CAPITOL THEATER OPERATING AND MANAGEMENT STUDY
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Capitol Theater
Operating and Management Study
Prepared by:
McQueen & Associates Consultants
May, 1999
McQueen & Associates
Atlanta, Georgia
770-394-9508
Table of Contents
Introduction
The Capitol/Royalty Theater
State of the Arts
Consultant's Findings
Programming Expectations
Usage Projections
Theater Management
Operating Costs
Comparable Theaters
Conclusions
Appendices
A. Interviewees
B. Remarks and Observations from Interviewees
C. Other Renovated Theaters
Capitol Theater, Cleanvater. Florida
3
In trod uction
The purpose of this study is to provide the City of Clearwater with an independent
analysis of the potential usage and community interest in a restored Capitol Theater to
determine the feasibility of the theater's ability to cover operating costs. The analysis and
final report prepared by McQueen & Associates Consultants include usage projections
and an estimated operating budget. The estimated expenses prepared for this study could
vary depending on the service levels provided.
McQueen & Associates undertook an intensive interview and review process of
the Clearwater arts and entertainment market. The information gathered during this
process provided an assessment of the arts, and the potential of these area arts
organization's to use the Capitol Theater. In addition to talking with various arts
organizations, McQueen & Associates researched the arts and entertainment booking and
policies of venues in the Clearwater area. The background gathered from other area
facilities were used to project earned income for the Capitol Theater.
The issues McQueen & Associates looked at as part of the Capitol Theater
Operating and Management Study for the City of Clearwater included a wide range of
topics such as the role the theater can play in the downtown, are the existing downtown
ancillary services sufficient to serve a new facility, who would use a new theater, what it
costs to operate, and how should it be managed. Following is a list of issues that were
discussed during the interviews and considered during the development of this report:
. Can the theater playa role in creating a downtown that is active and vibrant
. What is the viability of using the theater for performances in today's
environment
. Are there adequate ancillary services (i.e. parking, security)
. How would existing services be impacted
. What other services might be needed
. What is the community's perception of the theater
. Is it needed, would it be used
. Who would use the facility
. What are the potential uses (performances, meetings)
. What are the potential number of uses
. What is the audience potential for programs at a downtown theater
. Who could, or is best qualified to manage the theater
. What would it cost to operate such a facility
. What is missing programmatically in the greater Clearwater area
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In addition to the input and information that was obtained during the interviews,
the consultant brings more than twenty years of theater management and entertainment
presentation experience to his findings. This report prepared for the City of Clearwater,
is therefore a synthesis of input from many community leaders and area arts organizations
professionals as well as the consultants extensive facility management experience.
Capitol Theater, Clearwater. Florida
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The Capitol/Royalty Theater
Constructed in 1921, the Capitol Theater which is located in the downtown
business district of Clearwater, has a seating capacity of 587. The theater was one of
three movie houses in the downtown area, and is the one most closely associated with
many important functions in Clearwater. For the past few years the building was used by
the Calvary Baptist Church for meetings and presentation of entertainment activities for
teens and singles as part of its outreach ministry. Prior to that, the facility was operated
by the Royalty Theater Company for the presentation of community theater productions.
',_.J
The building has approximately 8,500 square feet, with the majority of this
dedicated to the audience chamber in the theater. Seating is on two levels, and in its
current configuration there are approximately 409 seats on the orchestra level and 78
seats in the balcony. The building also contains a small green room, a dressing room and
storage space, which are all located up one level in the backstage area. Some additional
storage/work spaces are also under the stage. There is a limited fly system/fly loft, and a
projection booth which is located in the balcony area where lobby space has been
converted to meeting rooms. The production area, stage and artist spaces reflect the space
allocation philosophy of the 1920' s when the theater was built. Customer amenities are
also limited compared to present day expectations.
A stage modification/expansion included the removal of some seats from the
original seating plan. In spite of upgrades and several remodeling projects, the theater's
original design has been largely maintained, although in the 1960's the marquee was lost
during a storm. Today the theater has limited visual impact from the street. The
interview and review process elicited a number of items that people feel need to be
included in a renovated Capitol Theater to serve today's diverse users:
. a more functional, expanded stage
. increase and upgrade the sound and light system
. create a pit system
. upgrade the fly system
. increase and upgrade the dressing rooms
. modify the building for ADA compliance
. include a ticket office and some office space in the building
. develop some rehearsal space
. increase the lobby size and refreshment area
. create a drop-off space on the street
. recreate the marquee and the original theater face
. purchase a new curtain and related soft goods
"". ~ ,,,,,./
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A thorough review by the theater consulting firm, Robert Lorelli Associates, Inc,
and architect, Steve Fowler will highlight changes needed to the physical facility to insure
that the building meets current codes, and has the equipment to function in today's
cultural and entertainment environment.
)
Capitol Theater, Clearwater, Florida
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State of the Arts
Arts Presentations
There is a significant arts presence in the Clearwater area. From the extensive
programming of Ruth Eckerd Hall, to the community/cultural presentations supported by
the Parks and Recreation Department, to the numerous outdoor concerts and festivals, and
local arts organizations including two ballet companies and three theater companies, it is
clear that there is considerable support for arts and entertainment in the area. There are
numerous choices for arts/entertainment patrons, depending on where they reside. One
concern in the arts community is the lack of a good well-equipped small theater with
approximately 500-600 seats. It is felt that this void has hindered the development of
local arts groups and small special interest programs.
-)
Ruth Eckerd Hall has a strong presence in the community with over 150 self-
presentations a year, and another 107 performances that are produced by arts
organizations such as the Florida Orchestra (that presents both a classical and pops series)_
in the hall. Ruth Eckerd's programs included world-renowned artists as well as major
entertainment figures. The center also hosts a number of other users ranging from the
Church of Scientology to the City Players. Additionally, The Eckerd Theater Company, a
programming division of Ruth Eckerd Hall, provides quality children's and family
programs at Ruth Eckerd Hall and in other parts of Florida. The company is touring four
shows this year that are being presented by several significant Florida presenters.
The Clearwater Parks and Recreation Department is very supportive of the arts,
providing assistance to several community arts groups including The Clearwater
Community Chorus, City Players, Kids-A-Poppin and the Senior Follies event. The 100
voice community chorus, which is also supported by Parks & Recreation, currently
presents three concerts in the community. They also present two concerts at local
churches, in addition to the "Festival of Trees" production at the Harborview Center. The
audience for the chorus ranges from 800-1700. The City Players, a community theater
group, presents a major musical at Ruth Eckerd hall, during the summer which draws
approximately 4,800 people during its three day performance run. The department also
contracts with dance and drama instructors to teach students and produce programs, most
notably Stage Agenda Productions which produces a summer playas part of the theater
youth workshop. During the year, Stage Agenda produces three to four shows for adults.
These productions are usually presented in smaller theater spaces. The most recent
production was "Driving Miss Daisy" in the black box space of the Eckerd Theater
Company. Prior to its being knocked down, Stage Agenda had been using the Memorial
Civic Center. It is felt that the small audiences for the group, 10 - 40 patrons, could be
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increased in the future with a proper theater. Dance instruction is also contracted with
area dance studios. The Senior Follies program, which charges a minimum fee of $1.00
for its performance at the Clearwater High School, has drawn full houses over the years
(800 people). This year's performance has been canceled because of work on the high
school. Ticket prices are expected to increase to $2.00 in the future.
There are a number of smaller arts organizations in the area including the Sunstate
Opera Society, which is planning to produce one to two operas a year when a new facility
is available. The opera is currently developing singers through small voice programs.
Two dance companies, Florida West Ballet Company and Florida Gulf Coast Ballet
Company are both being developed. Florida West has used several different performance
spaces within the county (Mahaffey, Ruth Eckerd Hall and the high school) drawing good
audiences. The company operates on $50,000 a year, with extensive volunteer labor. The
Florida Gulf Coast Ballet, which uses the East Lake High School Auditorium, brings in
guest artists from companies such as Alvin Ailey and the Alabama Ballet. The company
operates entirely with volunteers with a small operating budget of approximately $5,000.
The Ballet is looking to expand to two full performances in the future.
,"_J
The Calvary Baptist Church and The Church of Scientology both contribute
regularly to the culture and education of Clearwater. Calvary Baptist currently
presents between fifty and sixty events for selected audiences at the Capitol Theater.
These educational/entertainment/religious activities, presented primarily on Saturday
mornings, serve several hundred young people who are bused in from various
neighborhoods. These programs are conducted as part of the youth ministry and the
church's outreach program. Likewise, the Singles' Ministry presents ten to twelve events
in the evenings, essentially for their church members. They also present Christian Music
concerts at the Baptist Church. The Church of Scientology also sponsors a number of
concerts in the Clearwater Building on Cleveland Street, in addition to hosting special
community events such as the Easter Egg Hunt in Coachman Park. They work with other
organizations to sponsor other community events such as the Christmas Winter
Wonderland and Foster Children's Christmas Party.
Capitol Theater. Cleanvater. Florida
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Festivals and free outdoor musical concerts are numerous throughout the year.
The Downtown by Dusk Concerts, presented in Station Square by the Downtown
Development Board, are offered free of charge on the last Friday of the month from
5:00-8:30 PM to encourage people to stay or come downtown. They also present free
noon-hour concerts. The Sunset Music Series, presented at Pier 60, runs most weekends
throughout the season at Clearwater Beach. The Clearwater Folks Arts Festival, ajoint
venture between the Parks and Recreation Department and the Clearwater Public Library
system draws a broad range of people to Coachman Park. During the year additional
concerts are presented in Coachman Park by the Parks and Recreation Department, most
recently during the NCAA Final Four they presented concerts by the Beach Boys, and
Hootie & The Blowfish. The Parks and Recreation Department's ten day Fun 'N Sun
Festival creates a mixture of arts and recreation events that draw large audiences.
The Clearwater Jazz Holiday, held in Coachman Park in October, is a free event
that attracts more than 100,000 people over the four days and nights. The Jazz Holiday
also works with Ruth Eckerd Hall to develop a "Jazz Jam for Kids" a series of clinics for
students. The Jazz Holiday celebrates its 20th season this year, that includes 10 years of
presentation by the Greater Clearwater Chamber of Commerce and 10 years by the non-
profit Jazz Holiday organization. Over twenty different performances and events are held
during the long weekend. The organization, which operates with two paid staff members
and over 800 volunteers work during the festival, has an annual budget of approximately
$640,000. The group is looking to expand their programming this year.
The Gilbert and Sullivan Players present two productions a year at the St.
Petersburg Junior College Fine Arts Auditorium. The programs are free, but donations
are taken for the junior college academic programs. The Suncoast Symphony Orchestra
is a community orchestra that plays in several different venues around Tampa Bay area.
The Summit Orchestral Society, another volunteer community orchestra plays at the
Largo Cultural Center. There are two new musical organizations, the Chamber Orchestra
of Florida (a successor to the Tampa Bay Chamber Orchestra) and Florida ProMusica,
who could be interested in expanding their seasons to Clearwater by providing
chamber/classicaVopera performances downtown.
In the area of humanities and education, the Clearwater Public Library system is a
significant leader in providing quality programming for both adults and children. During
the course of the year department librarians present numerous musical events, puppet
shows, storytellers, as well as speakers and authors' programs. The majority of these
programs are offered in smaller spaces with seating capacity from 50-150. While the
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library's two programming departments have small performance budgets of $2,600 and
$5,000, they serve a large audience. The children's division presented over 300 programs
and drew an audience of 24,000 last year, while the adult division handled 224
family/adult programs reaching approximately 3,000 people. It was noted that the general
philosophy is that programs need to be offered without charge.
As can be seen, there are numerous cultural and entertainment choices for
Clearwater residents and visitors. While there are a variety of selections, the location of
many of these performances, especially the professional artistic offerings are found away
from the downtown area. It should be noted that there are some entertainment offerings,
such as travelogues, independent films, off Broadway theater and jazzJblues/folk music
that have yet to find a presentation venue. Children's/family programs could also be
expanded if a suitable venue were available.
--)
Facilities
There are a number of smaller professional theater operations in the area that offer
a range of programming options to area residents. In addition to producing or presenting -
a broad range of arts and educational events, a number of these facilities are comparable
in size to the Capitol Theater and are available for rent. What follows are a list of
facilities in the area, starting with those most comparable to the Capitol Theater, and a
brief description of the facility and their program offerings:
Tarpon Springs Performing Arts Center
This 400 fixed seat venue is located a few blocks from downtown Tarpon Springs,
and is housed in a refurbished high school building. Due to sight line concerns,
only 350 seats are utilized. The arts center, which has a 50' X 80' stage, was
remodeled as part of the Tarpon Springs city hall project. City employees manage
the facility in addition to other responsibilities. The theater hosts from seventy to
eighty events a year ranging from locally produced events to national and
international artists. Ticket prices for the programs are usually $15 or less.
Of the events presented, 52 were program presentations. There were a very
limited number of rentals (15-20) due to numerous city meetings and limited
daytime parking. When the police department moves its operation, that is
currently located next to the theater/city hall, the parking situation could change.
Capitol Theater, Cleanmter, Florida
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The Center has a limited programming budget of $1 08,000, which is self-
generated through grants ($28,000), ticket sales ($70,000) and donations
($10,000). Current programming expenses are approximately $102-103,000.
Only direct program expenses are charged back to the series (artist fees, stage
labor and marketing). Excess revenue is retained for emergencies. Rental rates to
use the Center range from a low of $235 for a daytime/weekday use (4 hours), to a
high of$375 to use the center on the weekend nights (4-5 hours).
Salaries of the primary staff are covered by city funds. Because the arts center is
part of the City Hall operation, utilities and maintenance expenses are covered by
the city.
Largo Cultural Center
Located in the City of Largo's Central Park, the Cultural Center opened in
November 1996. The facility includes a 333 seat venue, the Tonne Playhouse,
that can be converted into a large flat floor space through the use of movable
seating sections that retract back against the walls. The playhouse has a 40' X 70"
stage with an orchestra pit, and the facility includes concession area, dressing
rooms, offices and a workshop. The center also includes a 255 seat capacity 57'
X 67' activity/banquet room with catering space. The facility was constructed
with a combination of public/private funds, including over $1 million that came
from the State's cultural facilities fund. The center has six full time staff, and five
part time employees. Of the over 250 volunteers, 75 are very active.
Home to a number of community groups including the Eight O'Clock Theater
program, the Suncoast Singers Community Chorus, Ballet Society, and the
Summit Orchestra, the center also hosts a children's series as well as sixty-seven
national, regional and local touring productions. The Tonne Playhouse hosted
over 115 performances and activities last year, and the activity room had over
100 meetings, luncheons, weddings, lectures and receptions for a total of 215
events in the center.
Prices for adult tickets range from $6 to $12.50, and $4.00 for children's events.
The center has a budget of approximately $800,000, of which $355,000 comes
from the city. Revenue is generated through grants, ticket sales, rentals, Friends
programs, and sponsorships.
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Rental rates for the Tonne Playhouse are:
Daytime 4-hour time block:
Mon - Thu $250
Fri - Sun $350
Evening 4-hour time block,
after 5:00 PM:
Mon - Thu $300
Fri & Sun $400
Saturday $500
Renters a/so pav $150 for use of sound and light equipment. Rental rates for the
multi-purpose room are similar to that of the Playhouse. In addition to the rental
charge, users also pay a $150 fee for banquet set-up and tear down.
The Palladium
This church building, which was built in the 1920s, along with two parking lots
were purchased this year for $575,000 by The Palladium Theater Inc, a not-for-
profit organization. The church was converted to The Palladium with
approximately $450,000 in improvements including a new sound shell. The
facility, located a few blocks from downtown St. Petersburg, has a seating
capacity of 900, including 200 seats upstairs, that are not normally used. The
Palladium has a 57' X 32' stage, and since its opening in February of this year has
hosted an average of 4-5 performances and events a week. The theater has
industry standard lighting and sound systems, and is supervised by the paid
production manager.
There are currently four staff members, two of whom volunteer their time to the
facility. The Palladium relies heavily on the labor of the renter's volunteer corps
when they use the facility. An outside caterer handles the food service for the
Great Room. Renters must handle their own tickets or use downtown
commercial ticket outlets.
Rental rates are:
$300 Arts or non-profit organizations with budgets under $100,000
$500 Professional artists and non-profit organizations with budgets over
$100,000
$800 For-profit organizations
The building has two parking lots that hold approximately 60 cars and access to
the United Bank parking lot which is one block away from the facility.
Capitol Theater, Cleanvater, Florida
13
Church of Scientology
The Church of Scientology produces a number of concerts and other events in the
Clearwater Building, formerly a bank, which can seat approximately 75-100
people. The concerts are offered free of charge, and open to the general public.
Phase II of the Church's building plans include a 3,500 seat theater. It was noted
that this theater would be available for uses other than church functions.
"~
Francis Wilson Playhouse
Located a few blocks from downtown Clearwater, the Francis Wilson Playhouse
serves as the home for the Little Theater of Clearwater, a community theater
group. The facility was built in the 1930s and has undergone numerous changes
and additions over the past several years. Originally built with 234 seats, the
theater now seats 191 and includes a small orchestra pit. The Playhouse includes
a rehearsal hall, a workshop, a green room and two storage rooms. The Little
Theater series includes seven productions with eleven to seventeen performances
each depending on the show. They produced over 90 performances with a total
audience of 15,000 people. The series is heavily subscribed (1,180 members) and
most shows have sold out. During the summer a month-long student theater camp
with eight performances is conducted, as well as an operetta.
The Little Theater organization, who own and operate the Playhouse, has limited
paid staff and numerous volunteers. The 1998-99 budget was approximately
$150,000.
Ruth Eckerd Hall at R. B. Baumgardener Center for the Performing Arts
Ruth Eckerd Hall includes a 2,173 seat theater and a great hall which can seat up
to 400. The center is exploring modifications and an expansion of its physical
plant which could include a black box space.
Now almost 16 years old, this professionally managed performing arts center
hosted a total of 266 performances last year. During 1996-97, the Center
presented 114 events with a total of 159 performances, and 70 rental events with
107 performances. The 305,000 patron audience of 1996-97 grew to 327,000 in
1997 -98. In its 16 years of operations, over three million people have attended
performances at Ruth Eckerd. They currently have 6,500 members, who provide
year round support to the hall's programs and educational outreach activities.
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The hall offers a wide range of programs from Broadway shows like Peter Pan
and Cats, to the New York City Opera and country music greats the Oak Ridge
Boys. The facility also has an extensive children's program which offers national
and international artists as well as self-produced children's theater which involves
professional actors.
Ruth Eckerd Hall has forty-eight full time employees and up to 100 part time
employees. Over 650 volunteers contribute their time to the center each year.
The center has an active community outreach program that promotes cooperative
programming, especially for educationally oriented activities. The facility and its
management recently received a top ranking from the Florida Arts Council Panel
that evaluated major cultural organizations in the State.
Fine Arts Auditorium, St. Petersburg Junior College/Clearwater Campus
The auditorium at the Jr College has a seating capacity of 675 and is used
primarily for college activities, and it was noted that there is limited availability
for non-college groups. The drama program from the St. Petersburg campus has
recently been moved to the Clearwater campus. The drama program has one full
time professor and a theater technician. The theater is scheduled for upgrading
this summer to better meet the drama program's needs.
Rental rates are:
Ticketed events - $375, plus charges for sound and light
Non-ticketed (non-profit) events - $250
Technical labor is also charged back to the user
Clearwater High School Auditorium
The auditorium was built in 1953, and is currently undergoing its first major
renovation. The renovations include sound and light equipment upgrades, new
stage curtains and floor, upgrades to the HV AC equipment and renovating the
restrooms to meet ADA code requirements.
The facility seats between 750 and 800, and is available to outside renters,
although there is limited availability due to very heavy school use. Outside uses
number between ten and fifteen uses a year, including organizations under the
sponsorship of the City of Clearwater.
Capitol Theater, Cleanvater, Florida
15
Rental rates are based on direct costs incurred. Rates for all school spaces are
established by the school district and differ for school related activities and for-
profit organizations.
School Related/sponsored
$ 350 - Y2 day up to 5 hours
$ 510 - full day
$ 600 - long day
For Profit organizations
$ 600 - Y2 day up to 5 hours
$1,000 - full day
$1,390 -long day
The above charges do not include personnel costs which are additional.
Countryside High School Auditorium
The auditorium has a large stage and seats 900. The facility has two dressing
rooms, that hold 8-10 people each, as well as sound and light systems, and trained
student technicians. The hall, which has 3-4 outside uses a month, is heavily used'
for school activities. The outside uses are usually on Friday and Saturday nights
and for dance recitals, Christian Music concerts and karioki shows. On Sundays
the auditorium is used for church services. The rental rates are the same as noted
above. In addition, student technicians are paid minimum wage and custodian
charges are $23 an hour.
Harborview Center
The Harborview Center was developed downtown a few years ago in a former
department store as a meeting and conference space. The center is managed by
Globe Management Services, and is available for rent for community groups.
Numerous arts and civic organizations use the rooms in the center for their
activities. It was noted that the Capitol Theater's space would equate to one half
of the ballroom space at Harborview which costs about $1,000 day to use.
Harborview's operation is subsidized by the City of Clearwater.
Gulf Coast Museum of Art
A new museum of art is being developed approximately 6-7 miles from
downtown, on the grounds of the 100 acre Florida Botanical Garden. The first
phase will open in June. The second phase of the 45,000 sq foot campus will
include a 100 seat auditorium. The museum operates on a $1 million yearly
budget, and has an endowment of $6.5 million.
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Consultant's Findings
Over 70 interviews were conducted with city and community leaders, members of
the downtown development board, and community arts administrators and leaders. While
the interviews covered a broad range of topics, it became evident to the consultant that
several key themes were repeated by a number of those people interviewed. What
follows is a list of these key issues.
~ Almost to a person, everyone would like to see the theater saved
"The theater has great potential"
"The community deserves to have another theater besides
Eckerd Hall where one can see other types of events"
"A renovated Capitol Theater could be an anchor for downtown
Clearwater ..
c..)
~ There are strong feelings, that if the theater is to be renovated, it should be done right.
The theater should have a strong, visual presence on the street, and the original
historical image be pursued.
"The outside of the facility should be restored to the 1920 's era,
so it will add to the old Florida character in this area"
"If the Capitol Theater is renovated, it must be done right"
"There needs to be a marquee out front and recreate the
original look to draw attention to the theater and its historic
background in the city"
~ The Royalty/Capitol Theater should be just one element in the revitalization of
downtown, and other aspects need to be added to the designation approach desired
"The renovated theater would be a real asset to downtown and
provide an incentive to make changes on Cleveland Street"
"Will new restaurants develop downtown to support the people
drawn downtown at night and weekends?"
Capitol Theater, Cleanvater, Florida
17
=> The project should be a public/private venture, recognizing that the city could playa
leadership role by purchasing the theater and then assist in raising the funds
necessary to renovate and/or restore the building. The city should not operate the
facility, it should have private management.
"The theater should have both corporate and city support"
"I am not sure about incurring the ongoing operating expense of
a renovated Capitol theater. I would prefer that the theater be a
private enterprise operation"
"Is buying and running the Capitol Theater beyond the mission
of the City?"
=> The theater should have experienced, professional management to help insure its
future success. The management must be proactive in its programming and inclusive
in its scheduling.
"The best thing would be for the city to stay out of managing a
theater. It needs to be a public/private partnership, use
private/professional help"
"The theater should. and must, be run as professionally as
possible if audiences are to be satisfied and drawn back
downtown ..
=> Diverse programming is needed to draw many different audiences to the theater and
downtown. Local arts groups need an affordable performance space to grow as
performing organizations.
"The Capitol will have to have a unique program to set it apart
and attract an audience ..
"Limitations of space are holding back development of
programs and hindering the attraction of the downtown"
"Our main concerns are keeping the theater affordable for local
groups and that it be available ..
"Cost to use the theater is a concern for local-free-
programming groups ..
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=> Ticket prices should be mixed, with some inexpensive programs to meet broad
community entertainment/cultural needs
"The theater must have a good mix of programs and educate
young people in the arts"
"We hope that there will be inexpensive programs like classic
films and mid-day programs for seniors, as well as continuing
some free activities to keep people downtown after work. "
"Local arts groups who have less expensive tickets should be
sought out to perform there. "
=> Quality professional programs will be needed to bring people back, or to keep people
downtown after work
"The theater should be a multi-use venue with a variety of
programming. Don't limit it to one type of use"
I
,...-.1
"People will need to know the artists to get them downtown -
national touring artists or singer songwriters would be the type
of thing for us to come"
=> Extensive marketing and public awareness must be undertaken for the
programs/theater to be successful
"With the city's good demographics along with strong
marketing, the programs should draw "
"You will need to work hard to get the message out if the theater
is to be successful"
"An awareness campaign will be needed to get visitors to come
up from the beach, especially on rainy days when they are
lookingfor other things to do. "
Capitol Theater, Cleanvater, Florida
19
=> Cooperative and collaborative efforts with other facilities in the area will be needed to
make the theater successful. Strong, positive interaction will be especially important
between city government, the Downtown Development Board, the Calvary Baptist
Church and the Church of Scientology
"To make it work the whole city will need to get behind it"
"The theater will need a vision that will require city leaders and
arts groups to work together ..
"There are more and more opportunities for partnerships and
collaborations. Leadership to advance these approaches will be
needed to insure it happens ..
=> The perception that there is a lack of parking, or that there is no parking within close
proximity to the Capitol Theater will need to be addressed, at both performance times
as well as during the day to purchase tickets
"We need to change the perception of parking and walking,
everyone can't park in front of the theater"
"Downtown security is not an issue - parking is"
"How will drop-off customers be handled as well as people who
come just to purchase tickets"
"There is plenty of parking if the private lots were made
available at night, and City Hall's parking lot is available at
night"
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Programming Expectations
The Market
The audience potential for a renovated or restored Capitol Theater is significant.
Almost 200,000 people live within 5 miles of the Capitol, of these 106,000 are in the City
of Clearwater, and 77,000 live within 3 miles of the downtown. As of 1998, there were
221,000 households within ten miles of downtown. In addition to people who reside in
the area, there are an additional 1.7 million visitors to Clearwater Beach (Data from National
Decision System and Greater Cleanvater Chamber of Commerce). At this time, during the day there
are 10,000 workers within one mile of downtown, which will grow by approximately
1,000 with the new companies coming into the area over the next 2-3 years. Currently
there is a daily traffic count downtown of 35,000 - 60,000 cars. The average household
income in Clearwater is $50,275, which is slightly under the US average, but higher than
Florida's average. These statistics indicate that there should be a good nucleus of patrons
for the Capitol programs.
(
County residents have a strong history of supporting arts and entertainment events
as evidenced by the audiences participating at Ruth Eckerd Hall and other arts and
entertainment programs within the community. Harborview Center also draws a number
of groups and organizations downtown which could assist in the public awareness efforts
that would be needed for the Capitol Theater when it reopens. If the Harborview patrons
have had a positive experience while they are downtown (parking, traffic control,
services) it will help entice them back downtown to participate in activities at the Capitol
Theater. The Harborview Center, with its quality food service and excellent view from
the Clearwater Room, could capitalize on the attractions offered at the Capitol Theater.
Dinner or pre-concert events could help in creating a full evening experience in
downtown Clearwater as well as provide joint marketing opportunities with key
downtown restaurants.
The Capitol Theater could build on the success of the Wilson Playhouse (yearly
audiences of 15,000) and Ruth Eckerd Hall (with audiences numbering more than
320,000), and broaden audiences with programs which are new, and different from those
currently offered. The close proximity to the large number of tourists on Clearwater
Beach and a large number of households with a short distance from downtown affords the
theater's management with a great opportunity for success.
I
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Capitol Theater, Cleanvater, Florida
21
Proe:rams and Services
The Capitol Theater should provide the Greater Clearwater area with quality
programs to complement activities and performances being presented and produced in the
area. The consultant believes it is important that the operating philosophy address the
programming voids - what is not being done in the area, or provide the opportunity for
moving current programs to the next level. Additionally, the theater should provide
quality performance space for those local arts groups who do not have adequate
performance space, as well as support the city's efforts to draw more businesses
downtown by being available for meetings and conferences.
While programming will need to be appropriate for the size of the theater (500-
600 seats) there is a broad range of arts disciplines which could be offered at the Capitol.
During the interviews while community members cited a number of programming options
they felt were missing in the area, or that they would like to see in a renovated Capitol
Theater, one comment that was frequently repeated was that consideration must be given
to ticket prices. Events at the theater must be affordable for families.
The type of programs that people felt were missing, or that they would like to see at the
Capitol include:
C'
Blues, Jazz and Folk Music
Light Popular Music
Gospel/Christian Music
Off-Broadway Theater
Travel & Foreign Films
Classic, Independent Films
Chamber Music
Adult-at-Leisure Events
Musical Theater
Local Arts Performances
Children's Programs
Family Events
When discussing programming, several overriding concerns were expressed:
. the programs presented at the Capitol Theater be quality presentations
. they should be produced/presented in a high quality manner
. the theater should have good services.
A key overriding factor is that the theater experience should be positive, the theater
should be clean and accommodating to meet today's expectations and patrons' needs.
Pricing of performances and events should be affordable so that audiences, like the
programs offered, are diverse and include a wide range of the Greater Clearwater area
residents and visitors.
(
'-....
AIcQueen & Associates Consultants
22
Usage Projections
Listed below are organizations who are potential users of a renovated Capitol Theater
along with an estimate of the number of times they might use the theater. Usage figures
are based on information gathered by the consultant through interviews with community
organizations and should be considered estimates.
. Eckerd Theater Company
The company, a programming division of Ruth Eckerd Hall, would like to expand
their season to six shows a year. They have outgrown their current performance and
rehearsal facilities and need additional space to grow and develop. Possible use of the
Capitol Theater for each show would be 5-6 rehearsals and at least 8 performances
spread over 2 weeks.
. Clearwater Parks and Recreation Department
There are a number of organizations that are supported or sponsored by the
department that would like the opportunity to perform in a space such as the Capitol
Theater. Although the Capitol may have less seats than where the groups are
currently performing, it was indicated they would compensate by having repeat
performances.
Senior Follies: Currently use the high school auditorium that is somewhat larger
than the Capitol Theater. They use the facility for part of a week, including
2 performances and 3 rehearsals.
Clearwater Community Chorus: The chorus presently performs in Ruth Eckerd
Hall as well as area churches. It is anticipated they would move some of the
concerts from Ruth Eckerd as well as expand their programming to include such
activities as "Singing Spirituals". Anticipated usage would be fourteen days,
8 rehearsals and 6 performances.
Teen Talent Show: This new program initiative was mentioned by the Parks and
Recreation Cultural Supervisor and would have extensive involvement by the
area's teenage population. It is anticipated that this initiative would have 4 uses,
3 rehearsals and 1 performance.
Dance Festival: This is another new program possibility advanced by Parks and
Rec to bring numerous amateur dance companies together in a showcase.
Workshops/rehearsals would be scheduled for 4 days with 2 performances.
Capitol Theater, Cleanl'ater, Florida
23
The City Players: This community theater group spends one week during the
summer in Ruth Eckerd Hall preparing a musical production of which they give
3 performances. They are considering producing another show during the regular
season which would include 7 rehearsals and 4 performances.
Kids-A-Poppin: This proposed program would provide an opportunity for
children's musical groups to present a concert with some members of the
Entertainers Group. Anticipated usage would be one half week, with some initial
work done at the Recreation Center to reduce costs.
Stage Agenda Productions: This group has a contract with the Parks and
Recreation department to do productions in a small venue during the season, and
present children's drama during the summer. With the loss of their present venue
the group could move their productions to the Capitol Theater. Usage during the
winter/spring would be for two shows, including 4 days of rehearsal and
2 performances. During the summer anticipated usage would be for one and one
half weeks, for 8 rehearsals and 2 performances.
("
. Sunstate Opera Society
The opera society is planning to move from smaller recital programs into producing
two operas a year. The two productions would each have 3 performances and
5 rehearsal days. Consideration is also being given for six opera reading/soirees.
. Church of Scientology
The church is considering presenting a mixture of events several times a month.
Total usage is expected to be 2-4 times a month.
. Local Dance Recitals
It is anticipated that there will be much demand from dance schools in the spring for
recitals at the Capitol Theater. Possible usage by three schools would include
6 rehearsals and 3 performances.
. Harborview Center
It is projected by Harborview that they might use the Capitol for meetings as they
have the opportunity to expand their conference/meeting business. Estimated usage
would be 2 times a month.
AfcQueen & Associates Consultants
24
. Clearwater City Government
It was suggested that once or twice a month a large meeting space might be needed
for special community issues. Possible usage would be 18 times a year.
. Clearwater Public Library System
It is anticipated that several of the better known authors and special performances
could be moved to the Capitol Theater. There was also an expression of interest in
moving events like the Library Foundation Annual Meeting and some library
conferences to the Capitol. Total usage would be 18 events, 10 performances and 8
meetings.
. Programs Presented by the Capitol Theater Management (self presentations)
There appears to be a strong need to present quality/special niche programs and
unique films at the Capitol Theater to define the theater within the community and
address missing programs. It is anticipated there would be 36 presentations and 20
films.
. Jazz Holiday Festival
It has been suggested that on-going jazz presentations might be developed by the
group that presents the festival. A total of 4 performances is anticipated.
. Downtown Development Board and Others
Special events such as the Oscar Night Program with the Film Commission, and
special Main Street Event could be held at the Capitol. Total uses would be 4 events.
. Chamber Orchestra of Florida
This new musical organization might be interested in developing a chamber music
series in Clearwater to complement the Tampa series. It is anticipated there could be
4 chamber concerts.
. Calvary Baptist Church
Interest was expressed by the Church to continue some of their teen/single programs
at the Theater, depending on the cost to use the facility, and availability. Total uses
could be as high as 15 performances.
Capitol Theater, Clearwater, Florida
25
. Ice In Paradise, Rand Productions
Ice skating champions Jennifer Fayer and Jeb Rand have expressed interest in
mounting a theater oriented (using plastic or regular ice) that has been tried out in
some theaters and ballrooms. The producer would be interested in working with the
theater in longer run performances. While they would produce 1 show using the
theater for 4 weeks, to include 7 rehearsals and 24 performances, Rand Productions
would prefer to increase the number of performances or the number of shows
presented if the facility were available.
. Other Festivals I Rain Space
It was noted a number of times that some thought has been given to expand some of
the festival offerings to include indoor performances. Additionally, these groups
might present during the year to gain more visibility (Folk Arts Festival, 4th of July
and Memorial Day Festival, MayFest, Fun 'N Sun Festival). Total uses would be for
10 performances.
1\
. Florida ProMusica
A new non-profit classical music organization that will be producing their first major
concert this May in The Palladium Theater. The organization is also considering
producing concert opera. While current plans include only a regular series in Tampa,
Florida ProMusica is interested in producing 2 concerts in Clearwater.
McQueen & Associates Consultants
26
The following chart lists the projected uses, by the various organizations discussed in this
section.
(
I Organizatio..'"j';;'f:;;' ,.,
Eckerd Theater Company
Clearwater Parks & Rec
Senior Follies
Clearwater Comm Chorus
Teen Talent Show
Dance Festival
The City Players'
Kids-A-Poppin
StageAgenda Productions
Winter/Spring
Summer Children
Sunstate Opera Society
Productions
Soirees
...... Rehearsals Performances
Meetings:
30
48
3
8
3
4
7
2
2
6
1
2
4
1
8
8
6
10
Church of Scientology
Dance Recitals
Harborview Center
Clearwater City Govt
Clearwater Library
Self Presentations (Capitol)
In Season
Summer
10
24
18
8
24
12
20
Jazz Holiday Festival
I Downtown Development
Chamber Orch Of Florida
Florida ProMusica
Calvary Baptist Church
Rand Productions, Ice Shows
Other Festivals / Rain Space
7
4
4
4
2
16
24
10
Capitol Theater, Clearwater, Florida
27
The projected numbers of uses, 385, shows a strong interest in having the Capitol
Theater as a resource in the community. It should be noted that these estimates are based
on discussions with arts and entertainment administrators and board members and were
used as the basis for projecting operating income and expenses.
Rehearsals
Performances
Meetings / Films
Total
96
219
70
385
While these figures indicate a strong interest, and need in the community for an
additional small theater, some fall-out may occur when the full costs to use the facility are
developed. It is clear however, even with some decrease in the projections the theater
would be well used and could be a catalyst to draw large numbers of people downtown.
It may well take two to three years for the Capitol to reach the full operational status
projected here. This growth curve is common for most new operations and is similar to
the growth experienced by Harborview Center whose audiences grew significantly in the
last few years.
Year
1996
1997
Events
337
497
Attendance
70,018
148,784
AlcQueen & Associates Consultants
28
Theater Management
Throughout the interview and review process undertaken for the Capitol Theater
Study, the issue of management for a renovated Capitol Theater was discussed. A variety
of opinions were expressed by those interviewed and the common thread which emerged
was that private enterprise should be encouraged to oversee the renovation of the theater
and its ongoing management. It was also noted by many people, that the City of
Clearwater should take the leadership in purchasing the building to protect its future as a
community resource and focal point for the downtown redevelopment. When discussing
the ongoing management of the theater however, many respondents cited the need for
experienced theater professionals. A number of people noted, and the consultant agrees,
that a private-public partnership would encourage broad participation and support for
the purchase and renovation of the theater, and the fundraising efforts that will follow.
(
The pros and cons of various theater management choices as they relate to the cost
of operation, perceived community involvement, and control of the facility, were all
considerations in determining how best to manage and operate the Capitol Theater.
Following are several options which could be considered, but it is the consultant's
opinion that regardless of which direction is followed -- professional, experienced arts
management expertise is a key component for the creative and extensive use of the
theater. Additionally, a clear written mission that defines the role of the Capitol Theater
in the community is equally important. The relationship with city departments and local
arts organizations, as well as support from St. Petersburg Junior College will playa very
important role in the Capitol Theater's development as a strong positive force in bringing
audiences downtown.
While the City would have ownership of the theater, there are several options for
the management of the Capitol Theater and presentation of an extensive season of events:
1. The Capitol Theater's management and programming efforts could be placed under
the direction and supervision of the Clearwater Parks and Recreation Department as
another City entity
2. An independent auxiliary enterprise OR (SOlc(3) subsidiary) of the City could be
established to oversee the management and programs of the Capitol Theater, hiring
experienced arts professionals for the day-to-day operation
3. The City of Clearwater could manage the theater, but contract a separate independent
non-profit organization to develop and implement the arts and entertainment
programming for the theater
4. The City could contract the management, operation and programming of the Capitol
Theater to an outside organization with documented successful professional theater
management experience
Capitol Theater, Clearwater. Florida
29
The Clearwater Parks and Recreation Department has expressed an interest in
managing the theater and making it a home for the groups that the department supports.
While a number of smaller, downtown theaters are owned and operated by city
governments, and this structure could be considered in Clearwater, it is the consultant's
opinion that in order to reach the management and programming goals expressed,
experienced professional theater management outside of City departments is needed. The
consultant recommends the following structure to oversee the project and effectively
manage the Capitol Theater:
. Create a public-private non-profit entity that will be responsible for
supervising the renovation of the theater and implementing the fundraising
campaign
. Develop a clear mission statement for the management and programming of a
renovated Capitol Theater that reflects the needs of Clearwater's arts and civic
communities
. Engage in a management contract with Ruth Eckerd Hall for the operation and-
programming of the theater
I
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. Develop a certification training program for the technical staff of area arts
organizations to reduce the expense of using the Capitol Theater for
not-for-profit Clearwater organizations
. Create a "community" subsidy fund for unique or special uses of the theater by
local arts organizations to reduce their usage costs
The most viable management option, in the opinion of the consultant, is to operate
the Capitol Theater as an operating subsidiary of Ruth Eckerd Hall to capitalize on the
opportunity to reduce overhead expenses through economies of scale in senior or key
professional staff positions, and to coordinate programming with the largest arts
organization in the City. Because Ruth Eckerd Hall operates under a broad
entrepreneurial approach it is felt that they would provide a major advantage over the
other management options. Their outstanding fifteen years of successful programming
and audience development, should help move the Capitol Theater and its programs
towards community acceptance and visibility. While the management and scheduling of
the Capitol Theater would be the responsibility of Ruth Eckerd, the consultant feels it is
important that the City of Clearwater provide some subsidy funds to ensure broad
community use of the theater.
McQueen & Associates Consultants
30
Should the City decide this management option is not feasible, or if Ruth Eckerd
Hall determines this is not the appropriate time for them to take on this additional
financial and management responsibility, several other approaches could be considered.
The first would be for the City to develop a Request for Proposal (RFP) to determine
what interest there would be by other theater management companies, or arts
organizations in managing and programming the theater. The operational structure
outlined above would be the same with this option. It should be noted that with either the
Ruth Eckerd, or this management option, a management fee will most likely be required.
Another option would be for the proposed SOlc(3) non-profit organization
(formed under the auspices of the City) to manage the Capitol Theater, Coachman Park's
programming and the new amphitheater (if it is constructed in the coming year). A
separate non-profit organization would allow for more flexibility in management than is
normally found in city government operations (hiring regulations, personnel costs, vendor
selection, payment processing, etc). Under this option, the organization would be
responsible for hiring experienced theater management personnel to operate and program
the theater. Since the projected expenses were developed for an outside management
scenario, this structure would add to the estimated operating costs noted in the following
section of this study. Additional experienced theater/arts professionals (manager,
program presentation and booking) would be needed, and some of the economies of scale
with Ruth Eckerd Hall (box office, technical assistance) would not be realized. While
this alternative would not require the City to pay a management fee, the additional
management and staffing expenses could well be considerably more than the fee.
Regardless which management option is decided upon, to eliminate concerns
expressed about scheduling and availability of the Capitol Theater, it isfurther
recommended that a broad community advisory board be organized to develop a
comprehensive operating mission statement, and guide the management in these goals.
The development of a strong mission statement that takes into consideration the
community's needs should not hindering the theater's operation and finances, but could
help alleviate many of the concerns expressed about general community availability
during the interview process.
It is the consultant's opinion that the Capitol Theater has great potential as a new
arts and civic facility for Clearwater residents, if strong qualified, professional theater
management is procured for the theater and financial resources are secured to allow the
theater to operate without debt.
Capitol Theater, Clearwater, Florida
31
Operating Costs
In order to project rental rates, consideration must first be given to the cost to
operate the facility. The following budget reflects expenses in line with the
recommended management plan. The operating cost projections are based on estimated
usage research and expected levels of service as noted during the interview process. The
budget assumes the theater will be renovated and utilize new theater technology which
could help reduce production labor. The assumptions and projected expenses could
change depending on the management structure, programming plan and rental policies
implemented.
C'
Expenses
Staff
Facility Manager - PT
Production Coordinator - FT
Interns - 4 PT
Marketing - PT
Program Assistant - PT
Technicians - 2 PT
Stage Technicians
Box Office - 2 PT
House Manager - hourly
Custodian - FT
Custodian - PT
25,000
40,000
20,000 [1]
18,000
16,000 [2]
50,000
[3]
30,000
11,044 [4]
24,000
10,000
Total Staff
Fringe Benefits (20%)
$244,044
$48,809
Professional
Deve lopment/Dues
$3,800
Utilities
Electric, gas, water, sewer
$32,010
Telephone
$3,600
Insurance
LiabilitylFire
$8,000
Marketing
Startup
EventlPrograms
22,000
[5]
$22,000
Special Interest Programming /
Program Support
$18,500
McQueen & Associates Consultants
Supplies (office, building) $4,400
Eq u i pment/Maintenance
Computer Services 2,500
Service Contracts 3,700
Fire alann, security system,
elevator $6,200
EquipmentlRepairs $4,500
Sub- Total $395,863
Contingency (5%) $19,793
Depreciation Fund [6] $12,000
Management Fee [7]
Total Expenses $427,656
co
[1] In partnership with S1. Petersburg Junior College
[2] This position is to supervise & implement Capitol Theater
self- presentations and films.
[3] Charged back to individual programs
[4] Projected for 1,004 hours
[5] Will be carried as part of the programming budget
[6] This fund is for ongoing improvements. Major facility repairs will
be borne by owner
[7] If the theater management is contracted out, it is estimated that
the management fee could be in the $52,000 range/yr
Income l!J
Rehearsals
51 daytime @ $400
45 evening @ $600
20,400
27,000
$47,400
Performances
67 partial day @ $600
152 evening @ $900
40,200
136,800
$177,000
Meetings
36 daytime @ $450
10 evening @ $600
16,200
6,000
$22,200
32
Capitol Theater, Clearwater, Florida
Films
24 @ $600
Concessions
219 perf x 100 @ $1.00 net
Labor Recovery
1 tech x 5 hrs x 219 perf x $19 [2]
1 tech x 4 hrs x 45 rehs x $19
1 tech x 4 hrs x 46 meet x $19
20,805
3,420
3,496
House Manager
1 mgr x 219 perf/meet x $12 x 4 hrs
Lighting Instruments
30 x 219 x $\.00
Ticket Office
Base Charge $50 x 219 perf
Restoration Fee $.25 x 54,750
$.50/ticket pulled (250) x 219
10,950
13,688
27,375
(
Support Groups
"Friends of'
$35 fee x 400 Friends
$60 fee x 150 Friends
Business - $500 x 50 members
14,000
9,000
25,000
Total Income
$14,400
$21,900
$27,721
$10,512
$6,570
$52,013
$48,000
$427,716
[1] As noted earlier a subsidy program should be created to assist local
non-profit organizations use the Capitol at below market cost
[2] Assumes that some organizations would have their own certified
technicians to supplement the house technical supervisor
so fulllabor recovery will not be charged to these users
33
McQueen & Associates Consultants
34
Rental Rates
What follows are projected rental rates for the Capitol Theater for FY 1999-2000.
The suggested rates are based on comparable spaces in Clearwater/Pinellas County.
Some of the closest comparisons include:
~ Harborview Center
1/2 a ballroom with at stage equals the size of the Capitol
$1,000
~ Palladium Theater
Rental, with limited house support
$500 - 800
~ Clearwater High School
Long day rental with limited house support
$660 - $1,390
It should be remembered that the level, quality and availability of theater equipment can
be a factor in looking at cost comparisons.
(
The budget proiections for the Capitol Theater (per discussions with key
individuals) have been developed as a break-even operation. However, even with
aggressive management, this will necessitate charges and charge-backs to all users, with
little latitude for free or discounted rates to users. Therefore, all users would need to pay
rental charges and related theater costs. To allow for some flexibility to reduce user
charges or provide for some non-charged usage to the owner, the facility owner often
provides a subsidy as an offset to these adjustments. This is frequently the case with a
government owned facility.
One cost saving that might be implemented, particularly for smaller local
organizations, would be for the theater to develop a certification program for their
volunteers. Upon completion of the training and examination, these individuals could
provide technical labor to their organizations, reducing technical labor to just a
supervIsor.
Capitol Theater, Clearwater, Florida
Proiected Rental Rate
* Performances
Full Day (8:00 AM - 11 :00 PM)
Partial Day (7:00 - Noon OR Noon to 5:00)
$ 900 vs 10%
$ 600
* Rehearsals
Daytime (8:00 - Noon OR Noon to 4:00)
Evening (6:00 PM - 11:00 PM)
$ 400
$ 600
* Meetings / Films
Daytime (8:00 - Noon OR Noon to 4:00)
Evening (6:00 PM - 11 :00 PM)
$ 450
$ 600
All Rentals include the use of general sound and lighting equipment.
There will be a $1.00 per light instrument, per day.
(
Other Chare:es
* Box Office
Ticket set up
Per ticket pulled charge
$50 / per show
$0.50/ per ticket, minimum $100
All events must be ticketed
* House Manager
$12/hour
* Technical Supervisor
$18/ hour
35
McQueen & Associates Consultants
36
Other Comparable Theaters
Following is background and information of three renovated theater projects that
will illustrate what has and can be done with older downtown theaters. It should be noted
that the appendix also includes a list of other older theaters that can be looked to for
future information and assistance as the Capitol Theater project goes forward.
Woodstock Opera House, Woodstock, IL
Opened in 1890, this 420 seat facility was part of a combined city hall, fire
station, and theater. The Opera House is located in a downtown historic district in
Woodstock, a city of 17,000 people. The downtown includes a park and bandshell, and
the theater which is located upstairs in the city hall building. Much of the restoration
work was done in the late 1970's when approximately $750,000 was spent on upgrading
the theater.
(
The theater's original flat floor been modified to a sloped floor. New seats were
included in the Opera House along with a new heating system and upgraded sound and
lighting equipment (12 operating line sets and 3 electric lines). The stage is 26' deep by
24' wide, and is 28' from the stage floor to the grid. Additional performance work space
was created a number of years ago by utilizing some of the fire station.
Last year the theater hosted 450 events and performances, including 187 ticketed
performances. This coming year they are projecting to grow to 200 to 220 performance,
as the reach of the theater continues to grow. The facility hosts many local arts
organizations and is also used by promoters who bring a mixture of commercial shows to
the opera house. Usage is diverse including:
. Two dance companies
. Two opera companies
. Two community theater companies
. The Mozart Festival
. A musical theater company
. Lecture series
. Children's series
. Classical music series
The Opera House is owned and operated by the city, who provide staff and basic
operating expenses. It is supported by the Fine Arts Association, a membership group of
over 600 people who raise money in support of the opera house. The Association was
instrumental in raising funds for the theater's restoration effort. The theater's operating
Capitol Theater, Clearwater, Florida
37
budget is $ 415,200, which does not include electrical service which is included in the
overall building budget. The facility receives about $107,000 in city subsidies, and
generates about $308,500 in income from rental, fees and user expense reimbursements.
The theater has four full-time, and four regular part-time staff, along with more
than 12 part-time on call employees.
It was noted that the Opera House has helped generate a large amount of foot
traffic for local businesses, and sparked more restoration and redevelopment in the
downtown district.
l
"
The Colonial Theater, Keene, New Hampshire
Opened in January 1924, the Colonial Theater is located on Main Street in
downtown Keene, a small college town. The town originally had five downtown theaters
downtown, but with the exception of the Colonial they have all been tom down. The
original theaters, most of which were fairly large, had live performances on stage, in
addition to movies. The Colonial originally had 1,000 seats, but during the restoration
space was needed reducing the seat count to 888. It should be noted that 42 chairs can be
placed in the hall to increase seating capacity if needed.
A not-far-profit organization was formed and in 1995 took control of the theater
and slowly started the renovations. The majority of the work has been completed over the
past three years. To date over $2 million dollars has been spent on the project. Much of
the money for the renovation has come from a special fund that was created during the
economic downturn in the area, which closed several businesses in the region. The
special funds came from local companies through The Community Development Finance
Authority, a state program that offers tax breaks for business contributions to community
projects. In addition to these funds a large number of area residents have contributed
money to the theater as well as volunteered their time.
The interior of the hall underwent many cosmetic changes. The facility has had
new wiring, new bathrooms, new expanded dressing rooms and upgraded movie
equipment, and ADA code requirements were addressed. A new stage was developed,
including upgrades to the stage sound and lighting system. The new stage is 28' by 34'.
There are plans to restore the marquee and the exterior facade of the theater as more funds
are raised.
l
''----"
Last year the Colonial presented about 30 performances, including touring shows
and special local activities. The total usage was over 60 events, and there are plans to
increase their touring program presentations by 50% since they have been doing so well.
McQueen & Associates Consultants
38
The theater tries to present one film a week, but it doesn't always work out due to the
difficulty of getting certain films. Their film programming is primarily independent films
and classics since it is difficult to get first run films for a theater that is not tied to a movie
chain. Films are also used as fund-raisers with local groups. The theater has enjoyed
good success with its programming, with many shows selling out. Over 50,000 people
have attended Colonial programs and events and they anticipate that this number will
increase in the coming year. The total budget last year was $400,000, against revenues of
$250,000. Last year was the theater's first full year of operation and revenue was raised
mainly from programming.
(
Westhampton Beach Performine Arts Center, Long Island, NY
Opened in June of 1932, the theater was in operation until 1996 when it finally
closed its doors. At that time a volunteer group came together, and formed a not-for-
profit organization to purchase and restore the building. The group bought the old movie
theater in May of 1997 for $300,000 with donated funds and a loan. The group decided
to create a performing arts center for the community since there was no auditorium in the -
town, even the high school did not have a performance space. The theater was somewhat
like the Capitol Theater in that it needed to be remodeled to create a good performance
chamber, as well as develop new dressing rooms, offices and rehearsal space.
The renovation cost $2.8 million to turn a limited space movie theater into a fully
functional performing arts center, including expanding into the space next to the theater.
These restoration expense do not reflect the full cost of the project as some professional
services were donated such as the architectural services and interior design work. In
addition the construction contractor work was done at cost.
The addition to the theater provided over 6,250 more square feet of usable space,
to create executive offices, dressing rooms, storage and rehearsal spaces and a lounge bar.
Several aspects of the facility also needed updating or modifications such as the rest
rooms which had to be expanded to be code compliant. An orchestra pit was created
moving the stage forward to allow for scenery to be flown, new air conditioning and
heating were installed, and an elevator was added for handicap accessibility. In addition
to new seating and carpeting, a fire sprinkler system was installed, the sound and control
booth were renovated, and all new production equipment was installed.
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A new fly space was built over the 50' wide by 25' deep stage. The theater's
seating was reduced by 95 to create the expanded stage and rigging system. The facility
now seats 430, and every seat has an excellent sight line.
Capitol Theater, Clearwater, Florida
39
The theater re-opened during the summer of 1998 and is now going into its second
season. The first season included a broad range of performances, with many superstars as
well as local performers. The performing arts center has an operating budget is almost $1
million, divided evenly between operations and programming. The Arts Center is a self
supporting operation, which raises operating income through ticket, rental and concession
revenue; fund raising; friends programs; grants and sponsorships. Last year's attendance
figures were very strong with many shows being sold out. The facility operates with six
full time and several part time employees.
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Conclusions
The following list details a list of concerns that were expressed by many of the
people interviewed. They were used as a basis in developing the operating
recommendations and financial projections found in this report.
. If the theater is saved, it needs to be properly restored and renovated
. Additional space should be assembled for ancillary services including lobby
and rehearsal space, a balcony, an elevator, dressing rooms, and operating staff
offices
. The theater should have strong production capabilities to insure diversity of
use. The range of uses should be from theater productions to lectures, to
musical concerts and films. The theater should be equipped adequately to
produce and present a high level of productions
. The theater should be operated by professionals and have trained personnel. It
should offer such services as ticket sales, technical help and daytime public
access be available for walk-up patrons
. There should be a master schedule to create an opportunity for broad use of
the theater, the mission needs to be "inclusive, not exclusive"
. Rental rates need to be affordable to insure that 10caVcommunity groups can
utilize the theater on a regular basis. Should there be free usage or reduced
costs for City of Clearwater departments? Community groups will need to
have the option of utilizing their staff and/or volunteers for their productions
to reduce labor costs
. Hard work will be needed to get the message out if the theater is to be
successful. Coordinated marketing will be important to assist smaller
community users and build broader audience awareness and capitalize on cost
savmgs
. The theater should not have to carry a debt load but deal only with operational
and fundraising expenses
. There is a need to secure regularly available parking spaces for theater pa~ons,
staff and other facility users. Obtain short-term parking sites for ticket service
patrons.
Capitol Theater, Clearwater, Florida
41
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· It will be important to develop a perception of security in the downtown area,
since there is limited evening activity
. Would the loss of Pat Lokey's store (a downtown destination) reduce
downtown shoppers, or would it move next door?
· Can families from surrounding neighborhoods be drawn to children's
programs at the Capitol
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As the study progressed it became apparent to the consultant that there is
considerable community support to renovate/restore the Capitol Theater, that there is a
strong performance need for it, and that it has the potential to be a successful downtown
arts and entertainment attraction. The purchase and renovation of the Capitol could also
be a catalyst for other downtown development. It also became evident that a number of
community arts and civic organizations have presentation/facility needs which would be
addressed with a renovated Capitol Theater, and a renovated theater could assist and
complement the Harborview Center as it attempts to attract larger groups to Harborview
and the Clearwater Beach area. With 500-600 seats the Capitol Theater could be used as
an additional large meeting space, as well as be the site for entertainment programs as
part of the conference or convention program.
To meet the projected use and performance needs as outlined in this report, the
upgrades and renovation to The Capitol Theater will need to be done in a high quality
manner. As numerous community residents noted "it must be done right, or it's certain
to fail". There are very high expectations for the theater, and a desire to see it succeed. It
is the consultant's opinion that additional lobby and service space will be required to
handle patrons, and provide the high quality of service audiences have come to expect in
today's environment. A complete upgrade of the audience chamber will also be a
significant factor in creating the quality feeling that audiences will be expecting (new
seats and carpeting, as well as cleaned and restored ceiling and walls). The acquisition of
the alleyway and the store next door should be strongly considered to meet the
operational expectations of both user groups and potential patrons. Inclusion of this
space will allow for proper restrooms, a concession area, handicapped elevator, box
office, and rehearsal and meeting space. It would allow the old movie theater to become
a real performing arts center that can serve a full range of user groups and attract patrons.
Earlier in this report the consultant recommended that a public-private partnership
be formed to accumulate the resources needed to renovate the theater. This approach will
also open up numerous fundraising options and strength grant applications. It is also the
consultant's recommendation that a management contract or agreement would be the
McQueen & Associates Consultants
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most viable option for operating the Capitol Theater. A management agreement with
Ruth Eckerd Hall would provide the Capitol Theater with access to established,
professional theater and program management. Having the Capitol Theater associated
with the strong positive community image of Ruth Eckerd Hall would also bring
immediate credibility to the project, as well as provide access to Ruth Eckerd's 6,500
members for program marketing. Additionally, Ruth Eckerd's broad based Board of
Directors will provide the Capitol Theater with access to some of Pine lias County's top
management and business leaders.
If the Ruth Eckerd option is not feasible for either party for any reason two other
approaches could be considered. Develop a Request for Proposal (RFP) to determine
what interest there would be by other theater management companies, or arts
organizations in managing and programming the theater. The operational structure
outlined above would be the same with this option. It should be noted that with either the
Ruth Eckerd, or this management option, a management fee will most likely be required.
The other option would be for a proposed SOlc(3) non-profit organization (formed
under the auspices of the City) to manage the Capitol Theater, Coachman Park's
programming and the new amphitheater (if it is constructed in the coming year). Under
this option, the organization would be responsible for hiring experienced theater
management personnel to operate and program the theater. As noted earlier this structure
would add to the operating cost projections found in earlier in this study. Under this
alternative the City not be required to pay a management fee, the additional management
and staffing expenses could well be considerably more than the fee.
To eliminate concerns expressed about scheduling and availability of the Capitol
Theater, a broad community advisory board should be organized to develop a
comprehensive operating mission statement and guide the management in these goals.
The mission statement should address the broad use and charge for the operation of the
Capitol Theater to ensure that the facility is available to serve the full community.
The Capitol Theater could potentially host over 380 performances and events,
with strong, aggressive professional arts/theater management and marketing. The image
of the theater as a place to go for children's, family and special interest programs will
need to be developed, but it seems reasonable and very achievable. There are a number
of potential user groups or organizations that want and need the type of space a renovated
Capitol Theater could provide. The growth over a three to five year period could mirror
what has happened with the Harborview Center. As noted earlier in this report, their
growth has been significant both in terms of use and in attendance numbers, and has lead
to an increased number of people in the downtown area. Restored movie houses/theaters
around the country have been quite successful, in what they have done to improve the
Capitol Theater, Clearwater, Florida
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quality of life in a community, the positive effect they have had in helping local arts
organizations grow, and their economic impact on the downtown area.
The projected income and expenses developed for this report are based on the
consultant's more than 25 years of experience, review of information obtained through
the community interview process, and the cost to use other facilities in the area. It should
be noted that the projected uses, and income and expense numbers could vary depending
on the many operating decisions still to be made on this project. It is the consultant's
opinion that during the first year or two the facility will be re-establishing itself, and that
within 2-3 years it should be very successful. The budget is realistic, and with good
strong management should be achievable, especially if it is tied into an existing
successful program.
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There is some concern, particularly expressed by smaller local arts groups, that the
theater will not be accessible to them, and that they will not be able to afford to use an
updated, high quality, professionally equipped Capitol Theater. It should be noted that
some assistance will be needed to enable the management to serve this mission. It would
be important for the City of Clearwater to take the lead, perhaps with interested area
businesses, to examine and develop some form of financial support for these groups if the
theater is to meet community needs (as expressed by those interviewed), and also have a
"break-even" operation. Some form of rental subsidy should be considered to ensure that
the theater can be all inclusive in their approach to community users. Several
communities/facilities have created special funds to assist arts groups to use professional
facilities. Often this support is funded through special donations or operating support to
the facility by a government entity "to reduce rental costs for local non-profit
organizations". Consideration might be given to creating a panel of prominent citizens
who could review funding applications for these subsidy funds - involving more members
of the Greater Clearwater community in the new theater.
Overall the Capitol Theater appears to have strong community support and the
potential to leverage that support into a financially viable operation. The theater has the
potential to draw people downtown, and at the same time help several arts organizations
develop to the next level of growth (artistically and financially). Additionally, it should
help stimulate the surrounding neighborhoods with the potential to attract 60-80,000
patrons downtown to see a wide range of performances and events. Potential state
government funding is also a strong incentive for purchasing and restoring the theater.
With experienced, professional arts management, a properly restored Capitol
Theater should be able to meet the high expectations of the Clearwater community and
become a positive focal point for an exciting redeveloped downtown.
McQueen & Associates Consultants
Appendix
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A. Interviewees
Kathy Monihan
John Scharres
Larry Ponder
Les Spits
Glenn Warren
Al Bitman
Walt Powell
Judith Powers-Jones
Frank Spatuzzi
Enge Spatuzzi
Terry Turner
Claudia Johnson
Mary Peck
Roni Wright
Glen Caudell
Dr Steve Johnson
Jeb Rand
Jennifer Rand
John Kenley
Dwight Matheny
Scott Spencer
Terry Schmidt
Mike Sanders
Ken Rollins
Jill Vines
Robert Freedman
Lex Poppens
Brian Aungst
J.B. Johnson
Bobbi Rossi
Ken Hamilton
Jim Cantonis
Harry Alpert
Tarpon Springs Arts Center
Woodstock Opera House, Illinois
Church Administrator, Calvary Baptist Church
Mooko International, Downtown Development Board
Tack & Warren, Downtown Development Board
Downtown Development Board
Paine Weber, Downtown Development Board
Pinellas County Arts Council
Chair, Pierce 100 Condominium Council
Pierce 100 Condominium Council
President, Pierce 100 Condominium Council
Sun State Opera Company
President, Florida West Ballet
Co-Director, Florida Gulf Coast Ballet
President, Prelude 80 Condo Association
Provost, St. Petersburg Jr College, Clearwater
Island Estates Resident - Rand Productions
Island Estates Resident
Theater Producer, Island Estates Resident
Standard Organization Solutions, Downtown
Development Board
Spencer International, Downtown Development Board
Clearwater Parks & Recreation, Special Events /
Clearwater Festival
Historian
Gulf Coast Museum of Art
Education Coordinator, Mahaffey Theater for the
Performing Arts at the Bayfront Center
Executive Director, Ruth Eckerd Hall
Marketing Director, Ruth Eckerd Hall
Mayor, City of Clearwater
Commissioner, City of Clearwater
Ruth Eckerd Hall
Ruth Eckerd Hall Board Vice President
Ruth Eckerd Hall Board President
Ruth Eckerd Hall Board Member
Capitol Theater, Clearwater, Florida
Mark Alexander
Julia Flood
Arlita Hallam, PhD
Margo Walbolt
Marsha McGrath
Jana Fine
Jan Nicols
David Nadeau
John LaChance
Holly Stevens
Paul Stavos
John Tolbert
Julie Lewis
Jean Sherry
BJ Pucci
Sara Agrait
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Georgia Campbell
Bob Clark
Ed Hooper
Mike Roberto
Bob Keller
Bennitta Slaughter
Craig Burton
Carol Ketterhagen
Steve Fowler
Larry Donahue
Mary Story
Kathy Rabon
Pat Lokey
Cindy Hardin
Karen V ann
Jennifer Parramore
Fred Gaske
Steve Miller
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Ruth Eckerd Hall
Eckerd Theater Company
Director, Quality of Life, City of Clearwater
Clearwater Parks & Recreation, City of Clearwater
Clearwater Public Library, Children's Programs
Clearwater Public Library, Children's Programs
Clearwater Public Library, Adult Programs
Harborview Center, Globe Management Services
Harborview Center, Boston Concessions
Director, Largo Cultural Center
Director, The Palladium
Former Director, Mahaffey Theater for the Performing
Arts at the Bayfront Center
Executive Director, Greater Clearwater Public Library
Foundation
Director, Office of Tourist Development, City of
Clearwater
City of Clearwater, Cultural ArtsIRecreation Supervisor '
City of Clearwater Recreation Dept, Cultural Arts
Supervisor
Florida Chautauque Theater, DeFuniac, FL
Commissioner, City of Clearwater
Vice Mayor, City of Clearwater
City Manager, City of Clearwater
Asst City Manager, City of Clearwater
CEO, AM&C Publishing
CFO, AM&C Publishing
Director, PCTCB
Architect
Playwright
Director of Communications, Church of Scientology
President, Greater Clearwater Chamber of Commerce
Clearwater Businesswoman
Asst Director, City of Clearwater Community Planning
& Development Department
Executive Director, Clearwater Jazz Holiday
Film Commissioner, CUB
Grants Supervisor, FI Historic Preservation
Superintendent of Recreational Programming, City of
Clearwater
McQueen & Associates Consultants
Jerry Bickel
Don Casey
Steve Fairchild
John Van Middlesworth
Richard Cormier
Steve Price
Larry Kent
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Director, Bits 'N Pieces Puppet Theater
Assistant Principal, Countryside High School
Real Property Division, Pinellas County Schools
Production Manager, Palladium Theater
General Director, Chamber Orchestra of Florida
Assistant Principal, Clearwater High School
Founder, Florida ProMusica
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Capilol Theater, Clearwater. Florida
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B. Remarks & Observations from Interviewees
We are primarily interested in acoustics, but need backstage support areas and
warm-up spaces
The perception of downtown is that of a Church Center, with the strong presence
of the Baptist Church, the Church of Scientology and the Islam Cultural Center
Downtown should be known as a music place
We need to change the perception of parking and walking, everyone can't park in
front of the theater
Downtown security is not an issue - parking is
Everyone needs to have clear expectations about the theater, city and community
Our main concerns are keeping the theater affordable for local groups and to be
available
The scheduling process will be extremely important for the theater
We need movies downtown as an option to driving to the mall
We hope that the space won't be tied up for long periods oftime, this will be a
key towards its success
An awareness campaign will be needed to get visitors to come up from the beach, .
especially on rainy days when they are looking for other things to do
We need to tie the theater into the outdoor festivals, bring some events inside
The theater could be an alternative for tourists when it rains or is too hot to be
outside
There is a need for more children's theater, both by and for kids
Classes and workshop opportunities need to be closer to under-served
neighborhoods
The question is whether the theater will be a community center or a performing
arts center
What does the community need from the Capitol Theater? How can children and
families be served?
What is the city's support for children's programming
The Capitol will have to have a unique program to set it apart and attract an
audience
The theater will need a vision that will require city leaders and arts groups to work
together
Downtown - there must be a reason for people to come and support change
The theater must have a good mix of programs and educate young people in the
arts
The theater should have both corporate and city support
With the city's good demographics along with strong marketing, the programs
should draw
The problem with the Royalty Theater was that no one else could use it
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The theater has great potential
The city has to take ownership of downtown. There has been too much concern
about change of only one element of downtown.
The new IMR headquarters and other corporate staffing moves towards downtown
should positively affect a renovated theater
Capitol theater progranlming will need to attract people downtown, it must be a
destination
There used to be places downtown to take clients after work, now we have to
drive some distance
The community deserves to have a another theater besides Eckerd Hall where one
can see other types of events
To make it work the whole city will need to get behind it
The theater is valuable for the community through youth ministry programs
There is a need and market for Christian entertainment, as much of it goes to other
cities like Lakeland
There is plenty of parking if the private lots were made available at night, and City
Hall's parking lot is available at night
There is a growing need for meeting and workshop space, especially to expand to -
statewide activities
A stronger calendar of events is needed with increased cooperation and
coordination
Weare concerned about the programming available for a hall of this size,
especially with the number of similar sized small halls in the Tampa Bay area
How will drop-off customers be handled as well as people who come just to
purchase tickets
Will the proposed Church of Scientology's new theater (3500 seats) affect or
impact the usage or need for a renovated Capitol Theater
The best thing would be for the city to stay out of managing a theater. It needs to
be a public/private partnership, use private/professional help
A renovated Capitol Theater could be an anchor for downtown Clearwater
A comprehensive parking plan could help solve. the perception of a parking
shortage
People will need to know the artists to get them downtown - national touring
artists or singer songwriters would by the type of thing for us to come
Even as successful as Ruth Eckerd Hall is now, it doesn't service all of
Clearwater, they need to expand their scope. The black box addition and hall
modification that have been discussed wouldn't expand their scope.
. If the Capitol Theater is renovated, it must be done right
. There is a possible market for film showings and festivals
. One of the problems with the Royalty Theater, while it was good, was that it
wasn't open enough. More shows were needed, so the lights were on more.
Capitol Theater, Cleanmter. Florida
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The theater should be a multi-use venue with a variety of programming. Don't
limit it to one type of use
They (the theater) will need to coordinate use of the private parking lots and
promote them if the negative perception is to be changed
Coordination is needed with the Clearwater Festival group. Possibly present some
of the shows indoor, later in evening to expand them
I am not sure about incurring the ongoing operating expense of a renovated
Capitol theater. I would prefer that the theater be a private enterprise operation
Is buying and running the Capitol Theater beyond the mission of the City?
Should city groups have to pay to use the Capitol Theater if it is city owned? Can,
or should, the city pay for its operation?
Will the almost 1,000 new people coming to the downtown in the next two years
(IMF and Marine Bank) support the Capitol. Will their companies provide private
sponsorship support
. Will new restaurants develop downtown to support the people drawn downtown at
night and weekends?
. Parks and recreation programs are looking for a home to perform and rehearse
regularly. Low cost performance space for other community based groups is
needed as well.
School auditoriums are difficult to get into and use and aren't well equipped
The theater should, and must, be run as professionally as possible if audiences are
to be satisfied and drawn back downtown
Local arts groups who have less expensive tickets should be sought out to perform
there
There are more and more opportunities for partnerships and collaborations.
Leadership to advance these approaches will be needed to insure it happens
There are numerous humanities/educational program that will draw larger crowds
if a good lecture space is developed
Limitations of space are holding back development of programs and hindering the
attraction of the downtown
A renovated Capitol Theater would reinforce and help expand numerous library
outreach programs
Cost to use the theater is a concern for local-free-programming groups. Should
rent and other costs be charged for events that benefit local citizens?
The Capitol Theater opens up a window of opportunity to bring in larger groups to
Clearwater
There are great opportunities for cooperative events with Harborside Center, food
events there (before and/or after) and performances at the Capitol
The theater must have a good mix of programs and educate young people in the
arts
The theater is valuable space, it's equal to half a ballroom but with a stage
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· The renovated theater would be a real asset to downtown and provide an incentive
to make changes on Cleveland Street
. There is a largely untapped family market in Pinellas County and a renovated
Capitol Theater could address this
. There needs to be a marquee out front and recreate the original look to draw
attention to the theater and its historic background in the city
. It will take 2-3 years to give the Capitol Theater a focus and image, so everyone
will need to be patient
. It's imperative that downtown Clearwater get a "Crown Jewel" quality oflife
Image
. There are numerous generational changes taking place downtown, and the Capitol
Theater management must be aware of them to be successful
. The Capitol Theater could be a key player in the broadening educational efforts
for the future in Pinellas County, especially if the theater is made technologically
advanced through cable wiring, etc
. We hope that there will be inexpensive programs like classic films and mid-day
programs for seniors, as well as continuing some free activities to keep people
downtown after work
. Children's theater programs are a missing link for downtown and this part of the
county
. Good ambiance will be important to the long-term success of the Capitol Theater
Capitol Theater, Clearwater, Florida
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C. Other Renovated Theaters
Following is a list of Government owned facilities that are no less than 25 years old
Gusman Center
Owned by the City of Miami
1711 Seats - an old movie, vaudeville house
Woodstock Opera House
Owned by City of Woodstock, IL
420 Seats - built in the late 1890's
The Sheldon Theater
Owned by the City of Red Wing, MN
466 Seats - built in 1904, remodeled in 1986 at a cost of $3.5 million, with funds split
50/50 between tax bond and private money
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Madison Civic Center
Owned by the City of Madison, WI
2200 Seats - combined department store and theater
Princess Theater/Center for the Performing Arts
Owned by the City of Decater, AL
677 Seats - it is believed to have been built in the early 1920's. Closing for renovation
Rialto Theater, Tacoma, W A
Owned by City of Tacoma
742 Seats- built in 1918 - One of three in an arts district run by the same management
Zeiteron Theater, New Bedford, MA
Owned by the City of New Bedford
1248 Seats - built in 1922, restored at a cost of $1.8 million
Wheeler Opera House, Aspen, CO
Owned by the City of Aspen
489 Seats - built in 1889, a $4.5 million restoration project was done in 1984
The Majestic Theater, Eastland, TX
Owned by the City of Eastland
825 Seats - built in 1920
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Casino Theater, Vandergrift, P A
Owned by the Borough of Vandergrift
483 Seats - built in 1900
Kimo Theatre, Albuquerque, NM
Owned by the City of Albuquerque
750 Seats - opened in 1927, $1.1 million spent to date on restoration
Sooner Theater, Norman, OK
City took over operation in 1987
638 Seats - built in 1929, restored in 1981
Albert Blair Theater, Billings, MT
Owned by the City of Billings
1418 Seats - built in 1931, renovated in 1986 at a cost of $5.3 million
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