AGENDA ADVERTISING AND PROMOTION COMMISSION II. IV.€¦ · AGENDA ADVERTISING AND PROMOTION...
Transcript of AGENDA ADVERTISING AND PROMOTION COMMISSION II. IV.€¦ · AGENDA ADVERTISING AND PROMOTION...
AGENDA ADVERTISING AND PROMOTION COMMISSION
January 14 2013 200 pm Fayetteville Town Center I Call to Order ndash Maudie Schmitt
II Introduction of New Commissioner ndash Matthew Petty who replaces Bobby Ferrell
III Election of Chairman
IV Election of replacement commissioner to fill unexpired term of Hannah Mills
V Reports
A Approval of Minutes for December B Financial Report
1 HMR Revenues ndash Marilyn Heifner 2 Financial Statements - Keith Glass 3 Update from City Attorney re delinquent tax collection efforts ndash Kit
Williams C Departmental Reports
1 Clinton House Museum 2 Convention and Visitors Bureau 3 Town Center 4 Executive Director
D Advertising Agency Report ndash Mike Sells
VI Old Business AApproval of Town Center budget for 2013 revised budgets
VII New Business AWalton Arts Center Request B Survey of Citizens for Bond issue C Audit firm selection D DMAP ndash Technology section
VIII Executive Session - Evaluation of Executive Director
IX Adjourn
ADVERTISING AND PROMOTION COMMISSION January 7 2013
MAUDIE SCHMITT (term expires 4113) - Chair Cafeacute Rue Orleans 905 Eden Circle Fayetteville AR 72701 479-443-2777 cell 409-6230 WILLIAM T LYLE (term expires 4116) Ellarsquos Restaurant
920 E Lighton Trail Fayetteville AR 72701 479-582-0400 (b) cell 479-790-4492 479-790-4492 (h) WTLyleyahoocom BOB DAVIS (term expires 4113) 1163 Montview Dr Fayetteville AR 72701 479-521-2233 (b) 479-442-5950 (h) bdaviseasoninsurancecom CHING MONG (term expires 4114) Formosa 3120 N Essex Drive Fayetteville AR 72704 479-571-8886 (b) 479-466-9327 (cell) Chingmong1gmailcom INDUSTRY SPOT (term expiring 4115) MATTHEW PETTY (term indefinite ndash (appointed 113) 113 W Mountain Fayetteville AR 72701 479-595-8703 (h) citycouncilmatthewpettyorg JUSTIN TENNANT (term indefinite ndash (appointed 111)
Justin Tennant 113 West Mountain Fayetteville AR 72701 301-8677 (h) Justintennantforcouncilcom
All information submitted on this application is subject to theFreedom of Information Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Gommissions and Committees
Michael Andrews Owner Fresco Cafe amp Pub
Name
925 N Meadowlands Drive
Spouse name (if applicable) OccupationEm ployer Name
72704Fayetteville ARResident Street Address
925 N Meadowlands Drive
City
FayettevilleState
ARZip Code
72704Mailing Address
(cell) 4795303606City
4794555555State Zip Code
mandrews 1 23gmailcom
Home phone
Advertisino amp Promotion Commission
Business phone Email Address
45 YearsChoice of Committee Position Length of Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter ves f o I1 What are your qualifications for serving on this committee including education and expertise in the subject matter
I am a restaurant owner having owned businesses in Fayetteville since 1994 and a life-long resident of this great city
10 yrs Board of Adjustments 2 yrs as Chair 3 yrs Airport Board My attendance record on these boards was over 957o
2 Why would you like to be considered for appointment to this committee
lwanttoserve lhaveanunderstandingofthemanygroupsandorganizationsinFayettevillethatrequestmoneyfromtheAampPCommission
I will thoughtfully consider how we spend our taxpayers money to promote recreation and tourism in the City of Fayetteville
References
Ted Belden Campbell Bell Building Fayetteville 5015803762
Name
Bootsie AckermanAddress
PO Box 1544 FayettevillePhone
4792364900
Name Address
How did you hear about the opening(s) NWA Times n Free Weekly n Accessfayettevilleorg fl
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$tate statute $11-S-0 rquirss the f$lnwing per$fi$ tnal file a writtsn Stxtnlsn f Sinxneicl Intlnsst rgonappintmen The Statement f Finaneial lnterest for ihe previous lensar 5iear shall he filed by January 3tof eae h yenby the fllawing FNanning Crmmissiln Ainprt Sarel Wstsr sr $swer $urd l3ility Sxrd v Qirsil $rvie Smmission
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lf you have any questions you may contact the City Glerks office at 575-8323 or by email city clerkcifavettevillearus
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AII information submitted on this application is subiect to theFreedom of Information Act and will be released if requested
Gity of Fayetteville Application FormFor appointment to City Boards Commissions and Commlttees
J+ol Eyfe
Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter vft o I
References
1 What are your qualifications for serving on this committee including education and expertise in the subject matter
Why would you like to be considered for appointment to this committee
How did you hear about the opening(s) NWA Times tr Free Weekly fl Accessfayette vitteord
Government Channel n Chamber of Commerce n othern
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email citv clerkcifavettevillearus
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All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
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esPosition Length of Residency Fayetteville
Are you a Fayeftevitle registered voter v f to flfor serving on this committee including education and expertise in the subject matter
would you like to be considered for appointment to this committee
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How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
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Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
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How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
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2 Why would you like to be considered for a nt to this committee
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State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
ADVERTISING AND PROMOTION COMMISSION January 7 2013
MAUDIE SCHMITT (term expires 4113) - Chair Cafeacute Rue Orleans 905 Eden Circle Fayetteville AR 72701 479-443-2777 cell 409-6230 WILLIAM T LYLE (term expires 4116) Ellarsquos Restaurant
920 E Lighton Trail Fayetteville AR 72701 479-582-0400 (b) cell 479-790-4492 479-790-4492 (h) WTLyleyahoocom BOB DAVIS (term expires 4113) 1163 Montview Dr Fayetteville AR 72701 479-521-2233 (b) 479-442-5950 (h) bdaviseasoninsurancecom CHING MONG (term expires 4114) Formosa 3120 N Essex Drive Fayetteville AR 72704 479-571-8886 (b) 479-466-9327 (cell) Chingmong1gmailcom INDUSTRY SPOT (term expiring 4115) MATTHEW PETTY (term indefinite ndash (appointed 113) 113 W Mountain Fayetteville AR 72701 479-595-8703 (h) citycouncilmatthewpettyorg JUSTIN TENNANT (term indefinite ndash (appointed 111)
Justin Tennant 113 West Mountain Fayetteville AR 72701 301-8677 (h) Justintennantforcouncilcom
All information submitted on this application is subject to theFreedom of Information Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Gommissions and Committees
Michael Andrews Owner Fresco Cafe amp Pub
Name
925 N Meadowlands Drive
Spouse name (if applicable) OccupationEm ployer Name
72704Fayetteville ARResident Street Address
925 N Meadowlands Drive
City
FayettevilleState
ARZip Code
72704Mailing Address
(cell) 4795303606City
4794555555State Zip Code
mandrews 1 23gmailcom
Home phone
Advertisino amp Promotion Commission
Business phone Email Address
45 YearsChoice of Committee Position Length of Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter ves f o I1 What are your qualifications for serving on this committee including education and expertise in the subject matter
I am a restaurant owner having owned businesses in Fayetteville since 1994 and a life-long resident of this great city
10 yrs Board of Adjustments 2 yrs as Chair 3 yrs Airport Board My attendance record on these boards was over 957o
2 Why would you like to be considered for appointment to this committee
lwanttoserve lhaveanunderstandingofthemanygroupsandorganizationsinFayettevillethatrequestmoneyfromtheAampPCommission
I will thoughtfully consider how we spend our taxpayers money to promote recreation and tourism in the City of Fayetteville
References
Ted Belden Campbell Bell Building Fayetteville 5015803762
Name
Bootsie AckermanAddress
PO Box 1544 FayettevillePhone
4792364900
Name Address
How did you hear about the opening(s) NWA Times n Free Weekly n Accessfayettevilleorg fl
(
$tate statute $11-S-0 rquirss the f$lnwing per$fi$ tnal file a writtsn Stxtnlsn f Sinxneicl Intlnsst rgonappintmen The Statement f Finaneial lnterest for ihe previous lensar 5iear shall he filed by January 3tof eae h yenby the fllawing FNanning Crmmissiln Ainprt Sarel Wstsr sr $swer $urd l3ility Sxrd v Qirsil $rvie Smmission
lf you ane applying for the Flanning rnrnissi yu must ais cnlpiete nnd sxrnit Nenl Xstte $dlSings Frn whiehmay be obtained sn a$r website at auessfyttvlirg
lf you have any questions you may contact the City Glerks office at 575-8323 or by email city clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
AII information submitted on this application is subiect to theFreedom of Information Act and will be released if requested
Gity of Fayetteville Application FormFor appointment to City Boards Commissions and Commlttees
J+ol Eyfe
Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter vft o I
References
1 What are your qualifications for serving on this committee including education and expertise in the subject matter
Why would you like to be considered for appointment to this committee
How did you hear about the opening(s) NWA Times tr Free Weekly fl Accessfayette vitteord
Government Channel n Chamber of Commerce n othern
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
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lf you rrt rpptying for the Plrnnlng Commlrrion you mud rlro complote rfid rubmlt r Rorl Eitrb Holdinp Form whlohrnry bs obtrlned on our$|ltlte rt rccftrtryrttrvlthorg
lf you here rny quetdotx you mry sorilfBt S|e CfU Glr|ts sftleuro+ at SI5$13 or by emell clff clertQaiirvcttevifF$u
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All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
Xl nrr r$on
ltl l8 -n6ra
t3I q 444 ntu llt(4alenLdnr--Business phone Email Address
esPosition Length of Residency Fayetteville
Are you a Fayeftevitle registered voter v f to flfor serving on this committee including education and expertise in the subject matter
would you like to be considered for appointment to this committee
SLqUOcLsat 311
amp 7N0J frE-gUt-2zr
1nt 1)q-4
How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
fii$ Thea+tarlF
Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
olal^6rthe subject matter
al R lral- Sl^
ur
v^X
bg1Phone
Phone
7U6
( htTrto
QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
All information submitted on this application is subject to theFreedom of Information Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Gommissions and Committees
Michael Andrews Owner Fresco Cafe amp Pub
Name
925 N Meadowlands Drive
Spouse name (if applicable) OccupationEm ployer Name
72704Fayetteville ARResident Street Address
925 N Meadowlands Drive
City
FayettevilleState
ARZip Code
72704Mailing Address
(cell) 4795303606City
4794555555State Zip Code
mandrews 1 23gmailcom
Home phone
Advertisino amp Promotion Commission
Business phone Email Address
45 YearsChoice of Committee Position Length of Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter ves f o I1 What are your qualifications for serving on this committee including education and expertise in the subject matter
I am a restaurant owner having owned businesses in Fayetteville since 1994 and a life-long resident of this great city
10 yrs Board of Adjustments 2 yrs as Chair 3 yrs Airport Board My attendance record on these boards was over 957o
2 Why would you like to be considered for appointment to this committee
lwanttoserve lhaveanunderstandingofthemanygroupsandorganizationsinFayettevillethatrequestmoneyfromtheAampPCommission
I will thoughtfully consider how we spend our taxpayers money to promote recreation and tourism in the City of Fayetteville
References
Ted Belden Campbell Bell Building Fayetteville 5015803762
Name
Bootsie AckermanAddress
PO Box 1544 FayettevillePhone
4792364900
Name Address
How did you hear about the opening(s) NWA Times n Free Weekly n Accessfayettevilleorg fl
(
$tate statute $11-S-0 rquirss the f$lnwing per$fi$ tnal file a writtsn Stxtnlsn f Sinxneicl Intlnsst rgonappintmen The Statement f Finaneial lnterest for ihe previous lensar 5iear shall he filed by January 3tof eae h yenby the fllawing FNanning Crmmissiln Ainprt Sarel Wstsr sr $swer $urd l3ility Sxrd v Qirsil $rvie Smmission
lf you ane applying for the Flanning rnrnissi yu must ais cnlpiete nnd sxrnit Nenl Xstte $dlSings Frn whiehmay be obtained sn a$r website at auessfyttvlirg
lf you have any questions you may contact the City Glerks office at 575-8323 or by email city clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
AII information submitted on this application is subiect to theFreedom of Information Act and will be released if requested
Gity of Fayetteville Application FormFor appointment to City Boards Commissions and Commlttees
J+ol Eyfe
Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter vft o I
References
1 What are your qualifications for serving on this committee including education and expertise in the subject matter
Why would you like to be considered for appointment to this committee
How did you hear about the opening(s) NWA Times tr Free Weekly fl Accessfayette vitteord
Government Channel n Chamber of Commerce n othern
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Office Use OnlyTerm Begins
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Appointed
Replaced
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lf you rrt rpptying for the Plrnnlng Commlrrion you mud rlro complote rfid rubmlt r Rorl Eitrb Holdinp Form whlohrnry bs obtrlned on our$|ltlte rt rccftrtryrttrvlthorg
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All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
Xl nrr r$on
ltl l8 -n6ra
t3I q 444 ntu llt(4alenLdnr--Business phone Email Address
esPosition Length of Residency Fayetteville
Are you a Fayeftevitle registered voter v f to flfor serving on this committee including education and expertise in the subject matter
would you like to be considered for appointment to this committee
SLqUOcLsat 311
amp 7N0J frE-gUt-2zr
1nt 1)q-4
How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
fii$ Thea+tarlF
Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
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al R lral- Sl^
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Phone
7U6
( htTrto
QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
AII information submitted on this application is subiect to theFreedom of Information Act and will be released if requested
Gity of Fayetteville Application FormFor appointment to City Boards Commissions and Commlttees
J+ol Eyfe
Residency in the City Limits of Fayetteville
Are you a Fayetteville registered voter vft o I
References
1 What are your qualifications for serving on this committee including education and expertise in the subject matter
Why would you like to be considered for appointment to this committee
How did you hear about the opening(s) NWA Times tr Free Weekly fl Accessfayette vitteord
Government Channel n Chamber of Commerce n othern
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
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All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
Xl nrr r$on
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t3I q 444 ntu llt(4alenLdnr--Business phone Email Address
esPosition Length of Residency Fayetteville
Are you a Fayeftevitle registered voter v f to flfor serving on this committee including education and expertise in the subject matter
would you like to be considered for appointment to this committee
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How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
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Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
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Position
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in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
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How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
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State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
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All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
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would you like to be considered for appointment to this committee
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How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
fii$ Thea+tarlF
Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
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v^X
bg1Phone
Phone
7U6
( htTrto
QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
All information submilted on this application is subject to theFreedom of Information Act and will be released if requested
RECEIVED
JUL 3 0 201
City of Fayetteville Application FormFor appointment to City Boards Commissions and Gommittees
Xl nrr r$on
ltl l8 -n6ra
t3I q 444 ntu llt(4alenLdnr--Business phone Email Address
esPosition Length of Residency Fayetteville
Are you a Fayeftevitle registered voter v f to flfor serving on this committee including education and expertise in the subject matter
would you like to be considered for appointment to this committee
SLqUOcLsat 311
amp 7N0J frE-gUt-2zr
1nt 1)q-4
How did you hear about the opening(s) ruwn rimesd Free weekty n Accessfayettevileorg I
Government Channel n chamber of commerce n Othern
State statute S21-8-701 requires the following penions shall file a written Statement of Financial lnterest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 318t of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575-8323 or by email ciW clerkcifavettevillearus
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resiqnedl
fii$ Thea+tarlF
Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
olal^6rthe subject matter
al R lral- Sl^
ur
v^X
bg1Phone
Phone
7U6
( htTrto
QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
fii$ Thea+tarlF
Application FormAttachment
1 What are your qualifications for serving on this committee including educationand expertise in the subject matter
o Bachelor of Ans and Science from the University of Arkansas majoring inJournalism (1990)
o Masters Degree in Adult Education from the University of Arkansas (199a)o Handled marketing and promotions for the University of Arkansas Center for
Continuing Education from 199 0 - | 992 Conference Coordinator for the University of Arkansas Center for Continuing
Education fuom 1992-1996o Brought numerous conferences and meetings to Fayetteville and promoted
the city through those effortso Arranged for group and spouse tours hired local restaurants hotels
vendors and entertainers for various conference groupso Coordinator for the Chile Pepper Cross Country Festival from 1994-2004
o Handled all registrations for open college and high school runnersteamso Hired all vendors necessary to the evento Managed the Festival budget and expenditures
o Ownerfounder of The Event Group-Catering Division Inc (1996 to present)
o The Event Group has an off-premise catering and event planning divisionthat provides services to hundreds of Fayetteville and Northwest Arkansasbusinesses
ider of catering services fbr corporate and socialweddingevents
o Provider of event planning services for corporate andsocialwedding events
o The Event Group also has an on-premise catering location at TheChancellor Hotel
2 Why would you like to be considered for appointment to this committee
I have always been interested in serving on this committee and would consider it anhonor I feel that I would bring a different type of expertise to the commission Many ofyour past members have been restaurant owners and hotel executives As the owner of acatering company I am able to work outside the confines of my facility and deal withmany other vendors applicable to events that are held in Fayetteville I also have a
working relationship with clients and vendors from all aspects of the corporate arena
Lastly I feel very strongly that Fayetteville needs to capitalize and expand upon its localattractions to keep people in our city and to draw more events to our city I try to use
local businesses whenever I can for shopping eating out etc In our current economicclimate I feel that we should encourage this practice to help our business owners
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
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al R lral- Sl^
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v^X
bg1Phone
Phone
7U6
( htTrto
QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
All information submitted on this application is subject to theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
-7
Are you a Fayetteville registered voter tV uo nI
1 What are your qualifications for serving on this committee including education and expertise
-q l6-61s1
8tz4y ( oA PvN IT(Spouse name applicable)
Position
7q- 5Business phone
olal^6rthe subject matter
al R lral- Sl^
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bg1Phone
Phone
7U6
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QKEmail Address
in the City Limits of Fayefteville
2 Why would you like to be considered for appointment to this committee
0 fulr ilr^f 14 lrli -4A+
Jdt
How did you hear about the opening(s) NWA Times I
GovernmentGhannel D chamberofcommerce n
State statute $21-8-70t requires the fcllowing percons shall file a written $taternEnt of Financial Interest uponappointment The Statement of Financial lnterest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Weter or Sewer Board Utility Board or Civil Service Comnrission
lf you are applying for the Planning Commission you nnust also cornplete and submit a Real Estate Holdings Form whichmay be obtained on our urebsite at accessfayettevilleorg
lf you have any questions you may contact the City Clerks office at 575euro323 or by email citv clerkcifavettevilleeuroLgs
Office Use OnlyTerm Begins
Term Expiras
Terminabd
Appointed
Replaced
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
City of Fayetteville Application FormFor appointment to City Boards Commissions and Committees
Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
Term Expires
Terminated
Appointed
Replaced
Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
All information submitted on this application is suhjectto theFreedom of lnformation Act and will be released if requested
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Are you a Fayetteville registered voter vesfl o IWhat are your qualifications for serving on this committee in_cluding education and expertise in the subject matter
ed(
2 Why would you like to be considered for a nt to this committee
amp---
eryl
1-lcl-7
6r^Address
State statute S21-8-701 requires the following persons shall file a written Statement of Financial Interest uponappointment The Statement of Financial Interest for the previous calendar year shall be filed by January 31 of each yearby the following Planning Commission Airport Board Water or Sewer Board Utility Board or Civil Service Commission
lf you are applying for the Planning Commission you must also complete and submit a Real Estate Holdings Form whichmay be obtained on our website at accessfayettevilleorg
lf you have any questions you may contact the Gity Clerks office at 575-8323 or by email citv clerkcifavettevillearus
Spouse name (if applicable)
n nt) tJMailin Address City State Zip Gode
fatftdt addFK Length City Limits of Fayetteville
How did you hear about the opening(s) NWA Times n Free Weekly I Accessfayettevilleorg L-J
Government channel n chamber of commerce otnerff
Office Use OnlyTerm Begins
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Resigned
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
ADVERTISING AND PROMOTION COMMISSION REGULAR MEETING December 10 2012 Commissioners Present Ching Mong Bob Davis Bobby Ferrell Bill Lyle Hannah Mills Maudie Schmitt and Justin Tennant Commissioner Absent None Staff Present Marilyn Heifner Sandra Bennett Matt Clement CALL TO ORDER Maudie Schmitt called the regular monthly meeting of the Fayetteville Advertising and Promotion Commission to order on December 10 2012 at 200 pm MINUTES Moved by Davis second by Mong to approve the November minutes of the Commission Motion carried FINANCIAL REPORTS HMR Revenue ndash Marilyn reported that HMR revenue for November showed a 334 increase over 2011 and 1030 for the year to date Financial Reports were reviewed and reflect increased revenue and controlled spending in all accounts Delinquent Tax Collection Efforts ndash City Prosecutor did not collect any overdue HMR taxes in November DEPARTMENTAL REPORTS Clinton House Museum ndash a new website was launched on November 11 Additional hits were seen immediately on its release It represents all of the history of the house as well as the collections CVB ndash Sales in the store are sliding because of the opening of the Fayettechill store Visitor count is also down Town Center ndash Sales for the Town Center were up 3 with total collections at $3920820 Social events and corporate events represent 35 each of total event makeup ADVERTISING AGENCY REPORT Mike Sells and Media Director Greg Harrison presented the 2013 media plan It is a more targeted approach and shows continued expansion of digital channels A digital buy is a continual challenge because there is a lot more detail than in a print buy Drew Finkbeiner said the 2012 buy is a smaller than 2013 buy They will have behavioral targets through Trip Advisor add the Columbia Mo area Facebook as well as Waco Sherman area Residents will be locally targeted in the River Valley The agency will look at where the visitor is coming from and concentrate that area with editorial coverage Facebook ads will be fewer than last year Advertising there will concentrate on a concise time around specific events rather than a 12 month buy Greg presented the print buy including American Road and Missouri Life
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Mong moved to approve the media plan second by Tennant Motion carried OLD BUSINESS UNIVERSITY OF ARKANSAS REQUEST Davis said the Walton Arts Center originally created to run the facility which was a joint project between the City and the University The UA has to pay to use the facility now and currently the WAC canrsquot fulfill the need of the UA A larger venue is needed and as they talked with the WAC the University couldnrsquot afford the $40 million cost The Menrsquos Gym is currently being used by the Architecture department The University anticipated starting the remodeling in August 2013 (1 frac12 years to complete) The UA facility will be open to the public when the UA is not using the building They estimate bringing in 10000 people to the city Revenue to the city is anticipated to be $300000 - $1 million additionally This is what the A amp P Commission is about ndash putting heads in beds and increasing the revenue to the Commission ndash itrsquos all about economic development Citizen Sharon Davison said she was disappointed with the stewardship of money She approved of the town and gown comingling because of efforts not money She thinks it inappropriate for A amp P to put a million dollars to the UA Davis said he appreciates what the UA does for the city ndash there is probably someone visiting the University and in a bed every night contributing to the HMR tax Hannah Mills said she was not sure she could justify a million dollars to put heads in beds Davis said the question was about opening 700 seats for the arts Whether we look at a million or less the HMR collection of the UA shouldnrsquot drive the decision The need is there The UA is a revenue producer for the HMR and we need to look at it and see what level we can help Mills said she was looking at the larger picture It is a beneficial project but shersquos not sure the A amp P is the appropriate benefactor The UA will host the highest quality performances Justin Tennant thanked the Chancellor for his leadership in making the UA what it is It is a unique ask and there are reasons on both sides to approve the contribution or not Sometimes there is a need of something to rekindle both sides The HMR taxes might be used for some project Looking at what the UA brings to us we should support the UA in some amount It will change the way the A amp P does business and keeps arts thriving in Northwest Arkansas Heifner said the arts was an acceptable way the A amp P Commission could spend the HMR tax however the Commission had never awarded an amount larger than $500000 to any entity who had come asking for help She does not feel that the Commission can pay that over a three year period and recommended that the payment be paid in 2013 after construction begins Bobby Ferrell said we must be responsive to our stakeholders who have an impact on the city and the UA does that The UA is the largest economic driver for the City of Fayetteville Ferrell moved that we award $500000 to the UA for Field House remodeling in 2 payments in 2013 one when they break ground (begin construction) and another in December 2013 second by Davis Motion carried Chancellor Gearhart thanked the Commission for taking their civic duty seriously He thanked them for their vote of confidence in the University He looks forward to working together toward a common goal - a better Fayetteville
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
NEW BUSINESS RESIGNATION OF HANNAH MILLS Maudie Schmitt thanked Hannah Mills for her service to the A amp P Commission and accepted her resignation Commissioners decided to use the names which were submitted for the last selection and choose a new Commissioner in January Marilyn will call those who applied and see if they wish to be considered There being no further business the meeting was adjourned Respectfully submitted Marilyn Heifner Executive Director Fayetteville A amp P Commission
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Current Year HMR Collected (21200912410100) 20841815$ Prior Year Collected (21200912410101) 10000$ First Security Investment Interest Revenue (21200912470800) 86784$
Total Revenues 20938599$
Annual Bond Audit Expense (21209120760260) -$ Collection Expense (21209120533300) (417036)$ Bank of OK Quarterly Fee (21209120571200)Town Center Bond Payment (21209120571200) (5622857)$ 2011 Property Taxes on Town Center (21209120760260) -$
Total Expenses (6039893)$
Total Check to AampP 14898706$
~ This report represents HMR collections through the end of the monthThese figures may include past due amounts
For month of December 2012Advertising and Promotion Commission
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
filename
City of Fayetteville ArkansasMonthly HMR Tax Collections 2008-2011
2009 2010 2010 2011 2011 2012 2012 Total Total Change Over Total Change Over Total Change Over
HMR Taxes HMR Taxes Prior Year HMR Taxes Prior Year HMR Taxes Prior Year
January $166214 $166645 000 $179546 774 $205939 1470
February $167141 $143940 -1388 $158037 980 $178289 1281
March $180027 $172662 -409 $169093 -206 $201015 1888
April $191542 $187730 -200 $187976 000 $217840 1589
May $190320 $185096 -274 $188149 165 $203966 841
June $190237 $184371 -308 $205700 1157 $222062 795
July $180944 $196323 008 $205438 460 $214750 453
August $167897 $180741 765 $189839 503 $202624 673
September $176463 $184471 454 $195427 594 $215653 1035
October $189728 $195169 287 $214713 1001 $241017 1225
November $190887 $213494 1184 $203529 -467 $210335 334
December $174568 $171511 -018 $202027 1779 $208518 321
Total $ $2165969 $2182155 075 $2299473 538 $2522008 968
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Departmental Gorrespondence
KitWilliamsCity Attorney
Jason B KelleyAs s iacutes tant C ity Attorn e y
TO Mayor JordanAampP Commissioners
CC Casey Jones Prosecuting Attornr-) f
FROM Kit Williams City Atto LK -ontilde euro-
DATE January 31 2013 q
RE Overdue HMR collection efforts
The final City Prosecutors report of his collection of overdue Hotel Moteland Restaurant taxes for 2012 shows a collection of 5293178 This brings thetotal overdue HMR tax collection for 2012 to $5455993 The average monthlycollection has been 84154666
The total amount of overdue HMR taxes collected since 200I is$755041331 Please see the Annual Summaries (attached) for the yearly totals
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
ANNUAL SUMMARIES
Overdue HMR Taxes Collected By City Prosecutor
2001 Enforcement measures changed City Prosecutor askedto emphasize collection of overdue HMR taxes in Augustof200l
Fall200l through
2003
2004
2005
2006
2007
2008
2009
20r0
20tt
2012
December 2002 Slightly over $ 10000000
$ 5300000
$ 53r3r97
$ 67r2744
$ 10254105
$ 4874873
$ 10650840
$ 7134164
$ 5137396
$ 4708019
$ s4ss993
$7554133L
Assistant City Prosecutorrest of the competent and
TOTAL
I would like to commend City Prosecutor Casey JonesBrian Thomas Office Administrator Mandy Finklea and thededicated staff for their excellent work
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
CLINTON K JONESCITY PROSECUTORBRIAN THOMAS
DEPUTY CITY PROSECUTOR WOFFICE OF CITY PROSECUTOR
MEMO
TO K ililliamsXayetteville City Attorney
FROM Casey JonesFayetteville City Prosecutor
DATE January 32013
RE Status of Active HMR cases
When a Criminal Summons is issued for a violation and the Defendant subsequently pays the delinquent balancethe Criminal Summons remains active and is then routinely dismissed by the Judge at araignment ifthe Defendantis still current and not in violation
1 Acambaro Four Jesus Socarro Active Criminat SummonsBusiness Closed Delinquent Balance $146804
2- Billys Pool Hall KimberlyA Maguire Pending Criminal SummonsDelinquent Balance No Forms
3 Brendas Drive-In Collin L Vilkins Active Criminal SummonsBusiness Closed Delinquent Balance No Forms
4 Cable CarPizza Ray A Reynolds LetterDelinquent Balance No Forms
5 Cafe Delta Soul Michael L Vaughn paid $20000Delinquent Balance $1406 1 1
6 Cherry Bery Robert M Chafin LetterDeena D Shelton Letter
Delinquent Balance S 100634
7 Dominoes Pizza Lloyd v Hardison Trial Date 2ll3ll3Business Closed Delinquent Balance 5439066
8 Emelias Kitchen Sara H Lusher paid $29405Delinquent Balance No FormsPending Criminal Summons
MAilDY FINKLEAOFFICE ADTINISTRATOR
E-mall hotcheckclfayettevlllearusPHONE (479)s7s377
(479) 57seuro378Hot Checks (479) 575254
FAX (479)575373
Telecommunication Device tor ttre oeacutear Too7otildeIEEiatildeicircotilde 176 South Church Suite 2 - Fayetteville AAZZZU
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Kit WilliamsJanuary 32013Page2
9 Hogwild Pizzena David S Mackey LetterBusiness closed Delinquent Balance $133000
10 Mama Deans Soul Food Meneria D Morrison Araignment Il4ll3Terr)L Morrison Arraignment ll4ll3
Delinquent Balance No Forms
11 lilezzaLtiexclrrra Juan F Barcenas Pard fi54322Delinquent Balance -0-Active Criminal Summons
12 Pitas Mediterranean Grill Mohammed Khaldi LetterStephanie K Khatdi Letter
Delinquent Balance $101434
13 Razors Edge Alan S Burton Active Criminal SummonsBarbara A Burton Active Criminal Summons
Delinquent Balance No Forrrs
14 Rowdy Beaver Den Amber M Biason-Dunn Active Criminal SummonsDelinquent Balance No Forms
15 Seafood Market BarGrill Craig E Dowd Active Contempt of CourtBusiness closed Delinquent Balance $436760
16 Shanghai Chinese and Hsiao L J Shen Active Contempt of Courtchina Garden Delinquent Balance $309000Businesses Closed
17 Silver Joes Coffee Steve Clark Paid $35380Business Closed William T Smith Jr Delinquent Balance -0-
Kenny J Tomlin Jr Case Closed
18 Something Better Foods G W Arnez Chew Paid $5520Business Closed Delinquent Balance -0-
Case Closed
19 Spiedini Italian Grill Lynette S Lee Paid $148551Robert L Lee Delinquent Balance $38512
20 Tangiers Mediterranean Mohammed Khaldi LetterFood amp Cafeacute Stephanie K Khaldi Letter
Delinquent Balance $105 124
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Kit WilliamsJanuary 32013Page 3
21 Tims Pizza(North) Michael A Stephens Active Criminal SummonsBusiness Closed Delinquent Balance -0-
22 Uncle Gaylords Hiram F Brandon Pending ContemptBusiness Closed Paid -0-
Delinquent Balance $508 I 2
23 Wheels Grill George W Glover Jr Pending Criminal SummonsDelinquent Balance No Forms
24 Wingz on Dickson Mohammed Khaldi LetterStephanie K Khaldi Letter
Delinquent Balance $8 1325
25 WOW Japanese Bisto Chong N Kim FTA WarantBusiness Closed Paid -0-
Delinquent Balance $252700
TOTAL $293178
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
CLINTON HOUSE MUSEUM
MONTHLY REPORT DECEMBER 2012
The Clinton House Museum had a total of 321 visitors in December
MUSEUM ACTIVITIES AND EVENTS December 1st ndash GROUP TOUR ndash Upward Bound Program Siloam Springs AR ndash 15 visitors
December 5th ndash Board of Directors Meeting December 7th ndash Spring Bulb Planting ndash Fayetteville in Bloom December 11th ndash KFSM filmed two segments featuring the First Ladies Garden with Director Kate
Johnson and Garden Designer Daniel Keeley of DK Designs December 19th ndash Fayetteville Kiwanas Club Meeting ndash special guest speaker Clinton House Museum
Director Kate Johnson December 21st - GROUP TOUR ndash Decatur Elementary School 4th-6th Grade ndash 116 visitors Outside the Pale mdash The Architecture of E Fay Jones ndash will remain on exhibit throughout January CAPITAL IMPROVEMENTS ndash Extension of front brick walkway to east side of house and garden
entrance along with ground and tree landscape lights
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Jan Feb Mar Apr May June July Aug Sep Oct Nov DecSales Totals $186393 $454824 $451675 $511591 $860552 $744515 $650047 $599426 $446688 $455139 $378101 $6434562011 Totals $85492 $126224 $245088 $522072 $737000 $635651 $570779 $965033 $518226 $722130 $479754 $1074122 Changefrom 2011 1180 2603 843 -20 168 171 139 -379 -138 -370 -212 -401
Visitor Count 686 1041 1513 1570 1898 2271 1684 1853 1359 1111 805 10262011 Totals 295 238 691 1301 1454 1463 1441 1457 1313 1189 1103 1283 Changefrom 2011 13254 33739 11896 2068 3054 5523 1686 2718 350 -656 -2702 -2003
2011 Goal = $30000year or $2500month 2011 Totals$6681571 $6382407
13228 16817
Change = divide the difference between the two numbers by the 2011 numberthen move the decimal two spaces right
2011 monthly sales average= $556798 2012 monthly sales average= $5318672011 monthly visitor average= 1102 2012 monthly visitor average 14012011 sales per visitor = $505 2012 sales per visitor = $380
Fayetteville Visitor Center - 2012 Sales amp Visitor Count
SalesSalesVisitors Visitors
2012 Totals
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Inquiries By SourceFrom 1212012 To 12312012
InquiriesSource $Inquiry
Showing all records
564AR Bride $000
160UA Graduate School $000
99Travel Guides Free $000
82 Website $000
76Travel Informationcom $000
4Southern Living $000
3MidSouth Traveler $000
988
Page 1 of 1 192013 1141 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Inquiries by StateCountryFrom 1212012 To 12312012
Showing all records
InquiriesStateCountry522None Entered
102Arkansas
57Missouri
44Texas
36Oklahoma
20Tennessee
18Illinois
16Florida
15California
12Michigan
12Kansas
11Louisiana
10Indiana
9Wisconsin
9New York
9Ohio
9Pennsylvania
8Minnesota
8Washington
6North Carolina
5South Carolina
5Virginia
5Georgia
4Colorado
4Mississippi
4Alabama
4Oregon
3Maryland
3Nebraska
2New Jersey
2Kentucky
2Iowa
2Montana
Total 978Page 1 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
1Alaska
1West Virginia
1Washington DC
1Rhode Island
1Quebec
1Hawaii
1Nevada
1Maine
1Manitoba
1Idaho
Total 988Page 2 of 2 192013 1144 AM
Fayetteville Convention amp Visitors Bureau21 S Block ~ Fayetteville AR 72701
Phone (800) 766-4626 (479) 521-5776 ~ Fax (479) 571-4731 ~ infoexperiencefayettevillecom ~ Web wwwexperiencefayettevillecom
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Fayetteville Town Center Managerrsquos Activity Report December 1 2012 ndash December 31 2012
December 2011 (base)
December 2012
Month Change
YTD 2011
YTD 2012
YTD Change
Sales ( returned contracts by log date ndash GL) 13 15 15 188 175 (7)
Complete Events (PaidSponsored) 19 19 -0- 211 236 12 Sales ($ returned contracts by log date ndash GL) $2068512 $2675000 29 $32169436 $33157161 3
Collections ($ - Payment Log) $1987575 $2302675 16 $36974771 $39004267 5
Executed Contracts $3360200 $2725000 (19) $34922300 $37596500 8 Credit ($ - GL) -0- -0- NA -0- -0- NA
Average per event ($ Sales Sales) $159116 $178333 12 $171114 $189469 11
Operations Items Plaza irrigation system shut off and winterized Fountain heater turned on and winterized Christmas lights in facility were changed out to LED lights
Sales
Oslash Accepted Proposals o First Time Events - Arts Center of the Ozarks Chartwells (UA) VA-Leadership Summit o Repeat Events - Fayetteville Police Dept Banquet BBBQ-Awards Ceremony U of A Signing Day o Various WeddingsReceptions
Oslash Outstanding Proposals Hogsby Awards Childrenrsquos Safety Center Champion for Kids Poultry Federation Oslash ASCE (AR Society Civil Engineers) Little Craft Show Single Parent Scholarship Fund-NWA U of A Chemistry Last Night
Washington Regional Holiday event-2014 NWA Center for Equality Various WeddingsReceptions Shaun Strickland-Womenrsquos Conference Ronnie Brewer Event
Event Coordination
v Little Craft Show ndash Full facility first time event will book next year after a successful run with FTC staff and facility v North Hills Dialysis - Return holiday event for local dialysis clinic v Local Trade Partners - Full facility first time event Organizers are already looking for rebooking dates v ArtiniCheers for Art - Town Center hosted event showcasing local artists and hosted beverage v Fayetteville 12 Marathon - Third year for this Expo partial funds were donated by the A amp P Commission v The Event GroupPhysicians Specialty - Second year holiday party for local hospital v Acumen - First year holiday event for local marketing group v Pride of Arkansas - First year cheerleadingdance event v A amp P Anniv Party - Afternoon event celebrating the A amp Ps contributions through the years v FHS Football- Returning event for Fayetteville High School Football Booster Club v Hanson Pipe - Returning training and expo event for a Little Rock manufacturing company v Central EMS - Returning holiday party for local EMS workers v Fayetteville Water - Returning training for City Water and Sewer Staff v Wash Reg Christmas party - Returning full facility event for Doctors Families at Washington Regional Medical Center v Highlands Oncology - First year holiday event for local Oncology Clinic v AR Support Network - Returning holiday event for local NPO v Henkle Reception - Small reception held after Stephanie Henkles wedding v Last Night - Second year community event showcasing local musicians artists and venues Funded by A amp P Commission
Event List December 1 ndash Little Craft Show December 1 ndash North Hill Dialysis December 2 ndash Local Trade Partners December 6 ndash Cheers for Art December 7 ndash Cheers for Art December 8 ndash Fayetteville Half Marathon December 8 ndash Physicians Specialty December 9 ndash Acumen December 9 ndash Pride of Arkansas
December 10 ndash AampP Anniversary Party December 11 ndash Central EMS December 11 ndash FHS Football Celebration December 11 ndash Hanson Pipe December 12 ndash Fayetteville Water Dept December 14 ndash Washington Regional December 15 ndash AR Support Network December 15 ndash Henkle Reception December 15 ndash Highlands Oncology
Event Breakdown Corporate ndash 78 Social ndash 17 Community ndash 5
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
I
tf-eraquo-- tv ~ we ~(r--r [J-L~ ~ (l ~ -fo -VuLshy_ aA-- U-craquo- shy
lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
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- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Fayettevil le Visitors Bureau For Immediate Release January 2 2013
For more information contact Matthew Clement
Operations Manager Fayetteville Advertising and Promotion Commission
479-521-5776
13 Visitors13 Bureau13 Launches13 Hospitality13 Hero13 Program13 Fayettevil le Ark ndash The Fayetteville Visitors Bureau is pleased to announce the launch of its new Hospitality Hero program The Hospitality Hero program is designed to stimulate and reward exceptional customer service by employees working in the hospitality industry These Hospitality Heroes will be celebrated each month as the best examples of our cityrsquos ongoing commitment to providing each and every visitor outstanding service Hospitality Heroes can be nominated guests customers or managers at Fayetteville tourism industry-related businesses by filling out a Hospitality Hero Nomination Card or emailing the nomination into the Bureau These cards will be made available through the Visitors Bureau and collected each month by Fayetteville Visitors Bureau staff members Nominations will be reviewed and each month a ldquoHospitality Hero of the Monthrdquo will be selected All those receiving at least one nomination will receive an Experience Fayetteville lapel pin and award certificate The Hero of the Month (and the property they work for) will be featured on the ExperienceFayettevillecom website and recognized at a special reception held during National Travel and Tourism week in May (beginning in 2014) A Hero of the Year will be selected from the monthly award recipients taking home a special ldquoBe a Tourist in Your Own Townrdquo package The Hospitality Hero Program will begin in January 2013 The Fayetteville Visitors Bureau is a full-service Convention and Visitors Bureau that promotes Fayetteville as a destination for conventions tournaments and individual travel The staff serves as a liaison between visitors and the cityrsquos hospitality industry The Visitors Bureau operates a Visitor Center located at 21 S Block Avenue and is open to visitors Monday to Friday from 8 am to 5 pm and Saturday from 9 am to 1 pm For more information call 479-521-5776 or visit wwwexperiencefayettevillecom
Fayetteville Advertising amp Promotion Commission 21 S Block Ave Fayetteville Arkansas 72701 4795215776
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
T~rr1 j I 1i1I1nl
(lit l 0rJ III~g (ll f1
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lAJ~ ~ ftrrL~~ tx7Pv~
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
CLINTON HOUSE MUSEUM2011 2012 2012 2013
Income BUDGET BUDGET 8 Month Actual BUDGET
Transfer 7207100 6777436 3000000 7631432 Admission 600000 600000 518030 700000 Special EventsGift Shop sales 500000 500000 401555 600000 Interest 14400 15000 10129 15000 Rental Income - 100000 Other income 82500 Total 8321500 7892436 4012214 9046432
ExpensesSalary + benefits 3586500 3568500 2118750 3729000 Contract labor 342000 285750 849600 Payroll Tax Expense 287000 285480 207610 398400 Insurance - health 402500 568719 431108 587649 401 K Match 97500 107055 63570 107300 Rent 2400000 1200000 1200000 1200000
Utilities - $3690
Water 100000 116461 118500 168947
Gas 134500 139211 73863 123238
Electricity 106000 115834 73788 120998 TelephoneInternet 125000 125742 107666 163800 Office Expense 110000 250000 102561 250000 Credit Card discounts 75000 75934 60233 100000 Security 27500 27500 17480 27500 Maintenancelawn service 50000 50000 35000 50000 RepairMaintenance 100000 150000 3010 150000 Taxes amp Licenses 50000 100000 - 100000 Minor Equipment 100000 100000 - 100000 Publicationsdues 20000 20000 - 20000 Traveltraining 50000 50000 93065 300000 Gift Shop Items - 500000 201502 500000 Bank charges - - 7648 Advertising amp Marketing - - 3000
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
TOTAL 7821500 7892436 5204104 9046432
2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
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hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
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2012 REVISED 2012 2013BUDGET 8 Month Actual BUDGET
INCOME Transfer from A amp P 32400500 10000000 38835542 Rental Income - 30000 Vis Ctr Store 6000000 3810134 6000000 Special projects First Thursday 2000000 1182797 1000000 Dickson St - - - Interest Income Checking - 20358 25000 TOTAL 40400500 15043289 45860542
EXPENSESSalaries amp Wages 16605400 10688053 19249600 Payroll Tax Expense 1494486 1080271 1717704 Insurance 2467700 1591096 2938170 401K Match 468012 305002 572568 Utilities Phone 500000 289824 500000 Electricity 500000 335736 510000 Water 65000 51938 80000 Convention amp Tourism Development 7428300 3892137 6540000 Travel amp Training 2692602 2108930 4162500 Publications amp Dues - 172500 260000 Repairs amp Maintenance 200000 178827 200000 Office SuppliesPrinting 1000000 590500 1000000 Tracking softwaremaintenance 1294000 - 1300000 Credit Card discountsBank Charges 215000 176928 270000 Taxes and Licenses (ASCAP) 40000 - 40000 Visitor Center Store items 3000000 2772721 3250000 Educational Reimbursement 300000 - Bank charges 20000 - 20000 Special Project First Thursday 2000000 972889 2500000 Minor Equipment - 722625 750000 TOTAL 40290500 25929977 45860542
VISITOR BUREAU 2013 BUDGET
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
TOWN CTR 2013 Budget2011 2012 2012 2013
Budget Budget 8 Month Actual BudgetINCOMERental incl Service charge 39488000 44595742 25524861 40800000 Interest - Checking 48000 62550 68660 100000 Parking Revenue Daily 700000 515200 471375 707072 Leases 1000000 1000000 602140 1000000 Special Projects 1000000 1000000 - 1523400 Other Income - - 409591 - TOTAL 42236000 47173492 27076627 44130472
EXPENSESSalaries amp Wages 15637900 18149200 9793625 17359600 Commissions - - - - Contract Labor 150000 1648000 1416850 1050000 Payroll Tax Expense 1251000 1781748 1002229 1562364 Credit Card Discounts 300000 390000 156760 250000 Insurance amp Health Benefits 1982760 2274852 1724460 2350496 401K Match 469137 544476 250622 472188 Utilities Water 622500 801670 540680 811020 Electricity 6474100 6738430 3986534 6738430 Gas 1196900 952991 653555 980333 Phonecable 612000 942000 493984 740976 Recycle Dumpster 198000 227500 104615 156900 Postage 50000 15000 68220 15000 Publications and Dues - - 14400 15000 Contract Services Linens 2500000 2312323 1792930 2751700 Outside laundry - 377333 - 377300 Repairs and Maintenance 6075000 6075000 4063827 5075000 Office Expense 600000 675269 516148 758947 Advertising and Marketing 300000 100000 19712 100000 Travel amp Training 300000 300000 4542 500000 Building Insurance 900000 967700 - Taxes and Licenses 400000 400000 351000 400000 Special Projects - T C Projects 1000000 1000000 973241 1000000 Security 500000 600000 376814 565218 Other Expenses 366703 - 1000 - Minor Equipment - - 448868 - Minor Equipment Capitalized - - 3881472 - Sales Tax Expenses 350000 100000 - 100000 TOTAL 41886000 47373492 32636088 44130472
A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
titshy11
Walton Arts Center life IS SWeuro~t
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hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
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A amp P COMMISSION - 2013 2012 2012 2013 2013 FINALBUDGET 8 Month Actual BUDGET BUDGET
INCOMEHMR Tax Revenue 2389035 162244569 2482407 2522008 Interest Income Investments 14556 790081 11850 11850 Interest Income Checking 1500 224978 2000 2000 Visitor guide ads 38600 3665000 40000 40000 Health Reimbursement 5628 000 6004 6004 Transfer from Invenstment Acct 500000 TOTAL 244931900$ 166924628$ 2542261 3081862 EXPENSES Town Center Fund 673922 44907192 669208 669208 Bond Audit Expense 2000 000 2000 2000 Bond Paying Agt Fees(Bank of OK - 14 payment) 6000 397500 6000 6000 Workmans comp insurance 2400 000 2863 2863 Collection Expense 47780 3293114 49648 49648 Transfer Out 13000000 Transfer to CVB 324005 000 386715 388355 Transfer to Clinton House Museum 67774 000 74794 76314 Accounting and Legal Fees - 1095810 1300 Peace Fountain Maintenance 5000 000 5000 5000 Salaries 138600 6716666 176730 176730 Payroll Tax Expense 12474 630718 15906 15906 Insurance - Building amp Work Comp 12000 Insurance - Health 13838 290902 18182 18182 401K Match 3160 162500 4366 4366 Car Allowance 3600 240000 3600 3600 Advertising and Marketing 400000 27329616 400000 400000 Airport Information Booth 4200 360000 5200 5200 Airport Advertising 7000 517500 7140 7140 Brochures 150000 14170420 150000 150000 Bank Charge - 3400Website Update 5000 000 35000 35000 Signage - Tourism 13000 812294 140000 140000 Publication and Dues 12045 173000 12045 12045 Convention Development - 3526059Travel and Training 5000 699171 13095 13095 Office Supplies and Printing 1000 62850 1000 1000 Postage 20000 1273564 19000 19000 Professional Services 7500 000Sound System for Square 50000 Audit Expense 2000 000 10000 8000 Town Center Garden Maintenance 10000 000 7500 7500 Special Projects 182828 17136278 142328 UA Performance Hall 500000 Minor Equipment 99996 244720 75000 75000 Repair amp Maintenance 50000 165939 50000 50000 Depreciation Expenses 20000 000 20000 20000 Unallocated Revenues 159197 000 182269 15083 TOTAL 244931900$ 137209213$ 2542261 3081862
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December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
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In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
titshy11
Walton Arts Center life IS SWeuro~t
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hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
hon Arts Ctnter I
December 20 20I2
Marilyn Heifner FayettevJle Visitors Center 2I South Block Avenue Fayetteville AR 7270I
Dear Marilyn
Enclosed you will find Walton Arts Centers request to the Fayetteville AampP Commission for support of our Main Campus Expansion on Dickson Street Requested funds will be designated for design pre-construction and construction of the expansion and renovation project We are very excited about this project and believe it has the potential to make a significant and transforma6ve impact on Dickson Street Fayetteville and the region
I will be attending the Corrunission meeting in January and look forward to telling you more about the proj ect and answering any questions you may have Thank you for your interest and consideration
~
BLane Presid entCEO
Enclosures
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
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- Schedule for Town Center
- hmr A
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- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
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- SurveyResolution-20130104
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- APLetterhead[2]
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- DMAP 40
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- Doc - Jan 9 2013 8-58 AM
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- Job Description -executive director 05[2]
-
lltnn rts Center I c-
Request to the Fayetteville Advertising and Promotion Conunission for Support of
Walton Arts Center Main Campus Expansion on Dickson Street
Request In order to continue meeting the growing arts and cultural needs of Fayetteville and the Northwest
Arkansas region Walton Arts Center respectfUlly requests $8500000 in multi-year fUnding from various
AampP designated sources for design pre-construction and construction of the expansion and renovation of
Walton Arts Centers main campus on Dickson Street When completed the project will provide much
needed backstage and storage space a larger lobby additional meeting and event spaces and an expanded
Starr Theater making a significant impact on the economic and cultural environment of Downtown
Fa yetteville
With the energy surrounding the Dickson Street Parking Deck the urgency for this project is great If
WAC is able to begin expansion in conjunction with the construction of the parking deck the project will
reap significant cost savings through consolidation of design planning and building efforts
The Need for Expansion is Critical As indicated by a 2010 needs assessment and subsequent analysis of usage Walton Arts Center is
operating close to fUll capacity In 2002 WAC served 149000 patrons school children and community
members Just 10 short years later in 2012 more than 239000 people attended 453 performances
activities meetings and events at WAC This is an astonishing 61 increase As audiences have grown
the constraints of the facility have become clear The main lobby cannot accommodate average-sized
crowds for performances in the large hall let alone support audiences for events happening simultaneously
Starr Theater is too small both for performances and events the offices cannot accommodate the current
staff or additional workers as the organization grows and backstage space is inadequate In fact in order
to accommodate shows with large casts Starr Theater andor other public spaces are closed and turned
into backstage and storage space reducing the number of events that can be held at the Arts Center
WAC facilities are constantly in use Baum Walker Hall is utilized at 95 capacity and an average of 124
events occurs across campus in the various spaces every day of the year With this level of activity the
performance as well as event and meeting space needs of the community are not being met in Fayetteville
and as a result business is lost to neighboring cities This expansion will reverse that trend
In the 1980s the City of Fayetteville in conjunction with the University of Arkansas made a significant
investment 1n WAC a facility that the City and UA still own Thirty years later this expansion will be a
continuation of the investment in this transformative city asset contributing to the economic and cultural
vitality of Dickson Street Fayetteville and the region
December 2012 Page 1 of6
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
llinnArrs lntll - gtamp bullbull
Meeting the Needs WAC Expansion Plan The proposed Main Campus Expansion on Dickson Street has been planned to address the facility and
space needs identified above The project includes the addition of nearly 30000 gross square feet of space
comprised of the following components
bull Backstage support spaces will be added to include dressing rooms stage and instrument storage
production offices maintenance shop and catering kitchen
bull Baum Walker Hall will be updated with a new state-of-the-art theatrical lighting system to replace
the system currently in use since the buildings construction in 1992
bull The main lobby will be enlarged creating new special event spaces expanded concessions and
lobby amenities The appealing new lobby design will extend out onto the plaza connecting
WAC to Dickson Street engaging patrons and passersby Patron restrooms will also be added
bull Starr Theater will gain a dedicated lobby with its own entrance plaza The theater will be
reconfigured to allow for more flexible use of space a large window to enhance the aesthetics for
non-theatrical events and a 66 increase in capacity for performances seating 225-250 up from
165
bull Lobby access to the Rosen Memorial Rose Garden will be reconfigured to make the garden more
visible and accessible and new event space will be added creating usable indooroutdoor space
The option to cover the garden in its entirety either temporarily or permanently will also be
explored
bull WAC Administrative Headquarters will be built to house the growing staff a conference room
office support space and landscape maintenance and storage shops will be included
See Attachment One for archtectural concept renderIngs
Key Project Outcomes When completed the expanded Fayetteville campus will
1 Bring More People to Dickson Street
a) Increased WAC Programming in Starr Theater Additional spaces will greatly advance the opportunities to attract people to WAC and Dickson Street With Starr Theater functioning fUllshytime as a public theater and event venue rather than as backstage support space attendance is projected to increase four-fold
Attendance for Increased WAC Programming
Starr Theater 20ll-20I2 2015-2016 Number of Performances 10 30 Capacity 1500 7500 Capacity Sold 73 73 T oral Paid Attendance 1095 5475
Projected Increase 4380
December 20 I 2 Page 2 of6
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
VJII 11 ns Centl
b) Community Use of Lobby Plaza and Other Event Space The lobby additions and plaza upgrades along with changes to the Rose Garden and McBride Studio will allow greater access to WAC spaces for community events and performances resulting in an increased number of people attending those events The following chart illustrates the significant increase in WAC rental acti vity anticipated for IT16
Change in Community Use
Starr Theater McBride Studio Main Lobby Rose Garden 20ll-2012 2015-2016 Number of Events 43 65 Attendance 7022 1l657
Projected Increase 4635
c ) WAC and Community Programming in Baum Walker Hall The confluence of two events will allow greater use of Baum Walker Hall First the upgrade of Baum Walker Halls technical equipment increases the venues attractiveness for high profile artists and entertainers who have state-of-the-art technical needs Secondly the UAs renovation of the Old Fieldhouse to a new 700-seat performance space will allow the relocation of events from WACs campus and to the UA campus In 201 I -2012 WACs partner the UA Music Department presented 29 events in Baum Walker Hall (capacity 1201) with a total attendance of 10431 an average of 30 capacity By 2016 25 days formerly occupied by UA music will be available for WAC performances andI or rental events If each event is projected at 80 capacity attendance totals 24000 a net increase of 13500 patrons over the current UA music progranuning
d) Overall More People The planned expansion is projected to bring approximately 22500 more people to WAC Dickson Street and Fayetteville every year This means more people spending money on food drinks and parking and generally enjoying the Fayetteville Entertainment District
2 Enhance the Audience Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences The renovated and expanded lobby will relieve overcrowding giving audiences space to congregate before a performance relax at intermission and discuss their experience post-performance all while enjoying (and purchasing) more concessions Attendees will benefit from improved lighting systems in the main hall and increased access to public spaces including the Joy Pratt Markham Gallery With more availability of space audiences will enjoy new progranuning options and more diverse artists genres and performances
3 Improve Usability and Functionality of the Building
The project will greatly improve the functionality of existing WAC spaces and extend the life of the building As the 1201 seat Baum Walker Hall is the cornerstone of WACs presenting model in a multishycampus strategy designed to meet the needs of Northwest Arkansas for the coming decades the Fayetteville facilites must maintain the highest quality technical amenities The project will meet the evolving needs of local regional and touring artists and arts groups as well as position WAC as the premier arts presenting facility of our size in the mid-south
December 20 I 2 Page 3 of6
=
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
lt~ dltnll All (
In addition the expansion plans will include some upgrades to the Nadine Baum Studios as well as other improvements around campus that are designed to support the growth of our local resident companies TheatreSquared Community Creative Center the Symphony Orchestra of Northwest Arkansas and Trike Theatre
4 Improve the Financial Sustainability of WAC and Fayettevilles Position to Host Events
WACs new spaces and new capacity in existing spaces will improve Fayettevilles competitiveness in the rental market particularly with regard to special events A renovated WAC will complement community assets including the Chancellor Hotel and the Town Center when looking to bring new convention business to town and keeping existing business in Washington County
This improved capacity and competitive position for rental business combined with happier patrons who are inclined to attend more often and new patrons who are drawn to expanded progranuning will lead to increased earned income and a financially stronger Walton Arts Center Financial stability strengthens the organization overall and allows us to continue meeting our mission and offering outstanding arts and cultural services to the Northwest Arkansas community
5 Impact the Economic Development of Dickson Street and Fayetteville
As evidenced by the projects business plan this expansion will drive economic development on Dickson Street In June 2012 Americans for the Arts released a study of Northwest Arkansas arts and cultural organizations (Attachment Two) showing the non-profit arts and cultural industry in the region annually generates nearly $46M in economic activity and WAC itself generated $16056000 in 2012 with a $700000+ impact to local government revenue (Americans for the Arts Arts and Economic Prosperity Calculator IV 2012)
A renovated Walton Arts Center with an expanded lobby more special event space and additional backstage support areas is projected to bring 22500 more people annually to Dickson Street and Fayetteville Using the Americans for the Arts calculator a 22500 increase in attendance coupled with the associated financial impact of an estimated $630000 ($28 per patron) on WACs organizational budget will result in a significant $1129249 annual increase in economic impact to our community
Additionally and of considerable signficance Fayetteville will benefit from the economic impact of the projects construction expenditures Using multipliers for the NWA CBSA developed by the Bureau of Economic Analysis $20M spent on upgrades and additions creates more than $37M in new economic activity (sales) and $12M in new earnings for regional workers (Attachment Three page 5)
December 2012 Page 4 of6
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
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- chmreport
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- Inquiries By Source _ Dec 12
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- DMAP 40
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- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Project Cost At this point in the project planning we are estimating the following cost breakdown for expansion
renovation and equipment upgrades
Item Amount
LobbyRestroomFrom of House $ 5670000
BackstaKe Support Areas $ 5750000
OfficesSitework $ 2410000
Starr TheatreNBSBWHTheatrical Equipment $ 6770000
Total Cost (mid-2or 4 dollars1 $ 20600000
Use of Funds Walton Arts Center respectfUlly requests two fUnding allocations totaling $8500000 to be used for
design pre-construction and construction of the Walton Arts Cemer Main Campus Expansion on Dickson
Street expansion (I) $2M over two years from the AampP operating andor reserve fUnds for design preshy
construction and initial construction and (2) $65M for construction paid for through the refinancing of
the Town Center bonds or other long-term financing mechanism
Year Amoum Objective 2013 $1000000 Design documentation and pre-construction 2014 $1000000 Documentation and Construction 2014-2016 $6500000 in Bond Revenue Construction
Issue Dace TBD
December 2012 Page 5 of 6
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
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- hmr A
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- dc scanned for marilyn 1-3-13
- chmreport
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- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
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- Doc - Jan 9 2013 8-58 AM
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
~llll~n n ~ Centt r l l
Projected Fayetteville Expansion Timeline - Project Complete 2015
2012 I ~Ol~~ -I -014 I ~~ middot26middot(~ ~ Ys~Jcct
I Cornplctei Fundraising
Quiet PhasePlanning Public Phase
Design Design Team Selection
Design and Budget Construction
Organizational Infrastructure GovernanceFoundationLease
Program Design New Operating Policies
December 2012 Page 6 0[6
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Attachment One
Architectural Concept Renderings
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
WALTON ARTS CENTER MAI N CAMPUS EXPANSION
New Dickson Street entrance plaza and expanded streetscape
t~ At~
Wl1ton jrts Center Boom Arcrlilec lS 2012
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Starr Theater expansion with new dedicated lobby and expanded theater seating
t~ 1V1~
Boora Architec ts 2012 ~11ton Arts Centcr
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Overall view of expansion with City Parking Deck built on theater lot
~
~~ Boara Architects 201 2Mllton Arts Center
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
WALTON ARTS CENTER MAIN CAMPUS EXPANSION Administrative Headquarters
ttz111~
Boom Architects 201 2i(llron rrs Cenrer
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Attachment Two
Americans for the Arts
Arts amp Economic Prosperity IV
Economic Impact of Nonprofit Arts and Culture
O rganization and Their Audiences in the Northwest
Arkansas Area
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
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- APLetterhead[2]
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- DMAP 40
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- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
~ ArtsampEconomic ~ ProsperitylV
A Project of American5 for the Arts
The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the Northwest Arkansas Area (Fiscal Year 2010)
AI1s and Culture Arts and Culture Total IndustryDilect Economic Activity +Organizations Audiences Expenditures
T otal Industr-y Expenditules $3091690 I $14580226 $45497127
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Total Economic Impact of Expenditures Economic Tmpact of + Economic Impaet of Total (Direct amp Indileet Impacts Combined) Organizations Audiences Economic Impact
------------------------- Full-Time Equivalent (FTE) Jobs Supported 1091 397 1488
Household Income Paid to Residents $21 882000 $7715 000 $29597000
Revenue Generated to Local Government $429000 $492000 $921 000
Revenue Generated to State Government $1 645000 $1414000 $3059000
Event-Related Spending by Arts and Culture Audiences Totaled $146 million ~cluding the cost of admission)
Attendance to Arts and Culture Events
Total Attendance to Arts and Culture Events
Percentage ofTotal Attendance
Average Event-Related Spending Per Person
Resident
Attendees
610764
818
$1576
+ on-Resident Attendees
135891
182
$3646
All Cultural Audiences
746655
100
$1954
Total Event-Related Expenditures $9625640 $4954586 $14580226
Nonprofit Arts and Culture Event Attendees Spend an Average of $1954 Per Person ~cluding the cost of admission)
Category of Event-Related Expenditure Resident
Attendees Non-Resident
Attendees All
Cultural Audiences
Meals and Refreshments $1150 $1 735 $1257
Souvenirs and Gi fts $096 $315 $136
Ground Transportation $178 $4 90 $235
Overnight Lodging (one night only) $030 $910 $ 190
OtherlMiscell aneous $122 $1 96 $136
Average Event-Related Spending Per Person $1576 $3646 $1954
For the purpose of this study residents are attendees who live within Benton and Washingto n Counties non-residents live outside that area
Source Arts amp Economic Prosperity IV The Economic Impact oNonprofit Arts and Culture Organizations and Their Audiences in the Northwest Arkansas Area for more information about this study or about other cultural initiatives in the Northwest Arkansas Area visit the Walton Arts Center s web site at wwwWaltonArtsCenterorg
Copyright 2012 by Americans for the Arts (wwwAmericansforTheArtsorg)
About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
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- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
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- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
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About This Study The Arts amp Economic Prosperity IV study was conducted by Americans for the Arts to document the economic impact of the nonprofit arts and culture industry in 182 communities and regions (139 cities and counties 31 multi-city or multi-county regions and ten states and two individual arts districts---representing all 50 US states and the District of Columbia The diverse communities range in population (1600 to more than 3 million) and type (mral to LUban) The project economists from the Georgia Institute of Technology customized input-output analysis models for each participating study region to provide specific and reliable economic impact data about their nonprofit arts and culture industry-specifically (I) fuU-time equivalent jobs (2) household income and (3) local and (4) state government revenue
Surveys of Nonprofit Arts and Culture ORGANIZATIONS Each of the 182 study regions attempted to identify its comprehensive universe of nonprofit arts and culture organizations using the Urban Institutes National Taxonomy of Exempt Entity (NTEE) coding system a definitive classification system for nonprofit organizations recognized as tax exempt by the Internal Revenue Code In addition the study partners were encouraged to include other types of eligible organizations if they playa substantial role in the cultural life of the community or if their primary purpose is to promote participation in appreciation for and understanding of the visual performing folk and media arts These include government-owned or government-operated cultural facilities and institutions municipal arts agencies and councils private community arts organizations unincorporated arts groups living collections (such as zoos aquariums and botanical gardens) university presenters and arts programs that are embedded under the umbrella of a non-arts organization or facility (such as a community center or church) In short if it displays the characteristics of a nonprofit arts and culture organization it is included For-profit businesses (eg Broadway and motion pictllre theaters) and individual artists were excludedfrom this Slldy
Nationally detailed information was collected from 9721 eligible organizations about their fiscal yea r 2010 expenditures in more than 40 expenditure categories (eg labor local and non-local artists operations materials facilities and asset acquisition) as well as about their event attendance Response rates for the 182 communities averaged 432 percent and ranged from 53 percent to 100 percent It is important to note that each study regions results are based solely on the actual survey data collected No estimates have been made to account for non-respondents Therefore the less-than-l 00 percent response rates suggest an understatement of the economic impact findings in most of the individual study regions
In the Northwest Arkansas Area 25 of the approximately 86 total eligible nonprofit arts and culture organizations identified by the Walton Arts Center participated in this studY-11D overall participation rate of 29 percent The organizations that participated are listed below
Arkansas Air Museum Arkansas Country Doctor Museum Art Amiss Arts Center of the Ozarks Arts Live Theatre Benton County School of the Arts Clinton House Museum Crystal Bridges Museum of American Art Downtown Bentonville Inc Live on Stage in NWA North Arkansas Jazz Society Northwest Arkansas Community Creative Center Peel Mansion Museum and Heritage Gardens The Peel Compton Foundation is now official name Rogers Historical Museum Hawkins House Rogers Little Theater Shiloh Museum of Ozark History Stella Boyle Smith Concert Hall Sugar Creek Model Railroad and Historical Society Symphony of NOl1hwest Arkansas TheatreSquared Tricycle Theater for Youth (Trike Theater) UA Boston Mountain Brassworks University of Arkansas Fine Arts Center Gallery University Theatre Department of Drama University of Arkansas and Walton Arts Center
Surveys of Nonprofit Arts and Culture AUDIENCES Audience-intercept surveying a common and accepted research method was conducted in all 182 of the study regions to measure event-related spending by nonprofit arts and culture audiences Patrons were asked to complete a short survey while attending an event Nationally a total of 151802 valid and usable attendees completed the survey for an average of 834 surveys per study region The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals souvenirs transportation and lodging Data were collected throughout 2011 (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range of both paid and free events (a night at the opera will typically yield more spending then a weekend childrens theater production or a free community music festival for exam ple) The survey respondents provided information about the entire party with whom they were attending the event With an overall average travel party size of2 69 people these data actually represen t the spending patterns of more than 408000 attendees significantly increasing the reliability of the data
In the Nortbwest Arkansas Area a total of89( valid and usable audience-intercept surveys were collected from attendees to nonprofit arts and culture performances events and exhibitions during 2011
Studying Economic Impact Using Input-Output Analysis To derive the most reliable economic impact data input-output analysis is used to measure the impact of expenditures by nonprofit arts and culture organizations and their audiences This is a highly regarded type of economic analysis that has been the basis for two Nobel Prizes The models are systems of mathematical equations that combine statistical methods and economic theory in an area of study called econometrics They trace how many times a dollar is re-spent within the local economy before it leaks out and it quantifies the economic impact of each round of spending This form of economic analysis is well suited for this study because it can be customized specifically to each study region To complete the analysis for the Northwest Arkansas Area project economists customized an input-output model based on the local dollar flow between 533 finely detailed industries within the economy of Benton and Washington Counties This was accomplished by using detailed data on employment incomes and government revenues provided by the US Department of Commerce (County Business Patterns the Regional Economic Information System and the Survey of State and Local Finance) local tax data (sales taxes property taxes and miscellaneous local option taxes) as well as the survey data from the responding nonprofit arts and culture organizations and their audiences
A comprehensive description of the methodology used to complete the national study is available at wwwAmericansForTheArtsorgEconomiclmpacl
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
- ----
Attachment Three
Memorandum Regarding Impact of
Walton Arts Center Expansion
(Webb Management Services Inc)
February 17 2012
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
management services incorporated
memorandum to Terri Trotter Chief Operating Officer Walton Arts Center
from Duncan Webb Webb Management Services
regarding Walton Arts Center Improvements
date February 17 2012
Further to recent discussions we are pleased to provide some additional analysis that addresses the
potential impacts and benefits that proposed Walton Arts Center [WAC) upgrades are likely to provide
to the Fayetteville community In our minds the renovation project will lead to three significant
improvements at WAC
They will significantly enhance the audience experience
They will improve the functionality and usability of the Walton Arts Center for touring
productions and user groups and
)~ They will improve the financial sustainability of WAC
Following is a review of each element and description of the benefits the improvements will provide to
the community
1 Audiences
11 Enhanced Patron Experience
The most significant effects of the proposed renovation will be enjoyed by WAC audiences
Attendees will benefit from improved lighting systems sound systems and acoustics Disabled
audience members will have quicker safer and more comfortable access to their seats The
renovated and expanded lobby will relieve overcrowding giving audiences space to congregate
before a performance relax at intermission and discuss their experience post-performance all
while enjoying [and purchasing) more concessions Also with the addition of a new VIP lounge
sponsor and private events will be relocated from the gallery giving general audiences the
opportunity to view [and potentially purchase) art
Ticket buyers arent the only WAC patrons that will benefit from the expansion and renovation The
addition of the VIP room and the renovation of the McBride Studio will give WAC event sponsors
multiple high-quality spaces to choose from for private functions Presently sponsors either use
the gallery or hold events at nearby establishments like The Wine Cellar
building creat ivity Empire State Building r 350 Fifth Avenue SUite 4005 NY NY 10118 I t 2129295040 I f 212 929 5954 webbmgmtorg
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
management servIces incorporated
12 More Patrons
The renovations wiLL not only allow WAC to better serve existing patrons but will also draw new
patrons to expanded and diversified presented programs and rental events
With regard to facility capacity large-scale production events like Broadway performances and
concerts currently use as many spaces as possible for support functions This limits WACs ability
to maximize program activity and rentals particularly in the Starr Theater A review of the FY11
calendar revealed that the Starr Theater was used 124 times for WAC presented events Eighty
seven percent [104) of that time Starr served as support space for larger productions taking place
in Baum Walker Hall With new purpose-built support spaces like wardrobe rooms and a crew
lounge large productions wiLL no longer need the Starr Theater for support activities The
following chart from the business plans pro-forma operating budget illustrates the increase in
WAC presenting activity and related attendance between FY12 and FY16 made possible by the new
dedicated support spaces
Additional Atten~ance in the Starr Theater
FY12 FY16 (new facilities open)
WAC Presenting
Number of Performances 10 35
Potential Attendance 1500 5250
Capacity Sold 73 67
Total Paid Attendance 1095 3518
Average Ticket Price $1822 $1640
Revenue from Ticket Sales $19951 $57687
We would also suggest that the enhanced patron experience will attract more audiences to each
performance increasing the capacity sold as audiences are attracted to the improved experience
offered by the Center
2 The Functionality and Usability of the Walton Arts Center
The renovation and expansion will also greatly improve the functionality of existing WAC spaces and
extend the life of the building Current facilities have not been renovated since 2003 when carpeting
and wall coverings were updated but technical systems were not WAC has built its brand around the
presentation of high-quality performances with high production values like touring Broadway While
some of the high production value performances will migrate to the new Bentonville facility WACs
Fayetteville facilities must continue to maintain the highest quality technical amenities in order to
continue to achieve excellence live up to the WAC brand and meet the evolving needs of local
regional and touring artists and arts groups
Page 2
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
management services incorporated
Also the Nadine Baum Studio Theater the primary home of TheatreSquared is currently limited in
terms of audience amenities and technical capabilities TheatreSquared is a significant artistic
partner a valuable community partner and also represents a steady source of rental income 1$14000
in FY11J For the audience renovations to the Nadine Baum Studio Theater will improve vertical
sightlines provide better soundproofing and enhance the lobby space For the artists working in the
Studio Theater the renovations will improve the backstage accommodations Ibetter dressing rooms
added wardrobe spaceJ and upgrade technical features like the intercompaging system
Additionally participants in education programs such as WAC masterclasses or Trike Theatre
education camps will have a new dedicated learning and engagement classroom that provides focus
privacy and an appropriate learning environment as compared to the balcony lobby
3 The Financial Sustainability of the Walton Arts Center
Happier patrons who are more inclined to attend more often new patrons who are drawn to expanded
programming and improved capacity and competitive position for rental business will lead increased
earned income and a financially stronger Walton Arts Center
Most significantly the new spaces and new capacity in existing spaces can improve WACs
competitiveness in the rental market particularly with regard to special events WACs current spaces
provide little competitive advantage in a market already crowded with smaller-capacity spaces As
newer higher-quality spaces like the renovated Cosmopolitan Hotel and the Underwood Building
come online downtown it may become more difficult for WAC to compete in the event market with
existing facilities
The renovationexpansion project will differentiate WAC in a number of ways For example
~ The enclosure of the Rose Garden will offer an outdoor space unlike any other in Fayetteville
for outdoor receptions and weddings
The addition of the catering kitchen will address a current gap in the special event market as
existing venues do not offer sufficient kitchen facilities
And the AV and IT upgrade in McBride Studio will make that space far more functional and
desirable for meetings
Another source of rental income will come with a new rehearsal room in Nadine Baum Studios While
it will certainly support internal uses and programs TheatreSquared will likely rent the space for its
rehearsals
Following is a chart that conservatively estimates the additional revenue that is likely to be earned via
key spaces affected by the renovationexpansion
Page 3
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
management serVIces incorporated
Additional Rental Revenue of Key Spaces
Additional Rentals (Days) Rental Rate Total AdditionaLRental Revenue
Special Events
Starr Theater 15 $1 680 $25200
McBride Studio 10 $1155 $11550
Bradberry 15 $1 320 $19800 AmphitheaterRosen Rose
Garden
Nonprofit Performances
Starr Theater 20 $1700 $34000
~DDITIONAL RENTAL INCOME $90550
estimated rates based on current rental rates with 5 increase for Starr and McBride and a 20 increase for Rose Garden
4 Community Impacts
Physical improvements to the Walton Arts Center will have significant and positive ongoing impacts on
the community of Fayetteville as a result of
More audiences attending more performances will bring additional business to downtown
Fayetteville restaurants and retailers According to research from Americans for the Arts the
average arts event attendee spends $2779 per person per event in addition to the cost of
admission
Increased audiences and expanded program volume will also enhance the reputation and
awareness of Fayetteville as a culturally vibrant community
~c Improved facilities and related amenities will provide local businesses the University and the
public sector with improved options for their meetings and special events
Increased earned income will reduce the need for the community to financially invest in its
annual operations
Page 4
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
management services incorporated
Additionally Fayetteville will benefit from the one-time economic impacts of construction
expenditures The following chart illustrates the estimated impacts of the upgrades and additions
using the budget summary provided to Venue Cost Consulting and multipliers for the Northwest
Arkansas CBSA developed by the Bureau of Economic Analysis
One-time Impacts of Construction on Northwest Arkansas Construction Budget $ 20600000
(Industry Code 230000) Final Demand
Multi pl iers Project Outputs
Output 18296 $ 37689760
Earnings 06144 $ 12656640
Employment (person-years of 171 596 353
employment)
As the chart indicates if $20 6 million is spent on upgrades and additions there will be new economic
activity (i e sales] of more than $37 million and new earnings for regional workers totaling more than
$12 million as well as 353 person-years of new employment
Overall we see the proposed investment in current Walton Arts Center facilities as an efficient and
effective use of funds improving the experience of audiences and users increasing the buildingmiddots
ut ility and functional ity redu cing the need for ongoing operating support and providing additional
benefits to the community of Fayetteville
Page 5
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Wednesday January 9 2013 45705 PM Central Standard Time
Page 1 of 2
Subject FW13 WAC13 expansionDate Wednesday13 January13 913 201313 12003013 PM13 Central13 Standard13 TimeFrom Marilyn13 HeifnerTo jedwardsexperiencefayettevillecom
13 13 From Terri Trotter [mailtoTTrotterwaltonartscenterorg] Sent Monday January 07 2013 455 PMTo Marilyn HeifnerSubject RE WAC expansion13 Hi13 Marilyn13 Happy13 New13 Year13 13 Here13 are13 the13 answers13 to13 your13 questions13 13 Please13 let13 me13 know13 if13 you13 need13 anything13 else13
1) Total number of UA events in 201213
There13 were13 3713 UA13 events13 in13 FY1213 (July13 rsquo1113 ndash13 June13 rsquo12)13 attended13 by13 1357513 people13 13 Most13 of13 the13 events13 wereticketed13 (average13 of13 36613 peopleevent)13 13 Ticket13 prices13 ranged13 from13 free13 (most13 student13 tickets)13 to13 $1013 13
2) Total number of matinee performances for schools and attendance Did students pay forthose performances
13 Walton13 Arts13 Center13 hosted13 4113 matinee13 performances13 for13 school13 children13 attended13 by13 3279413 kids13 in13 FYrsquo1213 The13 students13 do13 pay13 a13 small13 highly13 subsidized13 ticket13 price13 to13 attend13 13 In13 addition13 to13 the13 children13 coming13 intoWAC13 we13 also13 send13 programs13 out13 to13 the13 schools13
3) Number attending Broadway series in 201213 4765113
4) Total number of employees for WAC13 5813 full13 time13 employees2013 permanent13 part13 time13 employees15113 local13 backstage13 crew13
5) Budget of WAC for 2012 and 201313 Walton13 Arts13 Centerrsquos13 year-shy‐end13 budget13 for13 FY1213 was13 $976490213 13 Budget13 for13 FY1313 is13 $1034699813
6) Status of AMP13 The13 AMP13 had13 a13 very13 successful13 year13 at13 the13 Fairgrounds13 and13 we13 are13 excited13 to13 return13 next13 season13 (April2013)13 We13 are13 currently13 on13 hold13 in13 the13 process13 of13 finding13 a13 permanent13 site13 for13 the13 facility13 as13 the13 Walton13 ArtsCenter13 Main13 Campus13 Expansion13 is13 now13 our13 highest13 funding13 and13 planning13 priority13 13 We13 do13 anticipateevaluating13 the13 Fairgrounds13 along13 with13 other13 sites13 in13 Northwest13 Arkansas13 as13 a13 permanent13 AMP13 site13 in13 thefuture
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Page 2 of 2
13 Terri13 From Marilyn Heifner [mailtomheifnertwncentercom] Sent Monday December 31 2012 934 AMTo Terri TrotterSubject WAC expansion13 Prior13 to13 our13 meeting13 in13 January13 can13 you13 provide13 me13 with13 the13 following
1) Total13 number13 of13 UA13 events13 in13 20122) Total13 number13 of13 student13 performed13 productions13 and13 attendance13 13 Did13 students13 pay13 for13 those
performances3) Number13 attending13 Broadway13 series13 in13 20124) Total13 number13 of13 employees13 for13 WAC5) Budget13 of13 WAC13 for13 201213 and13 20136) Status13 of13 AMP
13 Marilyn HeifnerMarilyn HeifnerFayetteville A amp P CommissionP O Box 4157Fayetteville Arkansas 72702-415747952157768007664626wwwexperiencefayettevillecom
Please consider the environment before printing this emailFollow us on facebook Fayetteville ARFollow us on Twitter ExpFayetteville13 13
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
13 January13 813 201313 13 13 13 TO13 13 Fayetteville13 A13 amp13 P13 Commission13 FROM13 13 Marilyn13 Heifner13 Executive13 Director13 13 Proposals13 in13 response13 to13 a13 request13 for13 financial13 audit13 services13 were13 received13 on13 November13 2613 201213 from13 513 firms13 13 BKD13 CPArsquos13 and13 Advisors13 ndash13 Little13 Rock13 AR13 13 Beall13 Barclay13 ndash13 Rogers13 AR13 13 EGP13 PLLC13 Certified13 Public13 Accountants13 amp13 Consultants13 ndash13 North13 Little13 Rock13 AR13 13 Grant13 Thornton13 ndash13 Dallas13 TX13 13 Przybysz13 ndash13 Fort13 Smith13 AR13 13 A13 selection13 committee13 of13 Maudie13 Schmitt13 Bob13 Davis13 Matt13 Clement13 Shelly13 Tuberville13 (city13 rep)13 and13 me13 met13 and13 reviewed13 the13 responses13 13 The13 response13 proposals13 were13 judged13 on13 qualifications13 (15)13 experience13 (30)13 proposed13 method13 of13 performing13 audit13 (20)13 past13 performance13 (20)13 and13 price13 proposal13 (15)13 13 Their13 fee13 structure13 is13 based13 on13 hourly13 rates13 ranging13 from13 $8013 to13 $23613 13 Estimate13 of13 the13 total13 all13 inclusive13 maximum13 price13 for13 the13 December13 3113 201213 audit13 is13 $800013 13 13 13 The13 committee13 unanimously13 recommends13 that13 the13 firm13 of13 Beall13 Barclay13 be13 hired13 to13 perform13 the13 201213 audit13 for13 the13 A13 amp13 P13 Commission13 13 Attached13 is13 a13 letter13 of13 engagement13 for13 Beall13 Barclay13 13 Proposals13 from13 all13 five13 firms13 are13 available13 in13 my13 office13 if13 you13 wish13 to13 review13 the13 proposals13
Fayetteville AampP Commission PO Box 4157 Fayetteville Arkansas 72702
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Section 40 ndash Technology
41 The DMO follows an information technologynetwork security policy
Essential Elements
Copy of policy and description of secure transactions offered
Copy of current internet usage policy
Copy of current email usage policy
Statement of how data is backed up the frequency of backups and where
the data is stored
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
DMAP 41 ndash Statement of how data is backed up the frequency of backups and where the data is stored All Fayetteville AampP Commission data is kept on an internal server Additionally this data is backed up to a separate external hard drive Both the external hard drive and server computer are located in the Fayetteville Visitorrsquos Bureau office building Backups to the external hard drive are created on a quarterly basis with all data located on the server computer transferred to the external hard drive
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Executive Director ndash Advertising and Promotion Commission Page 1 of 5 DRAFT
Advertising and Promotion Commission - Fayetteville Job Description
Job Title Executive Director Department Advertising and Promotion Commission Reports To Advertising and Promotion Commission - Fayetteville FLSA Status Exempt Prepared By Kris DeLano Prepared Date November 2005 Approved By Approved Date Summary Under the general direction of the Advertising and Promotion Commission is responsible for the effective administration AampP operations the Town Center Clinton House and the Convention and Visitors Bureau activities including development planning operations budgeting personnel management and developingmaintaining the AampP commissions external relationships Position performs the following duties personally or through subordinate staff Essential Duties and Responsibilities include the following Other duties may be assigned Collaborates with the Commission to develop goals and determines required resources and appropriate organizational structure to achieve goals and objectives Leads the implementation of and promotes Commission goals and objectives with staff in all areas Ensures timeliness and acceptability of work results for all operations ensures the effectiveness and accountability of staff Provides reports to the Commission on key metrics related to financial and operational performance Ensures financial integrity of all operations by collaborating with Commission on budget requirements Monitors authorizes and controls expenditures in accordance with established budget and confers with the Commission regarding fiscal management Presents recommendations to Commission for capital expenditures and other associated monetary commitments to support goals and operational activities Determines service and material purchasing needs negotiates contracts and administers contracts to ensure agreed upon terms are met Develops and enforces operational and personnel policies that affect staff visitors and Commissioners Provides leadership to employees directs andor participates in the selection orientation amp training and work performance evaluation of employees coaches and counsels staff in accordance with the personnel policies and effects termination of employees when appropriate Oversees the payroll function Investigates and addresses all accident reports andor complaints from employees or third party complaintsreports about personnel in a timely and effective manner Designs and implements Commission approved marketing plan and coordinates and monitors the strategy through vendor selection content development and material distribution to provide effective quality promotional materials Ensures webpage provides relevant timely information and encourages repeat visitors to the site
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Executive Director ndash Advertising and Promotion Commission Page 2 of 5 DRAFT
Develops relationships with print radio and TV Media to facilitate marketing efforts Serves as liaison with third party vendorsproviders referenced or included in the materials Establishes and maintains viable relationships and partnerships with members of the business community media convention and trade show managers and other governmental and service agencies to endorse Commission goals Represents the City of Fayetteville and AampP Commission at various public events and conferences as an attendee or presenter Serves as Secretary to the Commission and participates on the Commission as a non-voting member Provides agenda and minutes for meetings to record activity Supervisory Responsibilities Directly supervises 6 employees including 2 employees with supervisory responsibilities Carries out supervisory responsibilities in accordance with the organizations policies and applicable laws Responsibilities include interviewing hiring and training employees planning assigning and directing work appraising performance rewarding and disciplining employees addressing complaints and resolving problems Competencies To perform the job successfully an individual should demonstrate the following competencies
Leadership - Exhibits confidence in self and others Inspires and motivates others to perform well Effectively influences actions and opinions of others Accepts feedback from others Gives appropriate recognition to others Strategic Thinking - Develops strategies to achieve organizational goals Understands organizations strengths amp weaknesses Analyzes opportunities Identifies external threats and opportunities Adapts strategy to changing conditions Analytical - Synthesizes complex or diverse information Collects and researches data Uses intuition and experience to complement data Problem Solving ndash Analyzing public policy issues and recommending an effective organizational response Gathers and analyzes information skillfully Develops alternative solutions Works well in group problem solving situations Interpersonal Skills - Focuses on solving conflict not blaming Maintains confidentiality Listens to others without interrupting Keeps emotions under control Remains open to others ideas and tries new things Ability to develop and maintain effective relationships Oral Communication - Speaks clearly and persuasively in positive or negative situations Listens and gets clarification Responds well to questions Demonstrates group presentation skills Participates in meetings
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Executive Director ndash Advertising and Promotion Commission Page 3 of 5 DRAFT
Written Communication - Writes clearly and informatively Varies writing style to meet needs Presents numerical data effectively Able to read and interpret written information Teamwork - Balances team and individual responsibilities Exhibits objectivity and openness to others views Gives and welcomes feedback Contributes to building a positive team spirit Puts success of team above own interests Able to build morale and group commitments to goals and objectives Supports everyones efforts to succeed Managing People - Includes staff in planning decision-making facilitating and process improvement Takes responsibility for subordinates activities Makes self available to staff Provides regular performance feedback Develops subordinates skills and encourages growth Solicits and applies customer feedback (internal and external) Fosters quality focus in others Improves processes products and services Continually works to improve supervisory skills
PlanningOrganizing - Prioritizes and plans work activities Uses time efficiently Plans for additional resources Sets goals and objectives Organizes or schedules other people and their tasks Develops realistic action plans Business Acumen - Understands business implications of decisions Displays orientation to profitability Demonstrates knowledge of market and competition Aligns work with strategic goals Cost Consciousness - Works within approved budget Develops and implements cost saving measures Contributes to profits and revenue Conserves organizational resources Organizational Support - Follows policies and procedures Completes administrative tasks correctly and on time Supports organizations goals and values Benefits organization through outside activities Supports affirmative action and respects diversity
Qualifications To perform this job successfully an individual must be able to perform each essential duty satisfactorily The requirements listed below are representative of the knowledge skill andor ability required Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions Education andor Experience Bachelors degree (BA) from four-year college or university and five to seven years of relevant experience particularly in the area of convention development and with a minimum of 2 years previous experience as an executive director or equivalent combination of education and experience Language Skills Ability to respond effectively to the most sensitive inquiries or complaints Ability to write speeches and articles using original or innovative techniques or style Ability to make effective and persuasive speeches and presentations on controversial or complex topics to tope management public groups andor boards of directors Ability to read analyze and interpret the most complex documents
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Executive Director ndash Advertising and Promotion Commission Page 4 of 5 DRAFT
Mathematical Skills Ability to work with mathematical concepts such as probability and statistical inference and fundamentals of plane and solid geometry and trigonometry Ability to apply concepts such as fractions percentages ratios and proportions to practical situations Reasoning Ability Ability to define problems collect data establish facts and draw valid conclusions Ability to interpret an extensive variety of technical instructions in mathematical or diagram form and deal with several abstract and concrete variables Computer Skills To perform this job successfully an individual should have basic computer skills including word processing spreadsheets and presentation software Certificates Licenses Registrations Participation in the Public Relations Society of America or industry related seminars sponsored by the Destination Marketing Association International Other Skills and Abilities Ability to develop and implement administrative plans policies and procedures Ability to develop evaluation standards and assess achievement to standards Ability to prepare detailed narrative and statistical reports and recommendations Ability to communicate effectively both orally with individuals and groups and in writing Negotiation techniques with various third party service providers Ability to travel occasionally by air or car Available to attend after business hours functions as a representative of the AampP Commission Other Qualifications Knowledge of management principles and practices Knowledge of budget processes and financial principles and practices Knowledge of marketing principles and practices Experience in supervision with proven ability to recruit train and develop staff Extensive experience presenting to and answering for the Commissioners to the media Reside within the Fayetteville city limits
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-
Executive Director ndash Advertising and Promotion Commission Page 5 of 5 DRAFT
Physical Demands The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the duties of this job the employee is regularly required to talk or hear The employee is occasionally required to stand walk sit use hands to finger handle or feel reach with hands or arms May be required to occasionally travel by air or car The employee must occasionally lift up to 50 pounds Specific sight requirements of this position include close distance and color vision as well as the ability to adjust focus Work Environment The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions While performing the essential functions of this job the employee is occasionally exposed to outdoor weather conditions The noise level in the work environment is usually moderate
- AampPagenda
- AampPcommissioners
- ap_applicantsjan13
- AampP Minutes
- Schedule for Town Center
- hmr A
- ap-no001
- dc scanned for marilyn 1-3-13
- chmreport
- 2012 Sales amp Visitor Count Sheet1
- Inquiries By Source _ Dec 12
- Inquiries By State_Dec 12
- twncenter_report
- Press Release_HospitalityHero
- chm_budget
- cvb_budget
- twn_center_budget
- ap_budget
- wac_expansion_proposal
- SurveyResolution-20130104
- email_terri
- APLetterhead[2]
- Fayetteville AampP Commission Engagement Letter
- DMAP 40
-
- DMAP 40pdf
- Doc - Jan 9 2013 8-58 AM
- Doc - Jan 9 2013 9-00 AM
-
- DMAP 41 Backup Policy
- Job Description -executive director 05[2]
-