commercial
spaces;
parking demand in the downtown core could be addressed through an underground parkade with a
minimum 200 new stalls; and
the City should undertake public consultation as part of any further detailing of the preferred development
option.
The arrival of purpose built cultural facilities will elevate the publics interest and boost interest in the arts
community. Pent-up demand will be released and knock-on business and growth effects will be experienced. A
facility containing a suite of spaces that can be used for multiple arts and community purposes will be uniquely
positioned to meet the needs of the full spectrum of citizens and a wide range of activities and events. Each of these
differing activities will continually broaden the market for the facility and will demonstrate that the new Performing Arts
Centre is a place for everyone.
11.2
Next Steps
In order to proceed with the development of the Detailed Business Case for the new Performing Arts Centre, the City
would need to:
Select the preferred site for development of the PAC;
Select the preferred operating model for the PAC (Ownership, Programming, and Governance and
Management); and,
Develop a public consultation strategy for further public engagement, community support and momentum for
this major initiative.
The following would need to be included in the Detailed Business Case:
the detailed Facility Program including room data sheets, itemization of furniture, fixtures and equipment, as
defined through additional stakeholder engagement;
site specific investigations (geotechnical and environmental conditions, site legal and topographical surveys;
utilities, etc.);
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Page 41 of 42
an indicative design concept, including renderings;
a site specific Class D Cost estimate;
a detailed project schedule;
a detailed operational model; and
identification of next steps steps in project development.
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Page 42 of 42
Appendix A Stakeholder Engagement
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Appendix A1
1.
GROUP A RESIDENT COMPANIES
Name
Organization
Kathy Sinclair
Kamloops Arts Council
Jann Bailey
Kamloops Art Gallery
Julia Cyr
Kamloops Museum and Archives
Kathy Humphrey
Kamloops Symphony
Lori Marchand
Western Canada Theatre
Heather Regan
Western Canada Theatre
Tim Rodgers
Western Canada Theatre Board
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Appendix A2
1.2
WESTERN CANADA THEATRE
Questionnaire
How many years has your organization been in operation?

40
What is the size and make-up of your company?

10 full-time staff
250 volunteers
What time of year is your main operation?

September to May
Where do you currently rehearse?

Pavilion Theatre (completed in 1987) and Sagebrush Theatre
What is your ideal stage size and configuration?

300-400 seats for a smaller venue
The Sagebrush is fine as a larger venue (750 seats)
Meeting Notes
Lori Marchand General Manager, manages the Sagebrush
WCT has invested $500,000 in the Pavilion and Sagebrush Theatre
Regional Theatre
Diverse productions
Mentors in production stage for small groups
Operating budget of $2.2 million
David Ross ran company for 25 years until 2009.
Re-structured with Heather Regan on-board to manage spaces and box office.
Received increase in Canada Council funding
30 staff, 10 of which are full-time
PACT Theatre therefore an equity company (actors and stage managers) D category for all shows (does
not sell the upper seating) except for the Christmas Show which sells the upper seating and the category
goes up to C
1 staff office in theatre for Technical Director, other offices in Pavilion
Tim Rodgers, President on-board for 4 years.
130-150 public performances per year at Sagebrush
Record of turn-aways exists (1 year)
Saturation point of 10% of city population (~8,500)
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Appendix A3
Mainstage = 11 shows, 15-17 for big productions
Pavilion is rehearsal space
Sagebrush is attached to a school
Finished in 1987
Owned by the City and School District
WCT reports to committee
City and School District contribute operating and capital
School District (S.D.) is allocated 100 performance days annually (reserved in advance)
SD pays no rent, just out of pocket expenses only
Sagebrush 101 (South Kamloops) (S.D. #73 coordinator)

o
Changed S.D. time to 100 8 hour blocks ( 2 other reserved days for emergencies)
S.D. pays for additional labour
Mentor students on their bookings
A-house designation of new PAC would change the way they would run WCT if they were the operators of
the new Performing Arts Centre (PAC)
Would love to produce year-round
300-400 seat theatre would be an ideal venue size in the new PAC
An 800 and 300 seat theatre combination is WCT ideal situation
A separate Rehearsal space in addition to the venues above would be great
Bar/Concession ideal permanent liquor license
Facility should have a separate restaurant with 50-100 seats
Sagebrush performance support amenities:

o
3 large dressing rooms (8-10)
Laundry
Green room
Overflow dressing/green room for large school groups (could be another program space converted
from time to time)
Need VIP lounge
Need fly tower (existing Sagebrush theatre is almost too small)
Pit required
Quick change required
The Sagebrush currently has no cross-over at back of house. Also no front to back access outside the Stage
/ Audience chamber
Production shop required
Costume shop
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Appendix A4
Elevator to storage if on a different level
CUPE labour disputes can disrupt WCT activities. Management had to step in during the recent teacher
strike to keep the facility open
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Appendix A5
1.3
KAMLOOPS ART GALLERY
If the proposed Performing Arts Centre is to be a viable consideration as an off-site storage facility for the Kamloops
Art Gallerys collection storage, the following facility features are a requirement:
Questionnaire:
Physical space required at least two to three times the collective storage space currently available
between the Curatorial Workroom (74.5 square meters) and the Collections Storage Room (173.8 square
meters)
Storage space should have floor to ceiling height of min. 15-20 feet
Storage space cannot be in close proximity to food service areas (ie. cannot be adjacent to or directly beside
food service spaces)
No windows in storage space
Light to be outfitted with UV filters
Storage space should be located in close proximity to the buildings loading bay and freight elevators
Loading bay should be equipped with a lift and be able to accommodate shipments of oversize objects from
large transport trucks (in terms of size, should be similar to loading bay currently at KAG)
Freight elevator needs to be big enough to accommodate transport of large oversize objects/crates and
should have doors that open on either side
Ideally storage space should not be in a basement but would be above ground level
Due to recent flooding in Alberta, there have been changes to the types/locations of collection storage
spaces and coverage that insurance companies will provide insurance for
If it is in a basement, it should be in close proximity to a freight elevator
The storage space (and any space where KAG art work may be displayed) would have to be regulated by
climate controls 24/7/365.
Systems to control temperature and humidity must be in place (ie. HVAC system with dehumidifier)
Temperature to be maintained at 21c 2c (over a 24 hour period)
Relative humidity to be maintained at 50% 5% (over a 24 hour period)
A fire suppression system must be in place in KAG storage spaces
Alarm systems and security cameras must be in place in KAG storage spaces
Meeting Notes:
Access to KAG storage space must be secured with controlled access to space
Permission to outfit KAG storage space with semi-permanent storage shelving and mobile racking units
Size of Gathie Falk quilt : 487.5 x 548.5 cm (16 x 18 feet approximately)
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Appendix A6
Has been encouraged by City to get involved to have space within the building to bring significant works of
art
Would take advantage of any lecture rooms in the facility (up to 250 seats) Full multimedia
Would prefer a downtown location for the new PAC and as close as possible to create a cultured precinct.
UV protection would be required in the PAC lobby if 2D works are to be exhibited
Need Collection Storage of 6,000-8,000 square feet (controlled environment)
Studio space for artist in residence would be nice, 600 square feet, 12 ceiling height, w/c, and kitchen
KAG hours: 10-5 open hours, open until 9:00 on Thursdays
KAG 1997-98 architect: Peter Cardew & Nigel Baldwin
Uncrating area if not enough space in the collection storage area workstation for a computer for inventory
purposes
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Appendix A7
1.4
KAMLOOPS SYMPHONY
Questionnaire

38
What is the size of your company?

45 50 part time musicians comprised of some local resident musicians, some volunteers and some paid
professionals and the rest are contract performers mainly from Vancouver and some from the region
Also teach 200-250 music students

End of September to mid-May
What size audience are you generating per performance (and run)?
About 500 per single performance and 1000 1200 per pair of performances of one program
What is your annual budget?

$985,000
What are your ticket prices?

$40/$37/$10/$5
Do you run your own box office?

No, but would like to
Do you need a fly tower?

No
What is your expected rate of growth?

Steady at 600
Are you planning any significant changes to your operation in the next 1-5 years?
No other than expecting turnover in senior staff due to retirement
Do you want to be a resident company in a new PAC?

Yes
What capabilities would you like to see in a new PAC to suit your needs?
Room acoustics suitable for music performances and ability to adjust acoustics through use of curtains or
hanging baffles (maybe not the right word?) that can be raised and lowered, orchestra pit, choir seating
behind the stage, high ceiling, balcony seating, wide rows of seating rather than many rows deep to get
the audience closer to the stage, sightlines that allow the entire stage to be seen from all seating locations.
What is your ideal stage size and consideration?

Suitable for up to 70 musicians and instruments plus a choir of up to 100 voices.
What are your storage needs and do you have special requirements for storage?
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Appendix A8
Yes we need a storage for larger instruments, percussion equipment, music stands and chairs. There must
be a 9 grand piano, piano storage and power for a humidifier.
What are your dressing room needs?

65% W, 35% M with sufficient washrooms and green room space for 150+ performers. Star dressing
rooms are required for the Conductor and guest soloists (at least two for individuals or 1 for an individual
and 1 that would accommodate up to 6 people.
Rehearsal hall dedicated to music

Would also make use of a 300 +/- performance venue for chamber music and other small ensembles.
Meeting Notes:
Incorporated in 1976
3 full time staff, 3-4 contract part-time staff
Contract musicians freelance
Union and non-union
A few volunteer players
50 musicians on stage
10 programs per year a total of 18 performances
5 chamber orchestra series at TRU Theatre
KS music school 17 faculty members
Housed in Station Plaza 200-250 students
Referrals for musicians
No dedicated rehearsal space
New space should work for music
Goal is attendance of 600 per show
Program: standard repertoire

o
Famous composers
Canadian content
Light classicals
3 POPS shows
Standard symphony orchestral music
Pit would be nice
Instrument storage, including piano
Music stands/chairs storage if these are not available as part of the facility
Rehearsal hall
Need to accommodate 50 in change rooms (60-100 performers for choir, 3x per year)
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Appendix A9
2 star dressing rooms
Need warm-up space
4 rehearsals/shows, orchestral, 2-3 for POPS (rehearse Thursday evening, Friday afternoon and evening,
Saturday afternoon and Saturday evening performance)
Would like to sell own tickets and generally have more control over the box office
Coat check required
Stage size: 18m x 11m minimum, sprung
Green room/assembly area
Moving the school to new building would be ideal
Moving the office to new building would be ideal
1,000 square feet plus kitchen for office plus at least 2,000 square feet for the school
1,000 seats when Kamloops reaches 100,000 population
1,500 seats for road show concerts is supportable (opinion)
Up to 100 performers waiting back stage. Need milling area or spill over area from other program spaces.
Acoustics in Sagebrush inadequate
Stage is too small for full orchestra
Need musical instrument storage space
Would use a smaller venue for chamber music if that is part of the plan.
We should be building for the future as well as today. A new facility will be around for a long, long, long time.
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Appendix A10
1.5
KAMLOOPS MUSEUM AND ARCHIVES
Meeting Notes
Julia Cyr, new to city is Museum Supervisor.
Museum run/funded by City.
Currently turning museum around to modernize and elevate the standards.
Starting collaborations with other groups.
Fresh start for museum within new building.
To be on same level as other arts and cultural institutions.
If not in the new building, create space within building for display. Connections of exhibits to other groups.
Current space is 3 levels with no real connection between levels - it would be beneficial to see the museum
in a space that is spread out on two levels as opposed to three levels stacked. This would create strong
wayfinding and visitor flow through galleries that could easily link (and transition to) narratives between
rooms.
5 full-time staff.
Off-site storage.
Potential for display in lobby similar to KAG.
Annual report for 2013 online, Parks and Recreation department.
Changing the Museum to be more current and relevant to contemporary society.
Improve collaboration with other community groups.
Museum that incorporates performances and gathering. More interaction with the public.
PAC could be a major opportunity for a fresh start for the Museum.
KM could be smaller to improve, say half the current size because there is not sufficient numbers of artifacts
to exhibit in the current Museum.
No entrance fee. By donation only (limited revenue opportunity).
KM is owned and operated directly by the City of Kamloops.
KM staff are members of the CUPE union, which may operate on different working schedules in the building.
Environmental control issues. Difficult to work with other museums due to a lack of environmental control
standards.
Can see using the PAC lobby as an exhibit space.
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Appendix A11
1.6
KAMLOOPS ART COUNCIL
Questionnaire
What is the best characterization of your organization?

Umbrella/support

$250,000
Meeting Notes
Kathy Sinclair, Executive Director
Focused on emerging artists
Unite the arts community
Newsletter in arts listings
Monthly outdoor festivals
Would love to see:

o
Artists studios
Lobby gallery space
Rehearsal space
Accessible pricing for rental of spaces (key for Arts Council in order to use the PAC)
Store for local artists and caf
Indoor art market potential at the PAC
Studio for workshops
Downtown location is preferred
Does see a need for a 1,500 seat theatre to fill a niche, but not clear as to the frequency of the need.
Would potentially use small studio theatre for winter performances
50 participants in writers festival, currently in Old Courthouse Building
Art in the Park

o
100 artists, show and sale
Could happen in off-season in new building
Plaza at building exterior would be useful and public art would be nice
Exhibition for art festival could be in lobby

o
Art exposed -> biggest community exhibition in Kamloops
Chamber musicians in old courthouse
Big Little Science Centre
"Art and Soul of the Community"
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Appendix A12
Focus on supporting emerging artists
Uniting the arts community
Artist studios as part of the PAC. Live demo, Gallery Space
Community groups to use parts of the new facility
Rental rates need to be affordable
Smaller audiences, approximately 50 100
3 full time staff with growth projections of 2 in 3 -5 years
Support for a downtown location
Plaza capable of housing a performance venue
Incorporate public art in the project (outdoor installation)
Gallery space for Art Exposed (Community Exhibition)
Cafe / Espresso Bar in facility would be nice (not just a concession)
Would use small studio theatre if it was part of PAC
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Appendix A13
2.
GROUP B RESIDENT ARTS AND CULTURE
Name
Organization
Performing Arts
Alan Corbishley
BC Living Arts
Helen Newmarch
Kamloops Festival of Performing

Arts
Vance Schneider
Theatre BC
Tom Friedman
Kamloops Film Society

Music
Cara Graden
City of Kamloops
Robin Suddaby
Cvetozar Vutev
Cvetozar Vutev
Vivace Chorale
Cvetozar Vutev
Bradenburg Orchestra
KTSSM
TRU Chorus
Dance
Kevin Enns
Kim Enns
Regina Bittner-Rothbart
Nuance Dance Studio
Maureen Duggan
The Dance Gallery
Marylou Joseph
The Dance Gallery
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Appendix A14
2.2
GENERAL NOTES PERFORMING ARTS
Theatre BC fills only 400 seats
Parking is always a problem
1200 seat theatre is too big (Vance Schneider)
Building should have office space

o
Shared amenities
Leased space
Music community has problem with Sagebrush
Not a single facility where you can have 6-8 choirs at a festival
Kamloops Festival of Performing Arts
3 week festival
Only a few churches with adequate acoustics
Use Sagebrush for dance and drama
Choir, piano, voice and string performances generally held at St. Andrews Church
Needs:
o
smaller venue with better acoustics
Fully equipped black-box
Well equipped green room
Workshop
Fly space
Large loading door
Laundry
A large room (rehearsal hall, etc.) could be used as a change room for large groups.
Business Centre shared at venue. A hub to share resources. A temporary rotating office space would also
be good
Currently a gap of theatre between 250-400 seats.
Must be affordable
Could be a use for 1500 seat venue, but would sit empty a lot of the time
2 week runs are the sweet spot
A performing arts hub, shared amenities, consolidated administration spaces, etc.
No real music venue in Kamloops for choral and symphonic performances
Need for rehearsal space, change rooms, practice rooms
All in agreement that some temporary admin space would be nice. A rental business centre to share admin
operations
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Appendix A15
All agree that a 300 - 400 seat equipped venue is missing in Kamloops
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Appendix A16
2.3
BC LIVING ARTS
Multi-disciplinary
Mostly concert work with theatre and different genres, multi-media, original works
Since 2007
No permanent home, none needed
Travelling, not enough venues
Road performances
No full time staff, up to 4 staff during performance runs
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Appendix A17
2.4
THEATRE BC
Founded 1932, in operation for 82 years
Umbrella for all community theatres across BC
Mainstage held at Sagebrush Theatre, 9 day festival showcasing best of the best. 10 performances up to
30 performers. Fills 400 seats, up 25% annually
Geographic center of the province
Moved to Kamloops in 2011, located in Old Courthouse, 2 seasonal, 2 full-time staff
Preparation for regional and mainstage festival
Lots of archives, would like to show them off
Umbrella organization for many smaller theatre groups in the region
Other organizations: Laughing Stock Theatre society to engage younger performers, 3 shows a year at the
Sagebrush, outdoor theatre if need be, Coast Dinner Theatre.
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Appendix A18
2.5
LAUGHING STOCK THEATRE SOCIETY
Comedy works, Christmas pantomimes
50 cast members
Mandate to engage young talent
3 shows in 3 venues
o
Sagebrush Theatre
Tranquille Farms (outdoor)
Coast Dinner Theatre
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Appendix A19
2.6
KAMLOOPS FESTIVAL OF PERFORMING ARTS
In operation for 81 years
3 weeks every February and March, competition festival for music, voice, choral, dance, etc.
Multi-disc
300 entries per year
Year-round operation - need organization and adjudicators, etc.
Use various churches, except for dance (Sagebrush) and closing night awards/presentations
Cant afford the Convention Centre
1 office admin paid for by honorarium
Would be nice to have temporary office space at venue during festival
Currently operate from Accent Inn
1 part time staff
Rental rates a major consideration
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Appendix A20
2.7
KAMLOOPS FILM SOCIETY
(Tom Friedman was unable to attend meeting but submitted written response to questionnaire)
Please provide a short synopsis of your company, its mandate and vision for the future
The Kamloops Film Society, governed by a volunteer Board of Directors, has a four-fold mandate:
o
Presenting Canadian and international films that would otherwise not be shown commercially in our
region through three related vehicles:
The Kamloops Film Society series
The Kamloops Film Festival (KFF), and
The Kamloops International Short Short Film Festival (KISS).
Supporting filmmaking in our region through collaboration with the TNRD Film Commission, the BC
Interior Filmmakers Association and other bodies.
Providing grants for film projects and specialized film festivals
Collaborating with other community groups to assist in their film screening requirements; these
groups include Literacy Kamloops, the Can-Go Grannies, the Francophone Association, and
others.
What is the best characterization?

The KFS activities can be best characterized as Popular Cultural Entertainment

The KFS was founded in 1973 and has operated continuously for nearly 42 years.
What types of performances do you put on?

Film screenings and film competitions

The KFS film series runs from September through May; the Kamloops Film Festival is held annually in
March; KISS is currently being held in May, but will move to March as part of the KFF.
Do you anticipate being a resident or periodic user in a new PAC?

Periodic user
If periodic how many times a year do you think you will use the facility?
Based on our current activities, approximately 35 times a year. However, depending on the facilities of the
PAC, the KFS would be interested in increasing our screening schedule.
What synergies do you feel you could bring to a new PAC?

The KFS has a current membership of approximately 500 residents of Kamloops and immediate region. We
have established a partnership with the Thompson Rivers University Student Union and have increased our
student attendance numbers consistently over the past three years. The KFS believes that, while we draw
on a similar demographic that attends WCT and KSO performances, we have the potential of increasing
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Appendix A21
cultural attendance to a broader social range, especially students from TRU, as the university continues to
develop programs in media and film. The annual Kamloops Film Festival attracts industry people
directors, producers, and actors from across Canada, which raises the profile of Kamloops cultural life.
Have you ever done an audit as to where your patronage comes from?
Primarily Kamloops, but a small percentage of our patrons come from the surrounding area Barriere,
Savona, Westwold.
Where do you currently perform? What works and does not work?
The KFS currently uses the Paramount Theatre and, occasionally the TRU Alumni Theatre for our
programming. We like the Paramounts old-style theatre and its downtown location since both are very
appealing for our audiences. What doesnt work is that the Paramount is owned and operated by Landmark
Cinemas, which has the ability to block films from our line-up when they choose to screen them
commercially. The Society would benefit from a performance facility that would enable us to program our
series and festival without the interference.
What size of audience are you generating per performance (and run)?
The typical audience for a film series screening ranges from 160 to 400 patrons. We screen 16 films per
year (every other Thursday evening) in the fall, winter and spring series. The Kamloops Film Festival
attracts somewhere between 1,500 and 2,000 patrons over its 10 day, 16 film run. Currently, the KISS
festival attracts about 100 patrons to our May date, but we are currently shifting to a KISS festival during our
big March KFF.
How many setup days?

No advance set up is required.
What is the operating model?

The KFS is a non-profit society under the Societies Act

The KFS overall annual budget is about $150,000
What are your sources of funding?

The KFS funding comes primarily from Society annual memberships, film admissions, and sponsorships for
the Kamloops Film Festival
What do you spend on rentals and facility costs (venue labour and chargebacks)?
Our film rental and theatre rental costs per year are approximately $30,000. We have no venue labour or
chargebacks.
What are your ticket prices?

The KFS charges $8 per film admission.
Is there a need for an Artist in Residence Program?

No.
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Appendix A22
What is your vision for the front of house spaces, eg. Administration, Food/Concessions, Retail, Coat Check,
Box Office?
The KFS would require box office (however, we are moving toward online ticket sales) and
food/concessions.
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Appendix A23
2.8
GENERAL NOTES MUSIC
2 separate halls for music, one small (250-300), larger (1000)
Rehearsal space
Desire for a pipe organ for choral music.
Choral music library
2 separate halls (250-300 seats and 1000 seats)
Rehearsal space for weekly rehearsals
Pipe organ currently 3 venues in town with pipe organ
Permanent office space/music stand and instrument storage
KISSM needs office space
Need lounge and small rehearsal spaces
Kelowna Rotary Arts Centre (studio space for visual artists)
Rehearsal room size
Need for 1200 to 1500 seats for large choral events and touring concerts
Pit for opera and musicals
Some storage space
Support for artist studios and gallery for local artist exposure
Piano access from venue to venue within the new PAC
Desire for a dedicated concert / music venue
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Appendix A24
2.9
KAMLOOPS BRANDENBURG ORCHESTRA
Started in 2012.
40 local musicians, both professionals and amateur players, as well as advanced music students.
Third largest symphony orchestra in Kamloops.
Concerts are currently organized by the Chamber Musicians of Kamloops.
Expect to develop more independently and will begin operating on its own.
100 - 300 people to event indoors, 500-800 in park.
Concert venues: St. Paul's Anglican Church, Calvary Community Church, Kamloops United Church,
Riverside Park, McDonald Park.
Co-productions with the Vivace Chorale.
5-6 concerts per year.
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Appendix A25
2.10
VIVACE CHORALE
Since 2006
25-35 members, amateurs
Perform mainly in churches: St. Paul's Anglican Church, Calvary Community Church, Kamloops United
Church, St. Andrews Presbyterian Church, The Old Courthouse, using grand pianos and pipe organ for
choral accompaniment
100 - 300 people to events,
Up to 40 choristers
3 - 5 choral performances annually
Co-productions with both Kamloops Brandenburg Orchestra and Chamber Musicians of Kamloops.
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Appendix A26
2.11
CHAMBER MUSICIANS OF KAMLOOPS
Started with in-house concerts in 2007
"Chamber music in an intimate setting"
Concert venues: The Old Courthouse, Calvary Community Church, Kamloops United Church, St. Pauls
Anglican Church, St. Andrews on the Square, Thompson Rivers University Clock Tower (Alumni Theater)
Number of concerts for the Kamloops Brandenburg Orchestra, Vivace Chorale and Chamber Musicians of
Kamloops total per year: 20
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Appendix A27
2.12
LOCAL CHOIR GROUPS
Local choirs groups have weekly performances from September to June
They meet weekly at churches, city venues Old Courthouse, Heritage House and Yacht Club and some
practice at senior centre such as Cottonwood on the North Shore and Desert Garden.
A lot of the choirs perform at senior residences such as Berwick on the Park, Overlander Care Centre
Carol Choir Group organizes an annual choral rhapsody concert (10 choirs), take up 250 seats at
Sagebrush
A number of choirs organize joint concerts, especially around the holiday season and choirs will book into
churches for performances such as St Andrews Presbyterian, Calvary Community Church, Kamloops
Alliance Church and Kamloops United Church. These churches are generally booked because of the
number of seats, location, and acoustics.
SD73 has a honour choir that practices at Henry Grube Centre
Both the Christian School and the Catholic School have youth choirs that practice at their own school.
Every second year BC Living Arts organizes a concert called Choral Parade in the spring - it is very similar
to the Rhapsody - between 6 to 10 choirs perform and it is held at Calvary Church. The choirs range
between 10 and 80 members, with an average choir size of 25 members
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Appendix A28
2.13
NUANCE DANCE STUDIO
140 person dance studio for 30 years
Uses the Sagebrush
2 shows per season
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Appendix A29
2.14
AKIMBO DANCE STUDIOS
15 years
9 teachers, 300 students
Sagebrush has frustrating operations (horrible floor, not properly sprung, inconsistent, school noise
bells/students can be heard in theatre)
Issues with Box Office operations
2 performances with 650-700 attending
Would like a properly run facility
Need for a proper movement dance floor
Would like a venue that is customer focused, responsive to clients needs
Parking is a problem
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Appendix A30
2.15
THE DANCE GALLERY
Since 1995
130 students
2 permanent staff
2 assistant teachers
Uses Sagebrush
2 shows (June)
Very hard to rent Sagebrush
Would like to see a 750 seat theatre + 300 seat studio theatre
Rehearsal space required
4-5 performance days annually (consistent for all groups)
Difficult to rent the Sagebrush, competing for the same days
890277-0064(4.0)
Appendix A31
3.
GROUP C BUSINESS INTERESTS
Name
Organization
Raymond Nyuli
Entertainment Management
Bill Jaswal (via phone)
Jelly Events
Gay Pooler
KCBIA
Jim Anderson
Venture Kamloops
Bryan Pilbeam
Hotel 540
Sydney Griffith
School District 73
890277-0064(4.0)
Appendix A32
3.2
ENTERTAINMENT MANAGEMENT
Produces several concerts a year (jazz, blues, world), sports events, corporate events and trade shows.
As a commercial operator, competes with City and TRU speaker series and non-profits eg. Clara Hughes.
Has questions about each of the 3 proposed sites.
Is strongly in support of the project.
Thinks that there is a large hole between the Sagebrush and the Arena 1500 seats.
Needs to be built for the people of Kamloops, not WCT or the KSO. New facility is for the people of
Kamloops. Local arts groups will be users but not the drivers for the new facility.
Site should be conducive for a complete evening out - park your car once.
If a downtown site, should be pedestrian friendly. Street presence is important as is sidewalk walking
experience. Park your car once and walk to the restaurant or theatre.
EM promotes events up to 800 seats range. Not too interested in going bigger.
Is upgrading Sagebrush Theatre being considered. Changes in operations? Need strong management with
trained/reliable staff who know how to operate/maintain equipment.
A new facility should consider Kamloops future growth. Need to think longer term plan for next 50 years.
Does see a need for 1,500 seat venue to fill in the gap.
Needs to be a versatile venue in order to be successful.
Concerns about house systems - maintenance of system and familiarity of system from road show techs.
There needs to be a level of flexibility to allow road shows to come in with their own sound system.
A certain amount of redundancy in house system because replacements may not be readily available.
890277-0064(4.0)
Appendix A33
3.3
JELLY EVENTS
Arena allows reconfiguration of seating capacities, minimum 1600-1800 seats, but is still an arena. Some
artists do not want to play at an arena even if it's been scaled down and softened.
1,200 -1,500 seats would be ideal.
Sagebrush not often available and has many limitations.
900-1000 makes sense as a next step-up, but would prefer something between 1,200 1,500 seats.
1200-1400 would put Kamloops at a huge advantage.
Can easily put on shows requiring a larger venue than the Sagebrush.
New larger venue than the Sagebrush, 1,200-1,500 seats would be nice for Jelly Events. Not sure if it could
be used enough by other community groups.
A seating capacity of 850-900 would allow for some named acts to come to town, such as Jann Arden.
A seating capacity of 1200-1500 would allow for some named acts to come to town, such as Sarah
McLachlan, Diana Krall, etc.
Shows in Kamloops ranges from 6 -15 shows a year. A bit of a bidding war to compete for shows assuming
that there is an appropriate venue available.
A venue with a capacity over 1000 capacity would become largest theatre outside of lower mainland and
would be considered a more favorable location than Vernon, Kelowna, and Penticton.
Facility needs to be able to handle pro touring shows with in-house audio and lighting infrastructure,
power, sound, loading bay, etc.
There are promoted acts that can fill a 1,500 seat theatre in Kamloops, but would such a facility be viable
the rest of the time? Not sure.
890277-0064(4.0)
Appendix A34
3.4
KAMLOOPS CENTRAL BUSINESS IMPROVEMENT ASSOCIATION (KCBIA)
The KCBIA was founded in 2002 officially. Previous there was a volunteer group doing the same thing.
There are 800 business licenses in the downtown area and 250 property owners
Non-profit, funded by commercial property owners through levy
Board made up of owners and tenants
3 pillars:
Business development
Marketing and communications
Social and safety issues
Downtown is cultural center of City, feel that arts centre should be downtown
o
Hotels
Restaurants
Missing conference rooms for groups bigger than 200 people
Parking must be built into it (200-400 spaces)
Parking could be a revenue stream. Rent daily parking stalls, PAC use at night. Rental also for night time
use. Double revenue potential during performances.
Current parking rates are $75 to $90 per month
Must have connectivity to the street
Growing appetite for people living downtown -> Would help create a vibrant downtown
Promote maximum use of facility
6-10 higher-end restaurants in downtown Kamloops
Lots of mid-range restaurants
Business climate is stable in downtown
Would like to see more residential in downtown. Could it be a part of the PAC project?
o
KCBIA would like to see more people downtown 24/7. Right now street goes quite after 5:00 pm
(business day ends).
In 2011, estimate that 6,500 people lived downtown
Would like to see the new PAC to be used all the time. If the facility is closed or down, it will not help
stimulate downtown vibrancy.
Having retail space in the PAC is fine so long as the lease rates are competitive and not subsidized. Must
have a level playing field.
Business climate in downtown is fairly stable. No major growth, but no decline either.
Promoting new businesses and trying to attract developers to build residential.
Kamloops' major attraction is life style (outdoors).
890277-0064(4.0)
Appendix A35
Size of the city is "Just Right" not a big city but big enough to have most of the convenience and amenities.
Looking at a larger catchment area than just Kamloops for a major act (250,000).
Trading area extends south to Merritt, west to Cash Creek, North to Clearwater and east to Salmon Arm
Kamloops promotion:
o
Lifestyle
Sunny weather
Outdoor activities
Sports facilities
Size of city and services/amenities
Affordability
890277-0064(4.0)
Appendix A36
3.5
VENTURE KAMLOOPS
Economic development agency for the City of Kamloops:
Marketing of business climate
Attracts new business to Kamloops.
Mandate is to carry out all of the economic functions for Kamloops
If you wanted to start a new business in Kamloops you would start with VK.
VK is sector based economics focused on mining and transportation.
Lifestyle
Small town with city amenities
Weather
PAC would be perfect tie-in
Both downtown sites could work from an economic development standpoint
Serious opportunities for sponsorship of a new PAC (naming rights etc.)
To attract investors, life style is a major key attraction. A PAC would significantly enhance Kamloops life
style.
Tax incentives given to downtown locations. If the PAC was located close to the tax incentive boundaries,
there may be an opportunity to expand the incentive area.
Middle aged community. Not a retirement community. Kamloops is a resource based community.
Right now Kamloops only really promotes sports tourism. A PAC would expand tourism to arts and culture.
890277-0064(4.0)
Appendix A37
3.6
HOTEL 540
How does it make sense to have the PAC next door?
It really comes down to room bookings. Can there be enough tourist draw from the PAC to fuel the hotel?
Site extends to Landsdowne Street. Full city block potential.
Could the PAC double as a conference space?
Casino looking to leave in approx. one year (optimistic)
Property is zoned CBD.
890277-0064(4.0)
Appendix A38
3.7
SCHOOL DISTRICT 73
Kamloops Interior School of Music (KISM)
300 students over summer school
Shared facilities with Sagebrush Theatre.
Communication is key with Sagebrush. At least 1 year booking in advance.
School District would continue to use the Sagebrush as its main venue and the new PAC as a secondary
venue to reduce the pressure on the Sagebrush bookings.
School District has a set number of evening and days for school use. Also two days for emergencies.
Performing Arts series for elementary schools (4 weeks)
Music Festival (1 week) not a part of the 100 days. It is a booked privately.
South Kam has their own days (may or may not be a part of the 100 days)
School District uses WCT staff as part of the agreement.
Theatre equipment is part of the building. WCT manages and maintains the equipment but if they left, the
equipment stays with the building.
A portion of ticket sales goes to equipment replacement.
A portion of ticket sales goes to replacing the piano.
The new PAC should have a rehearsal space that allows level access to the mains stage.
Graduation capacity is around 1,200 people (2 weeks in June)
CUPE strike closed down the theatre for a time in June and Sept
Theatre has a $25,000 piano and there is a fee to use it
890277-0064(4.0)
Appendix A39
4.
STEERING COMMITTEE - CITY OF KAMLOOPS
Name
Organization
Mayor Peter Milobar
City of Kamloops
Barbara Berger
City of Kamloops
Byron McCorkell
City of Kamloops
Dave Trawin
City of Kamloops
David Freeman
City of Kamloops
Doug Stewart
City of Kamloops
Dr. Alan Shaver
Committee Member
Recused during all TRU related site

selection discussions
Fiona Chan
Committee Member
Michael Fane
Committee Member
Norman Daley
Committee Member
Sandy Watt
Committee Member
What makes Kamloops unique?

o
Sense of place
Canadas Tournament Capital
Small town with big city amenities
Lifestyle
Many different opinions about what this building should be
Getting size right is extremely important
Building has to work technically for performing arts. Technical backbone is very important.
Infrastructure needs to be planned for expansion/changes in technology
Need to engage community members for further public input since February 2013 open house
Have enough uses in building so there are more than shows / spread out revenue base. Dont be solely
dependent on ticket sales - meetings, weddings, receptions, etc.
Building is to accommodate wide variety of performing and visual arts and assembly functions (speaker
series, weddings, etc.)
Chamber of Commerce involvement is important
890277-0064(4.0)
Appendix A40
Develop relationship with possible donors
Ripple effect may cause need for two theatres - think of the market as a whole
Most important:
o
Proper amount of seats
Good acoustics
Right support spaces
Black-box/rehearsal space -> revenue generator, rental opportunities
Performing arts catchment is much larger than just City of Kamloops
Engagement needs to be inclusive
City doesnt pursue a lot of performers because they dont want to play arenas
Missing 800 -1500 seat range
TRU has not specified site, request initiated by Lands Trust
Venture Kamloops = economic development
Comparisons to other venues in other communities is to be included in this study
890277-0064(4.0)
Appendix A41
Appendix B Master Facility Functional Program
890277-0057(8.0)
Appendix B1
Kamloops Performing Arts Centre

Preliminary Programme
Rm.
No.
Room Name
Main Stage Theatre

Stage
Orchestra Pit
Audience Chamber (Orchestra)
Audience Chamber (Balcony)
Sound & Light Locks
Tech Booth
Sound Rack Room
Trap Room
Follow Spot Booths
FOH/
BOH
H
H
H
H
H
H
H
H
H
H
Questions/Comments
Project No: 14-26

Date Revised: December 2, 2014
Priority
Approx. Room
Dim
L (ft)
W (ft)
No. of
Rms.
Approx Area
ft2
Fly Tower (50 ft. above stage) & wings (15 ft. wide), Pros Opening (50 ft.)
Capacity for up to 50 musicians
Acoustic Room Rating NC15, Target 950 seat capacity at this level
Acoustic Room Rating NC15, Target 250 seat capacity at this level
A
A
A
A
A
100.0
15.0
90.0
30.0
10.0
X
X
X
X
X
40.0
50.0
82.0
82.0
8.0
1
1
1
1
6
=
=
=
=
=
4,000.00
750.00
7,380.00
2,460.00
480.00
Lighting, Sound & Stage Management
A
A
A
A
40.0
15.0
20.0
12.0
X
X
X
X
X
10.0
10.0
20.0
10.0
1
1
1
1
2
=
=
=
=
=
0.00
400.00
150.00
400.00
240.00
16,260.00
Black Box Studio Theatre

Flat Floor
Tech Booth
Sound & Light Locks
Storage
H
H
H
H
Acoustic Room Rating NC15, Flat floor Flexible space, 350 seat capacity
A
A
A
A
75.0
10.0
10.0
30.0
X 65.0
X 8.0
X 8.0
X 20.0
X
1
1
4
1
=
=
=
=
=
4,875.00
80.00
320.00
600.00
5,875.00
Rehearsal Halls
Rehearsal Hall - Large
Rehearsal Hall - Small

Rehearsal Storage
H
H
Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal & small
performances
Acoustic Room Rating NC 20, Semi-Equipped spaces for dress rehearsal
Storage should be within Rehearsal spaces
50.0
X 40.0
2,000.00
35.0
30.0
X 20.0
X 10.0
X
X
1
2
=
=
=
=
700.00
600.00
0.00
0.00
3,300.00
Appendix B2

Rm.
No.
Room Name
FOH/
BOH
Questions/Comments
Project No: 14-26

Priority
Approx. Room
Dim
L (ft)
W (ft)
No. of
Rms.
Approx Area
ft2
Support Areas
Loading / Receiving
Workshop
Workshop - Tool Storage
Workshop - Flammable Storage
BOH
BOH
BOH
BOH
Access Doors Min. 10 ft. high

Not a full Scene Shop, but equipped to assemble sets, etc.
A
A
A
A
20.0
20.0
40.0
30.0
X 40.0
X 20.0
X 2.0
X 2.0
1
1
1
1
=
=
=
=
800.00
400.00
80.00
60.00
Large Dressing Rooms

Single Dressing Rooms
Chorus Dressing Rooms
Men's Washrooms
Women's Washroom
Laundry Room
BOH
BOH
BOH
BOH
BOH
BOH
Make-Up stations for (8) complete with unit washroom

complete with unit washroom (Soloist)
complete with unit washrooms
(3) Plumbing Fixtures & (3) Sinks
(6) plumbing Fixtures & (4) Sinks
(2) washers & Dryers, Sorting table, Dirty Area
A
A
A
A
A
A
30.0
15.0
40.0
20.0
40.0
15.0
X
X
X
X
X
X
15.0
10.0
20.0
10.0
10.0
10.0
5
3
2
1
1
1
=
=
=
=
=
=
2,250.00
450.00
1,600.00
200.00
400.00
150.00
Stage Manager &TD Office

Stage Door Office
Storage Music
Storage Theatre
BOH
BOH
BOH
BOH
A
A
A
A
15.0
0.0
20.0
25.0
X 10.0
X 0.0
X 18.0
X 20.0
2
1
1
1
=
=
=
=
300.00
0.00
360.00
500.00
Piano Storage
Freight Elevator
Dimmer Room
Servery
Receiving Storage
BOH
BOH
BOH
BOH
Environmentally controlled space
15.0
12.0
10.0
15.0
35.0
X
X
X
X
X
10.0
8.5
10.0
20.0
30.0
1
1
1
1
1
=
=
=
=
=
150.00
102.00
100.00
300.00
1,050.00
Janitors Closet
Stage Door Office/Security
Tech. Storage
Green Room
Studio Theatre Green Room
Multi-Purpose Room
BOH
BOH
BOH
BOH
BOH
BOH
Moved to Gross-up
Office and waiting area
Lighting, Sound, Rigging & Prop / Lock-Up
A
A
A
A
A
0.0
20.0
40.0
30.0
25.0
20.0
X
X
X
X
X
X
0.0
15.0
20.0
20.0
10.0
20.0
1
1
1
1
1
1
=
=
=
=
=
=
0.00
300.00
800.00
600.00
250.00
400.00
Coat Check
Box Office
FOH
FOH
A
A
20.0
20.0
X 20.0
X 15.0
1
1
=
=
400.0
300.0
Bar / Concession
FOH
20.0
X 15.0
600.0
Men's Washroom (Public)

Women's Washroom (Public)
FOH
FOH
A
A
25.0
50.0
X 20.0
X 20.0
1
1
=
=
500.0
1,000.0
Men's Washroom (Public)

Women's Washroom (Public)
Unit Washroom
Quiet / First Aid Room
FOH
FOH
FOH
FOH
A
A
A
A
25.0
50.0
12.0
15.0
X
X
X
X
12.0
12.0
10.0
10.0
1
1
1
1
=
=
=
=
300.0
600.0
120.0
150.0
Elevator
FOH
12.0
X 10.0
120.0
Deleted
A
Food Prep space for catering
Crush Space for Road Companies, can double as Musicians Change Area
(1) Large Bar/Concession at the main level & one smaller Bar/Concession at the
Balcony Level
Main Level (based on 1.5 X Code for an occupant load of 500) (16 Fixtures)
Main Level (2 x Code based on an occupant load of 500) (28 Fixtures)
Balcony Level (based on 1.5 X Code for an occupant load of 100) (4 Fixtures)
Balcony Level (based on 2 x Code for an occupant load of 100) (8 fixtures)
Universal washroom c/w family change facilities
First Aid Room c/w day bed
Passenger elevator, 3000 lbs capacity. One elevator needs to be Stretcher capable
and designated as Fire Fighter elevator.
Appendix B3

Rm.
No.
Room Name
FOH/
BOH
Lobby
Main Stage Crossover
FOH /BOH Connection
Studio Theatre Crossover
Studio Theatre FOH/BOH
Connection
FOH
BOH
BOH
Gift Shop
Donors Lounge
FOH Storage
FOH
FOH
FOH
FOH
FOH
Questions/Comments
Project No: 14-26

Priority
Approx. Room
Dim
L (ft)
Based on 7 sq. ft. / person and a 1,200 seat theatre capacity

10 ft. Wide to accommodate Road Show temporary container storage
10 ft. Wide to accommodate Road Show temporary container storage
A
A
A
A
300.0
80.0
140.0
65.0
W (ft)
No. of
Rms.
Approx Area
ft2
X 30.0
X 10.0
X 10.0
X 8.0
1
1
1
1
=
=
=
=
9,000.0
800.0
1,400.0
520.0
75.0
8.0
600.0
20.0
20.0
20.0
X 20.0
X 20.0
X 20.0
X
X
1
1
1
=
=
=
=
=
400.0
400.0
400.0
0.0
0.0
29,212.00
Administration
Executive Director's Office
Standard Offices
Staff Room
Small Meeting Room
Reception Area
FOH
FOH
FOH
FOH
FOH
Desk c/w return, filing cabinet, small meeting table for (4)
Desk c/w return, filing cabinet & (1) guest Chair
Lounge area c/w kitchenette
For (6) people
Reception Desk and small seating area
A
A
A
A
A
10.0
10.0
25.0
15.0
20.0
Staff Washroom
FOH
Single Unit Washroom (HC accessible
8.0
Printer / Copy Room

Server Room
Counting Room
FOH
FOH
FOH
A
A
Private secure room with vault to count money
10.0
10.0
10.0
Staff Locker Rooms
FOH
Deleted.
0.0
10.0
8.0
20.0
12.0
10.0
1
6
1
1
1
=
=
=
=
=
100.00
480.00
500.00
180.00
200.00
X 7.0
X
X 5.0
X 5.0
X 10.0
=
=
=
=
=
56.0
0.0
50.0
50.0
100.0
=
=
=
0.00
0.00
0.00
X
X
X
X
X
X
X
X
0.0
1
1
1
1,716.00
Appendix B4

Rm.
No.
Project No: 14-26

Approx. Room
Dim
FOH/
BOH
Questions/Comments
Desirable Amenities
User Admin Area
User Printer / Copy Room
Rentable Meeting Room - Large
Rentable Meeting Room - Medium
KAG Archive Storage
FOH
FOH
FOH
FOH
BOH
Open Office area for (4) workstations - rentable office space for event users
Separate facility from staff Printer / Copy Room
(40) people - c/w full multimedia. Rentable space
(20) people - c/w full multimedia. Rentable space
Environmentally controlled space
8.0
5.0
30.0
20.0
200.0
X 7.0
X 5.0
X 20.0
X 15.0
X 30.0
4
1
1
1
1
=
=
=
=
=
224.0
25.0
600.0
300.0
6,000.0
Commercial Retail Space

Artists' Studios
FOH
-
Leasable area for private sector opportunities

Studios at 600 sq.ft. ea. (12 - 15 ft. ceilings)
40.0
30.0
X 20.0
X 20.0
X
X
X
1
3
=
=
=
=
=
800.00
1,800.00
0.00
0.00
0.00
Room Name
Priority
L (ft)
W (ft)
No. of
Rms.
Approx Area
ft2
9,749.00
Building Systems
Mechanical Room - HVAC
Mechanical Room - Water
Electrical Room
Electrical Closets
Tel. / Communications Room
IT Room
Security Equipment Room
Maintenance Storage
Garbage/Recycling Room
To house up to (6) individual HVAC units

High noise & vibration generating space (isolate)
High noise & vibration generating space (isolate)
(1) per floor
Near Load-in
A
A
A
A
A
100.0
50.0
50.0
20.0
20.0
X
X
X
X
X
50.0
20.0
25.0
10.0
10.0
1
1
1
2
1
=
=
=
=
=
5,000.0
1,000.0
1,250.0
200.0
200.0
A
A
A
A
10.0
10.0
40.0
20.0
X
X
X
X
X
10.0
10.0
20.0
15.0
1
1
1
1
=
=
=
=
=
100.00
100.00
800.00
300.00
0.00
=
=
=
=
=
0.0
0.0
0.0
0.0
0.0
X
X
X
X
X
8,950.00
Total Net Area

Gross up Factor (30%)
75,062.0
22,518.6
TOTAL PROJECT AREA
97,580.6
Appendix B5
Appendix C.1 Preliminary Site Planning

Hotel 540
Figure C.1-1: View looking north-west
Figure C.1-2: View looking south-west
890277-0057(8.0)
Appendix C1
Figure C.1-3: View looking south- east
Figure C.1-4: View looking north-east
890277-0057(8.0)
Appendix C2
Figure C.1-5: Underground Parking Layout
Note:
The above parking sketches are based on City of Kamloops
Parking bylaws and takes into account program and structural elements
that can reasonably be anticipated at this point. Final parking counts
could vary by +/- 5%
890277-0057(8.0)
Appendix C3
Appendix C.2 Preliminary Site Planning

Kamloops Daily News
Figure C.2-1: View looking south-west
Figure C.2-2: View looking south-east
890277-0057(8.0)
Appendix C4
Figure C.2-3: View looking north-west
Figure C.2-4: View looking north-east
890277-0057(8.0)
Appendix C5
Figure C.2-5: Underground Parking Layout
Note:
The above parking sketches are based on City of Kamloops Parking bylaws and takes into account program
and structural elements that can reasonably be anticipated for at this point. Final parking counts could vary
by +/- 5%.
890277-0057(8.0)
Appendix C6
Appendix D Class D Cost Estimate
890277-0057(8.0)
Appendix D
Appendix E Notes on the Financial Pro Forma

Category
Budget
Start up
Budget
Year 1
Budget
Year 3
Budget
Year 5
REVENUE
900,000
900,000
900,000
900,000
136,800
156,100
181,900
Studio Theatre Rent
110,600
127,400
145,800
Rehearsal Hall Rent
36,400
41,800
48,200
Lobby Rent
18,000
21,600
24,000
Concession Bar
105,000
122,500
157,500
Ticket selling revenue
43,400
60,297
69,891
Facility Fee
149,700
172,212
198,046
Foundations and Grants
10,000
12,000
12,000
General Fundraising
120,000
126,000
200,000
Rental Amenity Space (Commercial)
20,000
20,500
21,000
Rental Amenity Space (Artist Studio)
27,000
27,000
27,000
Allocation from programming
50,000
80,000
100,000
Other Misc. Revenue
20,000
24,000
32,000
900,000
1,746,900
1,891,409
2,117,337
100,000
100,000
105,000
110,300
Reception/Office Assistant
20,000
40,000
42,000
44,100
Bookkeeper/Payroll
30,000
65,000
68,300
71,700
Audience Services Manager
15,000
65,000
68,300
71,700
Technical Director
40,000
65,000
68,300
71,700
Volunteer Coordinator (PT)
15,000
35,000
36,800
38,600
Marketing Director
30,000
65,000
68,300
71,700
Development Officer
40,000
60,000
63,000
66,200
Maintenance Supervisor
30,000
60,000
63,000
66,200
Benefits (20%)
64,000
111,000
116,600
122,440
Stage Carpenter
15,000
55,000
57,750
60,600
Lighting Tech
15,000
55,000
57,750
60,600
Sound Tech
15,000
55,000
57,750
60,600
Studio Tech
10,000
40,000
42,000
44,100
Benefits (20%)
11,000
41,000
43,050
45,200
Moving Allowance
50,000
5,000
15,000
20,000
25,000
City Grant Allocation

Main Stage Theatre Rental Revenue
TOTAL REVENUE
EXPENSES
ADMINISTRATION EXPENSES
Staff (including benefits)
Executive Director
Technical House Crew
PT Office Staff
890277-0057(8.0)
Appendix E1
PT Technical Staff
10,000
15,000
20,000
30,000
PT Box office staff
4,000
15,000
30,000
35,000
Professional Fees and memberships
1,400
2,000
2,200
2,300
700
1,500
1,700
1,800
Delivery/ Postage
Office Supplies
IT and Web management
Bank Charges
Audit and AGM Expense
Technical Supplies (consumables)
3,000
8,000
8,800
10,000
15,000
15,000
20,000
25,000
1,500
4,000
4,400
4,600
1,200
1,300
1,400
20,000
25,000
27,000
35,000
Telephone (Local and Long Distance)
2,000
5,000
5,500
5,800
Travel and Professional Development
3,000
5,000
5,500
5,800
20,000
25,000
28,000
FOH Supplies
Volunteer Expense
4,000
5,000
5,500
5,800
12,000
15,000
15,000
15,800
5,000
7,000
12,000
581,600
1,068,700
1,156,800
1,249,040
Main Stage Theatre Rental Expenses
34,200
39,025
45,475
Studio Theatre Rental Expenses
27,650
31,850
36,450
Rehearsal Hall Rental Expenses
9,100
10,450
12,050
Lobby Rent Expenses
4,500
5,400
6,000
Concession Bar Expenses
75,000
87,500
112,500
General Fundraising Expenses
60,000
63,000
100,000
TOTAL RENTAL EXPENSES
210,450
237,225
312,475
Janitorial
75,000
78,750
82,700
Janitorial Supplies
20,000
22,000
23,100
Heat, Light and Water
140,000
154,000
161,700
Building Service, Maintenance and Repairs
25,000
27,500
28,900
Other Building costs (grounds, security, etc.)
50,000
55,000
57,800
7,500
15,000
15,000
15,700
General Marketing and Newsletter

Minor Capital Purchase
TOTAL ADMINISTRATION EXPENSES
RENTAL EXPENSES
MAINTENANCE EXPENSES
Insurance (liability and D&O)

TOTAL MAINTENANCE EXPENSES
7,500
325,000
352,250
369,900
CONTRIBUTION TO CAPITAL RESERVE
310,900
142,750
145,134
185,922
CUMULATIVE CAPITAL RESERVE
310,900
453,650
741,534
1,072,589
890277-0057(8.0)
Appendix E2
Usage Details: The table below provides a detailed breakdown of the projected facility usage. This information
forms the basis for the expense/revenue calculations for the facilitys various rental performance spaces.
Year One
Type of Use
Type of Rental
Year Three
Main
Studio
Rehearsal
Theatre
Theatre
Hall
Dates
Dates
Dates
Year Five
Main
Studio
Rehearsal
Theatre
Theatre
Hall
Dates
Dates
Dates
Lobby
Dates
Main
Studio
Rehearsal
Theatre
Theatre
Hall
Dates
Dates
Dates
Lobby
Lobby
Dates
Dates
16
18
21
10
12
13
Performance
32
81
37
93
42
107
Setup/Rehearsal
21
19
100
24
22
115
28
25
132
11
12
37
14
46
11
16
53
12
14
16
15
60
17
17
69
20
20
79
22
15
60
17
69
20
79
Total
112
192
182
60
129
221
209
72
148
254
241
83
Unbooked
253
173
183
305
237
144
155
292
216
112
125
282
31%
53%
n/a
16%
35%
61%
n/a
20%
41%
69%
n/a
23%
Commercial
Presenters
Performance
Community
Groups
Educational
Groups
Performance
Setup/Rehearsal
Corporate /
Private
Groups
Performance
Setup/Rehearsal
Groups Not
Yet Identified
Performance
Setup/Rehearsal
Setup/Rehearsal
% Calendar Days Booked
City Grant Allocation: This allocation of funds flows from partnership arrangements or from the City to cover the
short fall between earned income and expenses.
Main Stage Theatre Rental Revenue: Revenue from the rental of the theatre as per the breakdown of rental days,
group categories and rental rates below. Expenses incurred by the operation for the rental of the theatre are
estimated at 25% of Total Gross and include backstage staff and FOH staff that are supplied as part of the rental
contract. These expenses will also include technical supplies such as paint, fabric, colour for the stage lights and
miscellaneous hardware specifically related to the rental and charged back to the renter.
Type of use
Commercial
Presenters
Community
Groups
Educational
Groups
Corporate/
Private Groups
Groups not yet
Identified
Total
890277-0057(8.0)
Type of rental
Rate
($)
Days
Year 1
Total
Exp
Gross
(25%)
Days
Year 2
Total
Exp
Gross
(25%)
Days
Year 3
Total
Exp
Gross
(25%)
Performance
1,800
16
28,800
7,200
18
32,400
8,100
21
37,800
9,450
Setup/rehearsal
1,100
4,400
1,100
5,500
1,375
5,500
1,375
Performance
1,200
32
38,400
9,600
37
44,400
11,100
42
50,400
12,600
Setup/rehearsal
800
21
16,800
4,200
24
19,200
4,800
28
22,400
5,600
1,200
9,600
2,400
10,800
2,700
11
13,200
3,300
800
1,600
400
1,600
400
2,400
600
Performance
1,800
14,400
3,600
16,200
4,050
11
19,800
4,950
Setup/rehearsal
1,100
Performance
1,200
15
18,000
4,500
17
20,400
5,100
20
24,000
6,000
800
4,800
1,200
5,600
1,400
6,400
1,600
112 136,800
34,200
128 156,100
39,025
149 181,900
45,475
Performance
Setup/rehearsal
Setup/rehearsal
Appendix E3
Studio Rental Revenue / Expenses: Gross Revenue and Expenses from the rental of the Studio as per the
breakdown of rental days, group categories and rental rates below:
Type of use
Commercial
Presenters
Community
Groups
Educational
Groups
Type of rental
Rate
($)
Performance
Year 1
Total
Exp
Gross (25%)
Days
Year 2
Total
Exp
Gross (25%)
Days
Year 3
Total
Exp
Gross (25%)
1,000
Setup/Rehearsal
600
Performance
600
81
48,600
12,150
93
55,800
13,950
107
64,200
16,050
Setup/Rehearsal
400
19
7,600
1,900
22
8,800
2,200
25
10,000
2,500
Performance
600
2,400
600
3,000
750
3,000
750
Setup/Rehearsal
400
400
100
400
100
400
100
Performance
800
12
9,600
2,400
14
11,200
2,800
16
12,800
3,200
400
Performance
600
60
36,000
9,000
69
41,400
10,350
79
47,400
11,850
Setup/Rehearsal
400
15
6,000
1,500
17
6,900
1,725
20
8,000
2,000
192 110,600
27,650
221 127,500
31,875
253 145,800
36,450
Corporate/ Private
Setup/Rehearsal
Groups
Groups not yet
identified
Days
Total
Rehearsal Hall Rental Revenue / Expenses: Gross Revenue and Expenses from the rental of the 2 rehearsal halls
as per the breakdown of rental days, group categories and rental rates below:
Category
Rate
($)
All Rentals
Days
200
Total
Year 1
Total
Gross
Exp
(25%)
Days
Year 2
Total
Gross
Exp
(25%)
Year 3
Total
Gross
Days
Exp
(25%)
182
36,400
9,100
209
41,800
10,450
241
48,200
12,050
182
36,400
9,100
209
41,800
10,450
241
48,200
12,050
Lobby Rental Revenue / Expenses: Gross Revenue and Expenses from the rental of the lobby as per the
breakdown of rental days, group categories and rental rates below:
Category
All Rentals
Total
Rate
($)
300
Days
Year 1
Total
Gross
Exp
(25%)
Days
Year 2
Total
Gross
Exp
(25%)
Days
Year 3
Total
Gross
Exp
(25%)
60
18,000
4,500
72
21,600
5,400
80
24,000
6,000
60
18,000
4,500
72
21,600
5,400
80
24,000
6,000
Bar/Concessions Revenue / Expenses: Gross Revenue and Expenses for the operation of the concession and bar
in the lobbies during performances. This revenue is conservative. Standard catering estimates cannot be used since
the bar/concession is only open one half hour before a performance and 20 minutes at intermission. These
projections assume a progressive model for concessions, including allowing beverages in the theatres. Revenue
could be increased through pre and post show activities such as pre-concert talks.
Ticket Selling Revenue: Revenue generated by fees paid by renters for box office services. An average sell of
50% available seating is assumed. Box office fees are typically 4 to 6% of the gross ticket sales sold by the box
office. For community groups that sell tickets themselves the box office would charge a small printing fee to provide
890277-0057(8.0)
Appendix E4
these tickets to the groups. Expenses related to the revenue would include staff, ticket stock, credit card
commissions and other such expenses.
Type of use
Seat
Cap
Price
Average
Year 1
Ave 50%
Sales
Dates
Fee
Dates
Year 2
Ave 50%
Sales
Fee
Dates
Year 3
Ave 50%
Sales
Fee
Large Theatre
1,200
30
79
47,400
35,550
90
54,000
40,500
105
63,000
47,250
Studio Theatre
350
25
157
27,475
17,172
181
31,675
19,797
207
36,225
22,641
Total
52,722
60,297
69,891
Facility Fee: This is revenue collected by the box office on the sale for every ticket sold by them. This amount is
paid by the ticket purchaser and is typically two dollars per ticket.
Type of use
Tx
Sales
Year 1
Fee ($)
Total
($)
Tx
Sales
Year 2
Fee ($)
Total
($)
Tx
Sales
Year 3
Fee ($)
Total
($)
Large Theatre
47,400
94,800
54,510
2 109,020
62,687
2 125,374
Studio Theatre
27,475
54,950
31,596
36,336
Total
149,750
63,192
172,212
72,672
198,046
Grants and Foundations: Revenue generated by money received from the foundations and grant giving bodies.
This estimate is conservative, as there would likely be few opportunities.
General Fundraising:
Net revenue from fundraising activities such as gala events, auctions, membership
campaigns and general donations.

Rental Revenue Amenity Space (Commercial): Revenue that is generated by the space that has been allocated
for a restaurant or other commercial activity. This is based on $25/sq.ft./year (gross) which is slightly below the rate
in the downtown core.
Rental Revenue Amenity Space (Artist Studios): Revenue generated by the space that has been allocated for
artist work/retail activities. This is based on $15/sq.ft./year (gross) which is significantly below the rate in the
downtown core. It would be considered a subsidized rate to help support local artists.
Allocation from Programming: Net revenue from professional series presented in the facility. The activities could
include a classical music series, jazz music series, comedy series and children's Saturday morning series.
Other Miscellaneous Income: Net revenue from things such as the rental of theatre equipment to other the theatre
operations in the area.
Staff and Tech House Crew Expenses: Salaries, including benefits, for the staff of the operation.
Moving Expenses: Appearing only in the start-up year, this is intended to cover the cost of bringing qualified staff to
the City.
Professional Fees and Memberships: Expenses for memberships in organisations such as Canada Arts
Presenters Association (CAPACOA), Canadian Institute for Theatre Technology (CITT) and the Local Arts Council.
Delivery and Postage Expense: General expenses for courier service, mail, etc.
890277-0057(8.0)
Appendix E5
Office Supplies: Paperclips photocopy paper, and all the supplies it takes to run office.
IT and Web Management: The cost of setting up and maintaining a website for the facility and the events which
take place in the facility.
Bank Charges: Typical bank charges paid by a business.
Audit and AGM Expense: Expenses for the costs of the annual audit and annual general meeting required by
society incorporation regulations.
Technical Supplies (Consumables): Supplies used onstage for the general day-to-day running of the operation,
including lamps for the stage lighting, colour for the stage lighting, paint, fabric, miscellaneous tools, maintenance
supplies, the theatre equipment, etc.
Telephone and Internet: Expenses related to long distance and other telephone functions as well as Internet
access by the staff.
Travel and Professional Development: Expenses related to the management staff attending industry events such
as the CAPACOAs annual showcase. It would cover the cost of courses and training to upgrade staff skills.
FOH Supplies: Supplies related to the operation of the front of house functions, including first aid kits, usher
supplies, signage, etc.
Volunteer Expense: Expenses relate to volunteer appreciation evening and other costs of maintaining an involved
volunteer network.
General Marketing and Newsletter: Expenses relate to general marketing campaigns for the events taking place in
the facilities, as well as the marketing of the facilities to potential clients.
Minor capital purchase: Covers the purchase of small capital items which are required on a day-to-day basis as the
need arises.
Janitorial Expense and Janitorial Supplies: Expense for cleaning the performance venues.
Utilities and O&M Expenses: Expenses related to the heat light and water and the operation and maintenance of
the facility itself. This budget would be controlled by the appropriate City Department.
Insurance: Covers the cost of general liability insurance, box office insurance and directors and officer insurance for
the Board of Directors.
Contribution to Capital Reserve: At the end each fiscal year, the difference in revenues and expenses will be set
aside in a Capital Reserve.
Cumulative Capital Reserve: The Cumulative Capital Reserve will be used to offset any major building
maintenance items (boilers, roofs, etc.) or be otherwise disbursed as per the facilitys financial commitments.
890277-0057(8.0)
Appendix E6
Appendix F References
1.
Kamloops Cultural Strategic Plan, Janzen & Associates, December 2003.
2.
BC Stats Labour Force Activity by Selected BC Cities and Stats Canada. Venture Kamloops 2015
(http://venturekamloops.com/labour-force/labur-statistics) accessed January 29, 2015.
3.
BC-Level Population Projects (April 2014, Sub-Provincial Population Projects P.E.O.P.L.E 2014
(September 2014).
4.
BC Tourism Market Profile, October 2014.
5.
Thompson Okanagan Regional Tourism Profile, Destination BC, 2015.
6.
2011 Census, Statistics Canada.
7.
Thompson Okanagan Regional Tourism Profile, Destination BC, 2015.
8.
Venture Kamloops, 2014 Economic Impact Study, Pages 4 and 83-87, October 9, 2014.
9.
Venture Kamloops, 2012 Labour Demand Study, Page 30, 2012.
10. WorkBC, Labour Market Outlook, Thompson-Okanagan, December 2014.

11. Sub-Provincial Population Projections P.E.O.P.L.E. 2014 (September 2014) for Kamloops, BC.
12. City Stats for Kamloops, British Columbia
URL: citystats.ca/city/British-Columbia/Kamloops.html. Accessed January 15, 2015
13. Roslyn Kunin & Associates, Inc., The Economic Impact of International Education in Canada An Update
Final Report, May 2012, Page 29.
14. BC Stats Labour Force Activity by Selected BC Cities and Stats Canada. Venture Kamloops, 2015.
URL: http://venturekamloops.com/labour-force/labour-statistics/. Accessed January 29, 2015.
15. British Columbia-Level Population Projections (April 2014, Sub-Provincial Population Projections
P.E.O.P.L.E 2014 (September 2014).
URL: http://www.bcstats.gov.bc.ca/StatisticsBySubject/Demography/PopulationProjections.aspx. Accessed
January 29, 2015 and January 30, 2015.
16. British Columbia Tourism Market Profile, October 2014. Destination BC
URL: http://www.destinationbc.ca/getattachment/Research/Research-by-Market/All-Market-Profiles/BritishColumbia-Market-Profile-(2014)/British-Columbia_Market_Profile_2014.pdf.aspx. Accessed January 29,
2014.
17. Thompson Okanagan Regional Tourism Profile, Destination BC. 2015.
URL: http://www.destinationbc.ca/getattachment/Research/Research-by-Region/ThompsonOkanagan/RegionalProfiles_Thompson-Okanagan_2014.pdf.aspx.
18. Venture Kamloops, 2014 Economic Impact Study, October 9, 2014. Page 83-87.
URL: http://venturekamloops.com/wp-content/uploads/2014/09/Economic-Impact-Study-Sept-8-Updates.pdf.
Accessed January 29, 2015.
19. Venture Kamloops, 2012 Labour Demand Study, page 30. 2012.
890277-0057(8.0)
Appendix F1
URL: venturekamloops.com/wp-content/uploads/2013/07/2012_labour_study.pdf. Accessed January 29,

2015.
20. WorkBC, Labour Market Outlook, Thompson-Okanagan, December 2014.
URL: www.workbc.ca/Statistics/Regional-Profiles/7#section-labour-market-outlook. Accessed January 29,
2015.
21. Kamloops Labour Force, Venture Kamloops, 2013.
URL: venturekamloops.com/labour-force/. Note: seasonally adjusted data was not available. Data based on
BC Cities and Statistics Canada.
22. PEOPLE 35, 2036 BC, by Jennifer Hansen, BC Stats, August 2010.
URL: welcomethompsonnicola.com/kamloops/2036bc_people35.pdf. Accessed January 30, 2015.
23. British Columbians Arts, Culture and Heritage Activities in 2010. Hill Strategies. Hamilton, Ontario, 2010.
24. Factors in Canadians Arts Attendance in 2010: An Analysis of Attendance at Art Galleries, Theatres,
Classical Music Performances, Popular Music Performances, and Cultural Festivals. Hill Strategies.
Hamilton, Ontario, 2010.
25. Venture Kamloops.
26. Community Profiles from the 2011 Census. Statistics Canada Census Subdivision.
URL: www.2.statscan.gc.ca. Accessed January 29, 2015.
27. Thompson Rivers University, International Students
URL: www.tru.ca/admissions/international.html. Accessed January 30, 2015.
28. Median total income, by family type, by province and territory (All census families), Statistics Canada,
URL: www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/famil108a-eng.htm. Accessed February 20,
2015.
29. Corporation of the Town of Milton Arts and Entertainment Centre, Program and Business Plan, Novita
Techne, July 2006, 201 Pages.
30. City of Oakville Oakville Downtown Cultural Hub, Facility Feasibility Study Part One Needs Assessment
and Business Plan Framework, Webb Management Services, June 2014, 55 Pages.
31. Town of Richmond Hill A Business Plan Outline for the Performing Arts Theatre, Final Report, Janis A
Barlow and Associates, October 2005, 32 Pages.
32. Venture Kamloops, 2012 Labour Demand Study, page 30. 2012
33. Kamplan Review and Options,
URL: www.kamloops.ca/kamplan/pdfs/Reports/CS-EconomicDevelopment.pdf. Accessed March 6, 2015.
34. The Economic Impact of Thompson Rivers Universitys International Students on the Kamloops Economy:
2012-13 Update, Dr. Zena A. Seldon, April 29, 2013.
890277-0057(8.0)
Appendix F2

New Performing Arts Centre Preliminary Business Case: City of Kamloops

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CITY OF KAMLOOPS

NEW PERFORMING ARTS CENTRE

City of Kamloops New Performing Arts Centre

Preliminary Business Case

Executive Summary ...............................................................................................................................................3

Forces and Trends .................................................................................................................................................7

The Cultural Arts in Canada and British Columbia .......................................................................................7

Trends in Arts Participation ...........................................................................................................................7

Spotlight on Kamloops ..................................................................................................................................8

Audiences for Performing Arts Facilities ................................................................................................................9

Geographic Market Area ..........................................................................................................................9

Household Income ................................................................................................................................. 12

Market Analysis Conclusions ................................................................................................................. 12

Current Amenities ....................................................................................................................................... 14

Current Capacity ......................................................................................................................................... 15

Current Utilization ....................................................................................................................................... 16

Utilization by Joint Use Management Agreement Partners .................................................................... 16

Utilization by Community ........................................................................................................................ 17

Users and Projected Demand .............................................................................................................................. 18

Resident Companies (Group A) .................................................................................................................. 18

Community Groups (Group B) .................................................................................................................... 18

Performing Arts Groups.......................................................................................................................... 18

Music Groups ......................................................................................................................................... 19

Employment and Economic Outlook ...................................................................................................... 10

Market Definition ...........................................................................................................................................9

Dance Groups ........................................................................................................................................ 19

Business and Promotions Groups (Group C) ............................................................................................. 19

Stakeholder Recommendations .................................................................................................................. 20

Projected Demand ...................................................................................................................................... 20

Impact on Current Amenities ...................................................................................................................... 23

Interior Savings Centre:.......................................................................................................................... 23

Audience Base Potential............................................................................................................................. 24

Pent-Up Demand ........................................................................................................................................ 24

Capacity of Existing Facilities ..................................................................................................................... 24

City of Kamloops New Performing Arts Centre

Development Options ........................................................................................................................................... 26

Vision for the new Performing Arts Centre.................................................................................................. 26

Public Entry Space and Front of House ................................................................................................. 27

Main Stage Theatre ................................................................................................................................ 27

Studio Theatre ........................................................................................................................................ 28

Rehearsal Halls ...................................................................................................................................... 28

Back of House ........................................................................................................................................ 29

Support Areas ........................................................................................................................................ 29

Desirable Amenities ............................................................................................................................... 30

Gross-Up Factor ..................................................................................................................................... 30

Multi-Criteria Analysis ............................................................................................................................. 31

Site Assessment Thompson Rivers University .................................................................................... 32

Site Assessment Hotel 540 ................................................................................................................. 32

Site Assessment Kamloops Daily News .............................................................................................. 34

Preliminary Business Case

Capital Cost Estimates ............................................................................................................................... 36

Business Plan Framework.................................................................................................................................... 37

Operating Models ....................................................................................................................................... 37

Operating Budget ....................................................................................................................................... 39

Financial Pro-Forma ............................................................................................................................... 39

Budget Assumptions .............................................................................................................................. 40

Conclusions and Next Steps ................................................................................................................................ 41

Next Steps .................................................................................................................................................. 41

Master Facility Functional Program

Preliminary Site Planning, Hotel 540 Site

Preliminary Site Planning, Kamloops Daily News Site

Class D Cost Estimate