building creativity
Chateau Theatre Reuse Study: Needs
Assessment
August 2016
The City of Rochester
building creativity
Webb Management Services Inc.
✲ Webb Management Services, Inc. is a management consulting practice for the development and operation of performing arts facilities. We work for
governments, schools, developers, and arts organizations on facility feasibility,
business planning, and strategic planning. Our practice was founded in 1997,
and we recently started our 370th assignment.
✲ Duncan Webb authored Running Theaters in 2005, a best practices guide to the operation of multi-user performing arts facilities in North America. Since 2014,
he has been a regular contributor to the Clyde Fitch Report.
✲ Our staff all have a combination of business training and professional
experience working in the performing arts sector.
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Webb Management Services
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✲ Rochester’s Chateau Theatre opened in 1927. An atmospheric theater, the building’s interior was designed to look like a 15th
century French village, complete with a starry night sky overhead. Originally, the 1,500-seat venue was used for vaudeville
performances, live theatre, and film and, at one point, even hosted a 3,500 pound rhino in a production of Tarzan. Like most
facilities of its kind, the Chateau’s live performances eventually gave way to film.
✲ Following years of operation as a film house, the Chateau closed in 1983 with a final screening of Star Wars. After that, an
attempt was made by a private developer to purchase the theater. The attempt, however, was unsuccessful, and the Chateau
sat empty for a decade afterwards.
✲ In 1993, Barnes and Noble purchased the facility, opening it as a bookstore in 1994. It remained as such until 2014.
✲ In 2015, the City of Rochester committed to buying the building for $6 million. Mayo Clinic contributed $500,000 to the
purchase.
✲ Now, as the City plans for the future of Rochester and works towards the development of the Destination Medical Center,
Webb Management Services has been hired to assess the feasibility of rehabilitating the Chateau Theatre. To complete this
brief we have:
✲ Interviewed a cross-section of cultural, political, and community leaders;
✲ Toured local and regional cultural facilities;
✲ Studied the size and characteristics of the market area;
✲ Developed and evaluated detailed inventories of performance facilities, film facilities, and meeting and event spaces;
✲ Assessed internal and external demand for performance space; and,
✲ Identified the potential benefits and impacts that an animated Chateau Theatre could have on the city and the region.
✲ Our partners on this project are Miller Dunwiddie Architecture and Schuler Shook Theatre Planning + Lighting Design, both
based in Minneapolis.
Study brief + background
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Webb Management Services Inc.
Study informants
✲ Aaron Reeves, City of Rochester
✲ Al Mannino, Mannino Marketing Group
✲ Anantha Kollengode, Rochester Vidhyalaya
✲ Ardell Brede, City of Rochester
✲ Bari Amadio, Greater Rochester Arts + Cultural Trust
✲ Belita Schinlder, Paramount Theater Austin
✲ Ben Hain, Rochester Community College
✲ Bill Schnell, Theatre du Jour
✲ Bonnie Schock, Sheldon Theater
✲ Brad Jones, Rochester Convention + Visitors Bureau
✲ Bruce Dahlstrom, Hers Women’s Clothing
✲ Carol Berteotti, Riverside Concerts
✲ Carol Bitton, Counterpoint
✲ Chancellor Stephen Lehmkuhle, University of Minnesota-Rochester
✲ Chrisanne Pieper, Rochester Community Education
✲ Chuck Blattner, Rochester Concert Band + Choir
✲ Daniel Blake, Blake Ballet
✲ David Beale, Blogger
✲ David Driscoll, Northland Words
✲ David Silker, Mayo Civic Center
✲ Debi Neville, Rochester Arts + Culture Collaborative
✲ Dee Sabol, Diversity Council
✲ Donna Drews, Mayo Civic Center
✲ Doug Holton, Mayo Clinic
✲ Doug Scholz-Carlson, Great River Shakespeare Festival
✲ E. Christine Schultz, City of Rochester Historic Preservation Commission
✲ Ed Hruska, City of Rochester
✲ Ellen Huston, Choreographer
✲ Gregory Stavrou, Rochester Civic Theatre
✲ Hal Copp, Commonweal Theatre
✲ Heather Acerro, Rochester Public Library
✲ Jacob Malwitz, Mayo Clinic
✲ James Fricker, Rochester Arts + Culture Collaborative
✲ Jane Bisel, Blue Planet Museum Consulting
✲ Jayne Rothschild, Honors Choirs of Southeast Minnesota
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To complete this study, we have spoken to 74 individuals in a series of confidential in-person and telephone interviews
and small group meetings. We would like to take this opportunity to thank all of the interview participants to date.
building creativity
Webb Management Services Inc.
Study informants
✲ Jeff Allman, Allman + Associates, Inc.
✲ Jeff Jurewicz, C4
✲ Jenna Bowman, Rochester Downtown Alliance
✲ Jenny Knoebel, Paramount Theater Austin
✲ Jere Lantz, Rochester Symphony Orchestra + Chorale
✲ Johanna Rhian, Mayo Clinic
✲ John Kruesel, Heritage Conservancy Group
✲ Jose Rivas, CRW Architecture + Design Group
✲ Kevin Lund, Heritage Conservancy Group
✲ Kim Edson, Rochester Public Library
✲ Kim Sin, Rochester Arts + Culture Collaborative
✲ Kolloh Nimley, Council for Minnesotans of African Heritage
✲ Lisa Clark, Destination Medical Center
✲ Lisa Mullenbach, City of Rochester
✲ Mark Bilderback, City of Rochester
✲ Mark Hickey, City of Rochester
✲ Mark Steege, University Square/Titan Ventures
✲ Marv Mitchell, Mayo Clinic
✲ Mary Ellen Landwehr, Rochester Arts + Culture Collaborative
✲ Mary Jo Briggs, Rochester Civic Music Board
✲ Megan Johnston, Rochester Art Center
✲ Michael Wojcik, City of Rochester
✲ Mike Kalmbach, Rochester MN Writers
✲ Nancy Slocumb, Community Member
✲ Nick Campion, City of Rochester
✲ Pam Whitfield, Northland Words
✲ Patrick Seeb, Destination Medical Center
✲ Patty Arndt, Lourdes High School
✲ Paul Menard, Lourdes High School
✲ Dr. Paul Scanlon, Mayo Clinic
✲ Randy Staver, City of Rochester
✲ Rashid Fehmi, CPA
✲ Rick Kvam, Choral Arts Ensemble
✲ Robin Pearson, Southeast Minnesota Arts Council
✲ Rochester International Film Group
✲ Scott Kruse, Swing Street
✲ Stephen Troutmen, Rochester Arts + Culture Collaborative
✲ Stevan Kvenvold, City of Rochester
✲ Steven Schmidt, City of Rochester
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Mayo Clinic
✲ Mayo Clinic was established in Rochester in 1889. Over the last 127 years, the facility has grown to become one of the
premier health services providers in the world. Just recently, in fact, Mayo Clinic was ranked first in the nation in eight
specialties by U.S. News + World Report for 2016-2017.
✲ Today, Mayo Clinic has campuses in Arizona and Florida and operates the Mayo Clinic Health System, a network of clinics and
hospitals serving 70+ communities in Minnesota, Wisconsin, Iowa, and Georgia.
✲ In total, Mayo has 64,000 personnel, and, in 2015, provided direct care to more than 1.3 million people representing 140
different countries.
✲ In addition to health services, Mayo contributes to the advancement of medicine through research and education.
✲ More than $9.6 billion of economic impact is generated by Mayo in the State of Minnesota annually.
Project context: mayo clinic
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Destination Medical Center
✲ The Destination Medical Center (DMC) is a public-private partnership between Mayo Clinic, the City of Rochester, Olmsted
County, the State of Minnesota, and other private developers.
✲ It is a 20-year economic development initiative aimed at “positioning Rochester as the world’s premiere destination for
health and wellness.”
✲ The project has five primary goals:
1. Comprehensive Strategic Plan: Create a comprehensive strategic plan with a compelling vision that harnesses the
energy and creativity of the entire region.
2. Attract Private Investment: Leverage public investments to attract more than $5 billion in private investments to
Rochester.
3. Create Jobs: Create approximately 35,000 to 45,000 new jobs, with workforce development strategies that support
growth.
4. Generate Additional Net Tax Revenue: Generate approximately $7.5 to $8.0 billion in new tax revenue over 35 years.
5. Become a Destination for Health + Wellness: Achieve the highest quality patient, visitor, and community member
experiences both now and in the future.
✲ As part of the plan, eight “core areas” have been identified, one of which is Arts, Culture, and Entertainment.
✲ In addition, the DMC has been divided into six developmental sub-districts, each meant to activate the DMC through a
particular focus. The ‘Heart of the City’ is the anchor district, representing the center of Rochester where Mayo, commercial,
retail, and residential meet. The Chateau Theatre is located within this district, as can be seen on the following slide.
Context: destination medical center
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Context: destination medical center
Chateau Theatre
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Webb Management Services Inc. Page 9
Arts + Culture in Rochester
✲ The City of Rochester has an active and lively, but segmented, arts community.
✲ On one hand, the city has a number of well-established organizations and institutions with long legacies in the community—
entities like the Rochester Concert Band and Chorus, the Rochester Symphony Orchestra and Chorale, Rochester Art Center,
and Rochester Civic Theatre, all of which provide regular programs and have dedicated rehearsal/programming/performance
space. On the other hand, however, can be found what might be referred to as Rochester’s ‘independent scene’—multiple arts
groups, artists, and ethnic cultural communities, all struggling for funds and space (but mostly space).
✲ As a side note, space is not only important because artists and arts organizations need places to work and produce—
it is also a crucial part of the Southeast Minnesota Arts Council granting process. Grantees are required to have a
public capstone. Without a guaranteed, final, public showing place at the time of application, a potential grantee will
not be funded.
✲ According to arts groups, the need for arts and gathering space has increased significantly since the announcement of the
DMC. While a handful of artists and organizations had space in downtown Rochester, the DMC has raised property values,
leading to rents that many can no longer afford.
✲ Further exacerbating the problem, many of the community’s rentable spaces are either too expensive, too big, or have low
availability. The Library, for example, is already booking for April 2017.
✲ In March 2016, the City opened a Request for Proposals for the Senior Center/Armory. The Arts and Cultural Initiative (ACI), an
extension of the local arts advocacy group, Rochester Arts and Cultural Collaborative (RACC), submitted a proposal suggesting
that the facility be converted to a multi-tenant, multi-use art space. The results of the RFP have not yet been decided on, but
many art and cultural community representatives feel that, if the ACI’s proposal is unsuccessful, Rochester’s independent
arts and culture community will be completely displaced.
Context: arts + culture in Rochester
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Rochester Arts + Cultural Collaborative: Spaces Committee Chateau Brainstorm Report (March 2015)
✲ In 2015, RACC’s Spaces Committee held a brainstorming meeting to consider the future of the Chateau Theatre.
✲ The brainstorm identified three potential uses for the building:
1. Mixed-use theater/gathering space for film, music, performance, theatre, education, presentations, and events;
2. Commercial destination activated with a snack bar/coffee shop or retail; and,
3. Information center with a visitor center, video kiosks, and/or a satellite Mayo Museum.
✲ Their concept highlighted that there should always be ‘something going on’ and that programming should be targeted at four
audiences: Mayo patients, Mayo employees, Rochester residents, and Rochester visitors.
✲ They also considered the potential for the Chateau to function as an adjunct site to a larger performing arts center.
✲ The four key issues the sub-committee felt needed to be considered were:
1. Who will manage the Chateau?
2. How will operations be funded?
3. How will remodeling be funded?
4. What about parking and accessibility?
Context: arts and culture in Rochester
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Webb Management Services Inc.
Forces + trends
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Forces + trends
12 national endowment for the arts
changes in arts attendance from 2008 to 2012
Between 2008 and 2012, national rates of attendance at visual and performing arts activities dropped slightly, remaining below 2002 levels. In 2012, one in three U.S. adults (33 percent, or about 78 million) visited an art museum or gallery or attended at least one of various types of performing arts events.1
A closer look at individual types of arts activity shows that theater attendance (musical and non-musical play-going) declined significantly since 2008. So did the share of adults visiting art museums or galleries or attending crafts fairs or visual arts festivals.
Notably, non-white and Hispanic groups upheld their arts attendance rates, and even showed increases for some activities. And more adults, from a variety of demographic groups, went to the movies in 2012 than in 2008.
Performing Arts Attendance
1) Arts attendance rates held steady (showing no statistically significant difference) for the following types of activity between 2008 and 2012:
Classical music (8.8 percent of all adults nationwide, or 20.7 million people, attended at least one event in the 2012 survey year)
Jazz (8.1 percent, or 19.0 million adults)
Dance other than ballet (5.6 percent, or 13.2 million adults)
Latin, Spanish, or salsa music (5.1 percent, or 12.0 million adults)
Ballet (2.7 percent, or 6.3 million adults)
Opera (2.1 percent, or 4.9 million adults)
2002 2008 2012
Classical Music 11.6% 9.3% 8.8%
Jazz 10.8% 7.8% 8.1%
Dance Other than Ballet 6.3% 5.2% 5.6%
Latin, Spanish, or Salsa Music NA 4.9% 5.1%
Ballet 3.9% 2.9% 2.7%
Opera 3.2% 2.1% 2.1%
Percent of U.S. Adults Who Attended a Performing Arts Activity, by Type (Excluding Musical and Non-Musical Plays): 2002, 2008, and 2012
NA = This question was not asked before 2008.
Note: None of the changes between 2008 and 2012 are statistically significant.
Percent of U.S. Adults Who Attended at Least One of Various Types of Arts Performance or Visited an Art Museum or Gallery: 1982–2012
1982 1992 2002 2008 2012
39.0%41.0%
39.4%
34.6% 33.3%
move numbers 5 pts to right, 16 pts down
0%
10%
20%
30%
40%
50%
Performing arts events included: jazz; classical music; opera; musical and non-musical plays; and ballet. These are all activities for which attendance rates have been tracked since 1982.
The change from 2008 to 2012 is statistically significant at the 90 percent confidence level.
✲ The NEA’s Survey of Public Participation in the Arts has long been considered the best dataset on arts attendance.
The 2012 survey confirmed that fewer adults are attending virtually all types of performing arts activity, a trend that
has been apparent through several survey cycles.
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Forces + trends
✲ It also confirmed that educational attainment continues to be the leading indicator of arts participation.
0% 10% 20% 30% 40% 50% 60%
Visited Museum or Gallery
Attended Dance, Non-Ballet
Attended Non-musical theater
Attended Musical Theater
Took an Art Class or Lesson
Percentage of U.S. Adult Population Participating in the Arts by Level of Educational Attainment
Graduate School
College Graduate
Some College
High School
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✲ And that participation in the arts by younger adults has been trending downwards for over 20 years across all
disciplines.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
1982 1992 2002 2008 2012
Young Adult Participation Proportion of adults aged 18 to 24 that attended live performance at least once annually
Jazz
Classical Music
Opera
Musicals
Plays
Ballet
Forces + trends
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Forces + trends
✲ In December 2015, Americans for the Arts and
Ipsos Public Affairs surveyed more than 3,000
Americans over the age of 18 on arts participation,
support for arts education and government arts
funding, and the personal benefits and well-being
that come from arts participation.
✲ Key findings (released July 2016):
✲ Two thirds of Americans attended an arts
event in the past year.
✲ An even higher proportion of people
experienced arts at a non-arts venue.
✲ People of color are more likely to attend than
White people.
✲ Note that this effort suggests that national
levels of participation may be higher than
suggested by the SPPA.
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Forces + trends
✲ The AFTA and Ipsos Public Opinion Poll
also shows:
✲ Educational attainment and
household income are key predictors
of arts participation.
✲ Half of Americans are active art
makers.
✲ Americans believe that cultural
facilities are key to quality of life,
local business, and the economy.
✲ Americans believe the arts are part
of a well-rounded K-12 education.
✲ Millennials are the most active arts
generation, as attendees, collectors,
donors, and practitioners.
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Zoo, aquarium, or botanical garden
Historic site
Musical performance (Classical or popular)
Museum of history or science (incl. children's
museums)
Theater performance
Museum of art
Visual arts, crafts exhibition, art gallery
Opera/musical theater
Dance performance
Art or film festival
Percentage of Public Opinion Poll Respondents Participating in the Arts
by Level of Educational Attainment College degree
No college degree
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✲ The NEA’s SPPA suggests that Hispanic populations have higher rates of attendance at informal arts events (craft
fairs and festivals, outdoor arts festivals, visits to historic sites and parks, and so on) than White populations.
✲ Attendance at Latin, Spanish, or salsa music events mark the highest rates of attendance for self-identified
Hispanics (17.4 percent of Hispanics attend), followed by art museums or galleries, art or craft fairs and festivals,
outdoor performing arts festivals, and visits to historic sites (all at rates of approximately 14 percent).
✲ Hispanics are 30 percent more likely than Whites to view or listen to arts recordings or live broadcasts. In addition,
Hispanics are also more likely than Whites to participate in the arts via electronic media alone (26.3 percent versus
5.9 percent), and twice as likely as Whites to participate in both electronic media-based and attendance-based
activities (18.5 percent versus 8.9 percent).
Forces + trends: hispanic/latino participation
Source: 2008 Survey of Public Participation in the Arts, National Endowment for the Arts
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✲ A 2010 study in Philadelphia revealed that the average immigrant tends to annually participate in more creative
activities than the average US-born resident.
✲ The NEA’s SPPA also suggests that immigrant populations are often highly engaged in art forms connected to their
cultural identity. Participation in these art forms, however, tends to take place outside of formalized cultural
institutions in places like churches and community centers.
✲ Participatory art practices are often the key form of arts participation for recent immigrant and foreign-born
populations and act as a form of introduction to more formal arts participation.
Forces + trends: immigrant/foreign-born participation
Sources: Art-based Social Inclusion, William Penn Foundation, 2010; Immigrant Participatory Arts: An Insight into Community-Building in Silicon Valley, by Pia Moriarty, Ph.D., 2004
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Forces + trends: americans for the arts—local arts
index
✲ The Local Arts Index is a tool launched by Americans for the Arts in 2012 to help understand the characteristics of
cultural life of individual communities as measured at the county level.
✲ The Index considers four dimensions:
✲ Arts Activity: Levels of participation and production;
✲ Resources: The flows of arts revenues and organizational resources used in the arts;
✲ Competitiveness: The arts relative to other community economic markers; and,
✲ Local Cultural Character: Attributes of the arts that differentiate places from each other.
✲ The next slide contains highlights from the Index for Olmsted County as well as Dodge, Wabasha, and Winona
counties.
✲ These counties were selected based on their shared border with Olmsted County and similarities in educational
attainment and median household income.
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Forces + trends: americans for the arts—local arts
index
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Americans for the Arts: Local Arts Index (April 2015) Olmsted County Dodge Country Wabasha County Winona County
Market Characteristics2016 Population estimate 152,655 20,743 21,261 51,050Educational attainment: Bach and higher, age 25+ 40.0% 23.6% 20.3% 27.1%Median household income $68,378 $71,830 $54,162 $52,081Cultural ProgrammingTotal nonprofit arts expenditures per capita, 2009 $41.89 $15.19 $14.51 $45.29Total nonprofit arts expenditures per capita, 2010 $44.21 $14.45 $13.47 $60.51Total nonprofit arts expenditures per capita, 2012 $42.63 $9.44 $11.86 $59.19Consumer ExpendituresEstimated expenditure on admission fees per capita, 2015 $27.53 $24.92 $23.84 $29.37Estimated expenditures on recorded media per capita, 2015 $71.93 $67.54 $67.22 $71.34Estimated expenditures on musical instruments per capita, 2015 $15.13 $12.52 $11.45 $12.76Estimated expenditures on photo equipment per capita, 2015 $68.57 $64.01 $62.63 $60.62Estimated expenditures on reading material per capita, 2015 $256.59 $223.08 $238.88 $226.91Total estimated selected expenditures per capita, 2015 $439.75 $392.07 $404.03 $401.00Artists + Arts BusinessesSolo artists per 100,000 population, 2009 200.35 79.65 161.47 196.27Solo artists per 100,000 population, 2011 225.07 103.80 200.22 211.12Solo artists per 100,000 population, 2012 224.24 93.90 177.47 218.45Solo artists per 100,000 population, 2013 246.61 142.51 181.88 230.32"Creative Industries" businesses per 100,000 population, 2009 277.99 189.18 207.60 192.38"Creative Industries" businesses per 100,000 population, 2013 240.03 192.77 181.60 164.64"Creative Industries" businesses per 100,000 population, 2014 223.15 186.74 191.20 162.01Arts and culture establishments per 100,000 population, 2009 63.78 34.85 18.45 38.86Arts and culture establishments per 100,000 population, 2011 63.24 29.66 9.31 44.55Arts and culture establishments per 100,000 population, 2012 55.62 29.49 13.99 39.04Arts and culture establishments per 100,000 population, 2013 63.66 29.49 23.32 39.04Arts NonprofitsTotal nonprofit arts organizations per 100,000 population, 2009 18.72 29.87 9.23 21.38Total nonprofit arts organizations per 100,000 population, 2010 19.41 34.89 9.23 21.38Total nonprofit arts organizations per 100,000 population, 2012 18.35 19.77 9.34 23.41Arts education nonprofit organizations per 100,000 population, 2009 1.39 0.00 0.00 0.00Arts education nonprofit organizations per 100,000 population, 2010 1.39 0.00 0.00 0.00Arts education nonprofit organizations per 100,000 population, 2012 0.68 0.00 0.00 0.00
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Forces + trends: americans for the arts—local arts
index
Page 21
✲ Total nonprofit arts expenditures per capita averaged $42.91 in Olmsted County between 2009 to 2012. This is significantly higher than in Dodge or Wabasha Counties, but less than nonprofit arts expenditures per capita in Winona
County, where the average from 2009 to 2012 was $55.00.
✲ In 2015, Olmsted County consumers spent the most per capita on reading material: $256.59. They also spent the most on
recorded media ($71.93), musical instruments ($15.13), and photo equipment ($68.57).
✲ The estimated expenditure on admission fees per capita for 2015 was highest in Winona County at $29.37. In Olmsted County, the estimated expenditure on admission fees was $27.53.
✲ The number of solo artists in Olmsted County and Winona County is growing, while in Dodge and Wabasha Counties it
appears to fluctuate over time.
✲ With the exception of Wabasha County, the number of “Creative Industries” businesses per 100,000 population decreased
from 2009 to 2014, while the number of arts and culture establishments has remained relatively the same.
✲ Most alarming is the lack of arts education nonprofit organizations per 100,000 population in all counties. While Dodge,
Wabasha, and Winona counties have no arts education nonprofits, there were half as many in Olmsted County in 2012 as
there were in 2009 and 2010.
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Forces + trends: the arts in southeast minnesota
Page 22
✲ Data from the 2015 Creative Minnesota Region 10 Economic Impact Study indicates
that in 2015:
✲ Southeastern Minnesota benefited from
nearly $25.6 million of economic impact
generated by arts and culture.
✲ Arts and culture supported 716 full-time
jobs and generated $15.2 million in
household income.
✲ More than half of the total audience (52.2
percent) had a two or four-year college degree. An additional 32.6 percent had a
master’s or doctoral degree.
✲ 79.9 percent of arts attendees lived within
the region. The remainder were non-local
and spent and average of $22.21 per person.
✲ Region 10 is defined as Dodge, Fillmore,
Freeborn, Goodhue, Houston, Olmsted, Mower,
Rice, Steele, Wabasha, and Winona counties.
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Market analysis
Page 23
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Market analysis
While it might seem like a simple exercise, defining a market (or audience) can actually be a complicated issue for arts
and cultural facilities.
Overview
This analysis will define the market and examine the potential for a rehabilitated Chateau Theatre to attract and serve
audiences, paying close attention to key indicators for arts participation and attendance such as educational
attainment and household income.
Methodology
To define the market for the Chateau Theatre, we looked to ticket buyer data from Riverside Concerts, Rochester
International Film Group, and the Rochester Symphony Orchestra + Chorale. We then collected demographic data from
Nielsen Segmentation + Market Solutions, a market research resource that expands and extrapolates Census data
using a variety of inputs. Lastly, we examined local and regional tourism data in order to assess the potential for
attracting regional visitors to the rehabilitated theater.
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Market analysis: defining the market
✲ To define the market for a rehabilitated Chateau Theatre, we requested ticket buyer data (addresses only, no
names) from multiple Rochester arts groups.
✲ Through that request, we received the following information:
✲ Riverside Concerts: Ticket buyer data for the 2013-2014, 2014-2015, and 2015-2016 Riverside Live concert
series.
✲ Rochester International Film Group: Ticket buyer data for the 2016 Festival.
✲ Rochester Symphony Orchestra + Chorale: Ticket buyer data for the 2013-2014, 2014-2015, and 2015-2016
seasons.
✲ Using that data, we made a series of thematic maps showing the distribution of ticket buyers by zip code.
✲ The following maps show the distribution of ticket buyers for each group’s 2015-2016 season.
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Market analysis: defining the market—
riverside concerts
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Market analysis: defining the market—
rochester international film group
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Market analysis: defining the market—
rochester symphony orchestra + chorale
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Market analysis: defining the market—
aggregate ticket data, 2015-2016
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✲ The maps indicate that
ticket buyers are primarily
distributed in Rochester
and western Olmsted
County, but that there is
also distribution
throughout Southeast
Minnesota, an area defined
by entities like the
Minnesota State Arts
Board, Minnesota Citizens
for the Arts, and Minnesota
Department of Health as
Dodge, Fillmore, Freeborn,
Goodhue, Houston, Mower,
Olmsted, Rice, Steele,
Wabasha, and Winona
counties.
✲ Based on this data, we
have defined the local and
regional markets for the
Chateau Theatre as follows:
✲ Market Segment #1:
City of Rochester
✲ Market Segment #2:
Olmsted County
✲ Market Segment #3:
Southeast Minnesota
Market analysis: defining the market
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Market analysis: defining the market
Page 31
Mayo Employee / Residence ZipCode
11
✲ Further support for defining
the market as such comes
from:
✲ The DMC Development
Plan-Vol. II, which studied
the City of Rochester and
Olmsted County markets;
✲ The City of Rochester
Music Department, which
offers educational
programming throughout
the 11-county Southeast
Minnesota area; and,
✲ The map at right,
collected from the
Employment + Population
Projections: Looking Ahead Through 2014 (May 2014) report created by the
Rochester-Olmsted
Council of Governments
Planning + Analysis
Division, which indicates
the distribution of Mayo
employee residences
throughout Southeast
Minnesota.
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Market characteristics: growth
✲ Locally and regionally, the population is growing; although, it is projected that growth will slow over the next five years.
✲ In Rochester, the population is currently estimated at 113,414. Between 2000 and 2010, it grew from 91,801 to 106,769, an
increase of 16.30 percent. By 2021, it is projected to grow an additional 10.60 percent, reaching 118,480 by 2021.
✲ Projections for Olmsted County are similar, with the population projected to grow 10.35 percent between 2010 and 2021,
reaching 159,565.
✲ In Southeast Minnesota, growth has been much slower. While between 2000 and 2010 the population grew by 7.52 percent
(growing from 460,100 in 2000 to 494,684 in 2010), it is projected that it will only grow by 3.92 percent between 2010 and 2021.
By 2021, it is projected that the population will have reached 514,257.
✲ These projections, however, could be impacted by the DMC and its level of success.
0
25,000
50,000
75,000
100,000
125,000
150,000
Rochester Olmsted County
Population Growth: Local Market
2000 Census
2010 Census
2016 Estimate
2021 Projection
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
SE Minnesota
Population Growth: Regional Market
2000 Census
2010 Census
2016 Estimate
2021 Projection
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Market characteristics: age
✲ Although Southeast Minnesota
skews slightly older, all three
market segments are diverse in
age.
✲ In both Rochester and Olmsted
County, 25 percent of the
population belongs to the ‘17 and
under’ age bracket. Of that 25
percent, 21 percent is age 14 and
younger, indicating a large
number of families.
✲ In Southeast Minnesota, 19
percent of the population is age
14 and under.
✲ Notably, only eight percent of
both the Rochester and Olmsted
County markets fall into the 18 to
24-years-old age bracket.
✲ In Rochester, however, there is a
relatively large older Millennial
(those born between 1981 and
1997) cohort: 15 percent of the
population is within the ages of
25 and 34.
0% 5% 10% 15% 20% 25%
17 and under
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
Age 65+
Age Distribution
Rochester
Olmsted County
SE Minnesota
USA
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Market characteristics: income
✲ Economically, each market segment is very diverse.
✲ In Rochester, 13 percent of the population has an income of $150,000, while 17 percent has an income of ‘Less than $24,999’.
✲ Comparatively, the County is somewhat more affluent: 14 percent of the population has an income of $150,000 or more, and
only 15 percent has an income that is ‘Less than $24,999’.
✲ In Southeast Minnesota, the percentage of the population with an income between $50,000 and $74,999 (19 percent) and the
percentage of the population with an income between $75,000 and $99,999 (14 percent) is similar to those in the City of
Rochester and Olmsted County. There is, however, a much larger percentage of the population with a household income that is
‘Less than 24,999’ (19 percent) and a much smaller percentage with a household income of ‘$150,000 or more’ (9 percent).
✲ Median household income is highest in Olmsted County, where it is projected to reach $72,368 by 2021.
0% 5% 10% 15% 20% 25%
Less than $24,999
$25,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 or more
Household Income Distribution
Rochester
Olmsted County
SE Minnesota
USA
$40,000
$45,000
$50,000
$55,000
$60,000
$65,000
$70,000
$75,000
2010 2016 2021
Median Household Income
Rochester
Olmsted County
SE Minnesota
USA
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Market characteristics: education
✲ Rochester and Olmsted
County have very high levels
of educational attainment.
✲ In both market segments,
nearly half of the population
has either a Bachelor’s Degree
or a Graduate or Professional
Degree (43 percent in
Rochester and 40 percent in
the County). This is, in some
part, the result of the
presence of Mayo Clinic,
which employs 34,000+
physicians, scientists,
residents and fellows, and
allied health staff.
✲ In Southeast Minnesota,
educational attainment is
lower but on par with national
data. There is, however, a
significant portion of the
population (30 percent) that
falls into the ‘High School
Graduate (or GED)’ bracket.
0% 5% 10% 15% 20% 25% 30%
High School Graduate (or GED)
Some College, No Degree
Associate Degree
Bachelor's Degree
Graduate or Prof Degree
Educational Attainment
Rochester
Olmsted County SE Minnesota
USA
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Market characteristics: race + ethnicity
✲ Locally and regionally, the market is very diverse. Although each market segment has a majority ‘White’ population, there are pockets of
‘Hispanic or Latino’, ‘Black or African American’, and ‘Asian’ populations.
✲ In Rochester, 5.9 percent of the population is ‘Hispanic or Latino’ (although, estimates indicate that this number is likely closer to 10 percent
when the undocumented population is accounted for), 7.2 percent is ‘Black or African American’, and 7.4 percent is ‘Asian’. Anecdotal research
indicates that, in addition to a large Southeast Indian and Somali community, the city has growing Sudanese, Hmong, Chinese, Cambodian,
and Kenyan populations.
✲ Also of note is Southeast Minnesota’s growing ‘Hispanic or Latino’ population, which is similar in size to the ‘Hispanic or Latino’ population in
Rochester, but somewhat larger than that of Olmsted County. This trend is projected to continue: by 2021, it is estimated that the ‘Hispanic or
Latino’ population in Southeast Minnesota will reach 6.1 percent, while the ‘Hispanic or Latino’ population in Olmsted County is projected to
reach 5.5 percent.
✲ English is the language spoken at home in 85 percent of Rochester households, 88 percent of Olmsted County households, and 91 percent of
households in Southeast Minnesota. There are, however, small percentages of the population that speak Spanish, Asian Pacific Islander, and
Indo-European languages. Anecdotal research revealed that, at one Rochester elementary school alone, 40 different languages are spoken.
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
White
Hispanic or Latino
Black or African American
Asian
Native American or Alaskan Native
Other
Race + Ethnicity
Rochester
Olmsted County SE Minnesota
USA
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
English
Asian Pacific Islander Language
IndoEuropean Language
Spanish
Other Language
Language Spoken at Home
Rochester
Olmsted County
SE Minnesota
USA
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Market characteristics: mayo in rochester
✲ In Rochester, Mayo employs more than 34,000 people.
✲ More than 5,700 outpatients (roughly 1.5 million annually) visit Mayo’s Rochester campus daily. While eighty percent
of patients are from Minnesota, Iowa, or Wisconsin, many travel from beyond a 500-mile radius of the city.
✲ According to research conducted by Mayo, only 30 percent of a patient’s time is spent in the care setting—the
remaining 70 percent, roughly four to 5 hours a day, is spent off-campus in the community.
✲ Anecdotal research indicates that there are a significant number of Middle Eastern patients visiting Mayo each year
and that out-of-town visitors are responsible for 90 to 95 percent of annual downtown retail sales.
✲ Research also indicates that most patients are traveling with at least one other person and are looking for things to
do between doctor appointments.
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Market analysis: non-resident market
✲ In 2014, the Rochester Convention + Visitors Bureau worked with Destination Analysts to develop the Rochester Minnesota
Brand Development Survey. The survey was shared with two groups: leisure travelers living within 500 miles of Rochester and
individuals on the Rochester CVB consumer marketing list. The majority of survey responders were ‘White’, married, educated,
and had an annual household income of $50,000 to $74,999. A selection of report findings follows.
✲ Regional leisure travelers value affordability, safety, beautiful scenery, easy access, and lots of things to see and do
when evaluating where to travel. Thirty-three percent of regional leisure travelers found Arts/Culture to be an
‘Important’ attribute, while only 11.8 percent found it to be a ‘Very Important’ attribute.
✲ When asked to write the first three words or phases that came to mind when responders thought of Rochester, 39
percent of Regional Leisure Travelers wrote down Mayo Clinic, 27.5 percent wrote down ‘cold’, and 8.2 percent wrote
down ‘Boring’. Conversely, 60.2 percent of Rochester CVB Contact List responders wrote down Mayo Clinic, 13.6
percent wrote ‘Friendly’, and only 8.1% wrote ‘Cold’.
✲ Regional Leisure Travelers did not view Rochester as a ‘place where they can have a sense of adventure’, as having a
romantic ambiance, or as a place with nightlife/nightclubs and bars.
✲ Of those that had recently visited Rochester, 35.6 percent were visiting for medical-related reasons. The primary
activities and attractions they attended included shopping (68.8 percent) and exploring Quarry Hill Nature Center (18.8
percent).
✲ The majority of Rochester visitors (73.9 percent) traveled with a spouse or significant other and had a mean age of
40.0 years.
✲ The top motivators for inspiring travel to Rochester included ‘the opportunity to relax’, ‘local restaurants’, and
‘shopping’. ‘Concert or Arts/Entertainment’ event was classified as a ‘lesser motivator’.
✲ The ideal length of stay in Rochester was perceived to be just over three days.
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Market analysis: non-resident market
✲ According to the 2015 Rochester Convention + Visitors Bureau Report to the Community, 67 percent of Rochester
visitors in 2014 were visiting in connection to Mayo Clinic. To compare, 16 percent were visiting for a convention or
sports event, nine percent were visiting for business and corporate purposes, five percent were visiting for leisure,
and three percent for other reasons.
✲ In 2016, the Rochester Convention and Visitors Bureau worked with The Experience Institute to produce the April
2015-March 2016 Rochester Experience Report. The results of that study found that:
✲ 48 percent of Rochester visitors have visited Rochester before;
✲ 58 percent of visitors travel to Rochester from a distance of 180 miles or more;
✲ Between September 2015 and March 2016, 44 percent of visitors had traveled to Rochester due to Medical
Appointments (this question was not asked prior to September 2015);
✲ Only three percent of respondents felt that Rochester was best for those that like ‘Museums/Culture/Arts’;
✲ 56 percent of responders thought Rochester was best for those that like ‘Dining/Restaurants’; and,
✲ Overnight visitors stay in Rochester an average of 9.3 nights.
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Market conclusions
✲ The market is growing. While growth is projected to slow over time, this might be impacted by the
DMC and its success.
✲ The population is diverse in age and income, indicating a need for an assortment of programs at
variable price points, including opportunities to participate in hands-on classes and workshops,
family programs, and traditional performing arts performances.
✲ Rochester and Olmsted County have very high levels of educational attainment, suggesting
propensity to support the arts.
✲ There is significant diversity in the market, particularly in Rochester. The city’s cultural groups
are incredibly active and very community oriented. This indicates opportunities for culturally-
specific and hands-on programs that celebrate and engage the community in its diversity.
✲ The non-resident market is large, diverse, and primarily traveling to Rochester for reasons
associated with Mayo Clinic. They spend 70 percent of their time outside of the hospital, and
according to anecdotal research, are on the hunt for activities to do in this time.
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Existing facilities
Page 41
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Overview
In order to assess the competitive situation for a rehabilitated Chateau Theatre, we developed three inventories:
✲ The first, of local (defined as the City of Rochester) and regional (beyond Rochester) facilities used on a regular basis (4 or more
times per year) for live performance;
✲ The second, of regional facilities used for presenting second-run and independent film; and,
✲ The third, of Rochester’s meeting and event spaces.
This exercise allows us to analyze the current stock of facilities, including their amenities, features, programming, and availability,
in order to identify gaps.
Methodology: Performing Arts Facilities Inventory
✲ The inventory considers the physical features and types of activities hosted in 30 local and regional indoor facilities (22 locally
and eight regionally) with capacities between 100 and 1,200 seats. Twenty-six of these facilities are located within a 30-mile
radius of the Chateau. An additional four, however, are located within the 35-mile radius. They have been included given their
potential to be competitive to a rehabilitated facility.
✲ In addition, the condition and functionality of each facility has been rated using eight variables. They include:
✲ Facility condition,
✲ Staff and support,
✲ Theatrical functionality,
✲ Acoustics,
✲ Customer amenities,
✲ User amenities,
✲ Atmosphere/character, and
✲ Suitability for users.
✲ Variables are rated on a scale of 1 to 4, with the higher score being better. The ‘building condition’ and ‘staff and support’
categories carry the most weight.
Existing facilities: Rochester performance
facility inventory
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Existing facilities: Rochester performance
facility inventory Rochester, MN Performance Facility InventoryIndoor facilities with capacities up to 1,200 seats within 30 miles of the Chateau Theatre
Type Facility Cap. Even
t Typ
es S
uppo
rted
Faci
lity
Cond
itio
n
Staf
f and
Sup
port
Thea
tric
al F
unct
iona
lity
Acou
stic
s
Cust
omer
Am
enit
ies
Use
r Am
enit
ies
Atm
osph
ere/
Char
acte
r
Suit
abili
ty fo
r Use
rs
Rat
ing
Bro
adw
ay
Off
-Bro
adw
ay
Dan
ce
Mus
ic
Thea
tre
Film
Hea
dlin
er/P
opul
ar M
usic
Ope
ra
Fam
ily
Com
edy
Spok
en W
ord
Lect
ures
Cult
ural
Perf
orm
ing
Arts
Acad
emic
/Edu
cati
onal
Fest
ival
s
Cult
ural
Cult
ural
Org
aniz
atio
ns
Tour
ing
Bro
adw
ay
Scho
ol/C
olle
ge
Priv
ate
Even
ts
Prom
oter
Church Autumn Ridge Church: Sanctuary 1,188 9 4 4 2 3 3 2 3 3 3.2 1 1 1 1 1 1 1 1 1 1 1Performance Mayo Civic Center: Presentation Hall 1,113 5 3 4 3 3 3 2 2 2 2.9 1 1 1 1 1 1 1 1Church Bethel Lutheran Church 1,000 3 3 3 2 3 2 2 3 2 2.6 1 1 1 1 1School/Uni. John Marshall High School Auditorium 750 3 3 3 2 2 2 2 2 2 2.4 1 1 1 1 1School/Uni. Century High School Auditorium 625 3 3 2 3 3 2 2 2 2 2.4 1 1 1 1 1School/Uni. Mayo High School Smith Auditorium 600 3 3 2 3 3 2 2 2 2 2.4 1 1 1 1 1School/Uni. Lourdes High School Auditorium 598 5 4 3 3 3 1 2 4 3 3.0 1 1 1 1 1 1 1Other Wicked Moose Bar & Grill 500 3 3 2 2 2 3 2 2 3 2.4 1 1 1 1 1Other Mayo Clinic: Phillips Auditorium 425 3 3 2 1 2 3 2 2 1 2.1 1 1 1Church Gloria Dei Lutheran Church 400 3 3 2 1 2 2 2 3 2 2.2 1 1 1Church Assisi Heights: Lourdes Chapel 350 1 3 1 1 3 2 1 4 2 2.1 1 1School/Uni. Rochester Community+Technical College Hill Theatre 325 7 2 3 3 3 2 2 2 3 2.5 1 1 1 1 1 1 1 1 1Church Good Shepherd Lutheran Church 300 2 3 1 1 2 2 2 3 2 2.0 1 1 1Performance Rochester Civic Theatre Main Stage 299 9 3 4 3 4 3 2 3 3 3.2 1 1 1 1 1 1 1 1 1 1 1Other Mayo Clinic: Geffen Auditorium 230 3 3 2 2 2 3 2 2 1 2.2 1 1 1Church Autumn Ridge Church: Timothy Chapel 200 5 3 4 2 2 2 2 4 2 2.8 1 1 1 1 1 1Performance Rochester Civic Theatre Black Box (opening 2017) 200 5 4 4 3 4 3 2 2 3 3.3 1 1 1 1 1 1School/Uni. STEM Academy: Auditorium 200 2 3 2 1 2 2 2 2 2 2.1 1 1 1Other Rochester Public Library Auditorium 125 6 3 2 1 1 2 1 2 2 1.9 1 1 1 1 1 1 1 1Other Kathy's Pub 100 2 2 2 1 1 2 1 2 1 1.6 1 1Other Rochester Elks Lodge #1091 100 2 2 1 1 1 2 1 2 1 1.4 1 1 1Performance Rochester Repertory Theatre 100 2 2 3 3 2 2 3 2 3 2.5 1 1
0% 0% 5% 41% 23% 9% 14% 0% 23% 5% 0% 36% 5% 59% 77% 9% 0% 82% 0% 41% 77% 18%
Performance Chatfield Center for the Arts: Potter Auditorium** 700 6 3 3 3 3 3 3 3 3 3.0 1 1 1 1 1 1 1Performance Austin Paramount Theatre* 620 7 2 2 2 2 3 2 4 2 2.3 1 1 1 1 1 1 1 1 1Performance Sheldon Theatre, Red Wing* 468 10 3 3 3 3 4 2 4 3 3.1 1 1 1 1 1 1 1 1 1 1 1 1Performance Zumbrota State Theatre 275 8 2 3 3 2 3 2 3 3 2.6 1 1 1 1 1 1 1 1 1Performance Commonweal Theatre* 200 5 3 3 2 3 3 2 3 2 2.7 1 1 1 1 1Performance Mantorville Theatre Company at the Historic Opera House 150 2 2 2 2 2 2 2 3 2 2.1 1 1 1Other Oak Center General Store* 150 3 2 2 2 3 3 1 3 3 2.3 1 1 1Performance St. Mane Theatre* 126 7 3 3 3 3 2 3 3 3 2.9 1 1 1 1 1 1 1 1*These facilities are located approx. 30-35 mi. away from the Chateau Theatre 0% 0% 50% 88% 63% 63% 38% 0% 50% 25% 0% 25% 0% 50% 50% 13% 0% 75% 0% 25% 75% 13%
** After current renovation is completed 0% 0% 17% 55% 34% 24% 20% 0% 31% 10% 0% 35% 3% 59% 73% 10% 0% 83% 0% 38% 79% 17%
Reg
iona
l Fac
iliti
es
Total
Facility Rating Presenting Activity Rental ActivityProducing Activity
Roc
hest
er F
acili
ties
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Rochester, MN Performance Facility InventoryIndoor facilities with capacities up to 1,200 seats within 30 miles of the Chateau Theatre
Type Facility Cap. Even
t Typ
es S
uppo
rted
Faci
lity
Cond
itio
n
Staf
f and
Sup
port
Thea
tric
al F
unct
iona
lity
Acou
stic
s
Cust
omer
Am
enit
ies
Use
r Am
enit
ies
Atm
osph
ere/
Char
acte
r
Suit
abili
ty fo
r Use
rs
Rat
ing
Church Autumn Ridge Church: Sanctuary 1,188 9 4 4 2 3 3 2 3 3 3.2Performance Mayo Civic Center: Presentation Hall 1,113 5 3 4 3 3 3 2 2 2 2.9Church Bethel Lutheran Church 1,000 3 3 3 2 3 2 2 3 2 2.6School/Uni. John Marshall High School Auditorium 750 3 3 3 2 2 2 2 2 2 2.4School/Uni. Century High School Auditorium 625 3 3 2 3 3 2 2 2 2 2.4School/Uni. Mayo High School Smith Auditorium 600 3 3 2 3 3 2 2 2 2 2.4School/Uni. Lourdes High School Auditorium 598 5 4 3 3 3 1 2 4 3 3.0Other Wicked Moose Bar & Grill 500 3 3 2 2 2 3 2 2 3 2.4Other Mayo Clinic: Phillips Auditorium 425 3 3 2 1 2 3 2 2 1 2.1Church Gloria Dei Lutheran Church 400 3 3 2 1 2 2 2 3 2 2.2Church Assisi Heights: Lourdes Chapel 350 1 3 1 1 3 2 1 4 2 2.1School/Uni. Rochester Community+Technical College Hill Theatre 325 7 2 3 3 3 2 2 2 3 2.5Church Good Shepherd Lutheran Church 300 2 3 1 1 2 2 2 3 2 2.0Performance Rochester Civic Theatre Main Stage 299 9 3 4 3 4 3 2 3 3 3.2Other Mayo Clinic: Geffen Auditorium 230 3 3 2 2 2 3 2 2 1 2.2Church Autumn Ridge Church: Timothy Chapel 200 5 3 4 2 2 2 2 4 2 2.8Performance Rochester Civic Theatre Black Box (opening 2017) 200 5 4 4 3 4 3 2 2 3 3.3School/Uni. STEM Academy: Auditorium 200 2 3 2 1 2 2 2 2 2 2.1Other Rochester Public Library Auditorium 125 6 3 2 1 1 2 1 2 2 1.9Other Kathy's Pub 100 2 2 2 1 1 2 1 2 1 1.6Other Rochester Elks Lodge #1091 100 2 2 1 1 1 2 1 2 1 1.4Performance Rochester Repertory Theatre 100 2 2 3 3 2 2 3 2 3 2.5
Performance Chatfield Center for the Arts: Potter Auditorium** 700 6 3 3 3 3 3 3 3 3 3.0Performance Austin Paramount Theatre* 620 7 2 2 2 2 3 2 4 2 2.3Performance Sheldon Theatre, Red Wing* 468 10 3 3 3 3 4 2 4 3 3.1Performance Zumbrota State Theatre 275 8 2 3 3 2 3 2 3 3 2.6Performance Commonweal Theatre* 200 5 3 3 2 3 3 2 3 2 2.7Performance Mantorville Theatre Company at the Historic Opera House 150 2 2 2 2 2 2 2 3 2 2.1Other Oak Center General Store* 150 3 2 2 2 3 3 1 3 3 2.3Performance St. Mane Theatre* 126 7 3 3 3 3 2 3 3 3 2.9*These facilities are located approx. 30-35 mi. away from the Chateau Theatre** After current renovation is completed
Reg
iona
l Fac
iliti
es
Total
Facility Rating
Roc
hest
er F
acili
ties
Flex
ible
Sea
ting
Kit
chen
Fac
iliti
es
Reh
ears
al/P
rogr
am S
pace
Size
able
Win
gspa
ce
Orc
hest
ra P
it
Full
Fly
Tow
er
Alco
hol P
erm
it
Ded
icat
ed P
arki
ng
Café
/Res
taur
ant
Ligh
ting
Equ
ipm
ent
Soun
d Eq
uipm
ent
Film
/Pro
ject
ion
Equi
pmen
t
Tick
etin
g Se
rvic
es
Not
Ava
ilabl
e
Low
Med
ium
Hig
h
1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 1 11 1 1 1 11 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 11 1 1 1 1 1
1 1 1 1 1 11 1 1 1
1 1 1 1 1 1 1 11 1 1 1 1 1 1
1 1 1 1 1 1 1 1 11 1 1 1 1 1 11 1 1 1 1 1
1 1 1 1 1 1 1 1 11 1 1 1 1 1
1 1 1 11 1 1 1 1 11 1 1 1 1 1 1
1 1 1 1 1 1 1 123% 77% 77% 27% 23% 5% 23% 91% 9% 77% 91% 73% 36% 27% 45% 27% 0%
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 11 1 1 1 1 1 1
1 1 1 1 1 1 11 1 1 1 1
1 1 1 1 1 11 1 1 1 1 1 1
13% 38% 38% 38% 25% 13% 75% 13% 0% 100% 100% 63% 88% 13% 63% 25% 0%
21% 69% 69% 31% 24% 7% 37% 73% 7% 86% 96% 72% 51% 24% 52% 28% 0%
Availability AmenitiesFacility Features
Page 44 Existing facilities: Rochester performance
facility inventory
building creativity
Webb Management Services Inc. Page 45
Existing facilities:
Rochester
performance
facility inventory
building creativity
Webb Management Services Inc. Page 46
Existing facilities:
Rochester
performance
facility inventory
building creativity
Webb Management Services Inc. Page 47
Existing facilities: Rochester performance
facility inventory Programming + Activity
✲ Music and lectures are the most commonly presented activities in local facilities—nine local facilities present music and eight present
lectures. Music also dominates presenting activity regionally, where it is presented at seven of the eight inventoried facilities.
✲ In Rochester, there is limited presenting of dance, theatre, film, family, comedy, and cultural programming. Regionally, half of all facilities
present dance and 63 percent present theatre and film. None, however, present culturally-specific programs.
✲ Nearly 60 percent of all facilities inventoried are used for producing performing arts and 73 percent are used for producing academic or
educational programs.
✲ Locally and regionally, rental activity is high: 82 percent of local facilities and 75 percent of regional facilities are rented by cultural
organizations, and 77 percent of local facilities and 78 percent of regional facilities are rented for private events.
0
2
4
6
8
10
Broadway
Off-Bro
adway
Dance
Music
Theatre
Film
Headliner/P
opular Music
Opera
Family
Comedy
Spoken Word
Lecture
s
Cultura
l
Rochester Performance Facilities Local vs. Regional Presenting Activity
Local
Regional
0
2
4
6
8
10
12
14
16
18
Performing Arts Academic/Educational Festivals Cultural
Rochester Performance Facilities Local vs. Regional Producing Activity
Local
Regional
building creativity
Webb Management Services Inc. Page 48
Facility Features + Amenities
✲ The majority of local facilities (69 percent) have kitchen facilities and/or rehearsal/program space. Considerably fewer,
however, have such features as flexible seating, sizeable wingspace, an orchestra pit, or fly space. Regionally, very few
facilities have such features.
✲ Local facilities tend to be well-equipped: 20 of the 22 inventoried facilities (91 percent) have sound equipment, 17 of the 22 (77
percent) have lighting equipment, and 16 of the 22 (73 percent) have film/projection equipment.
✲ Only five local facilities have an alcohol permit and only two have a café or restaurant.
✲ Regionally, all of the facilities inventoried have lighting and sound equipment, many have film/projection equipment (63
percent), all but one offers ticketing services, and more than half can serve alcohol.
Existing facilities: Rochester performance
facility inventory
0
2
4
6
8
10
12
14
16
18
Flexible Seating
Kitchen Facilit
ies
Rehearsal/Pro
gram Space
Sizeable Wingspace
Orchestra Pit
Fly Space
Rochester Performance Facilities Local vs. Regional Facility Features
Local
Regional
0
2
4
6
8
10
12
14
16
18
20
Alcohol Perm
it
Dedicated Park
ing
Café/R
estaura
nt
Lighting Equipment
Sound Equipment
Film/P
rojectio
n Equipment
Ticketing Servi
ces
Rochester Performance Facilities Local vs. Regional Facility Amenities
Local
Regional
building creativity
Webb Management Services Inc. Page 49
✲ In the following slides,
we will compare the
quality (y-axis) and
capacity (x-axis) of each
inventoried facility.
✲ The size of each circle
represents the number of
activities supported by
the venue.
✲ We begin by focusing on
performance facilities in
Rochester.
✲ The majority of facilities
have capacities between
100 and 400 seats and
medium quality ratings.
✲ Quite a few facilities
support multiple event
types, while some only
support a few.
Existing facilities: Rochester performance
facility inventory
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities Capacity vs. Rating
Rochester Facilities
capacity
qu
ali
ty
RCT RCT
ARC
RCT=Roch. Civic Theatre
LH=Lourdes High School
PH=Presentation Hall
ARC=Autumn Ridge
Church
LH PH
building creativity
Webb Management Services Inc. Page 50
✲ Here we have added the
regional facilities to the
mix.
✲ There are far fewer
regional facilities than
there are local facilities.
✲ Similar to the local
facilities, however,
regional facilities tend to
be smaller in size and
have medium quality
ratings.
Existing facilities: Rochester performance
facility inventory
WU CA
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities Capacity vs. Rating
Rochester Facilities
Regional Facilities
capacity
qu
ali
ty
RCT RCT
ARC
RCT=Roch. Civic Theatre
LH=Lourdes High School
ST=Sheldon Theatre
PA=Potter
Auditorium PH=Presentation
Hall
ARC=Autumn Ridge Church
ST PA LH
PH
building creativity
Webb Management Services Inc. Page 51
✲ Next, we will consider
the inventoried facilities
based on their type.
✲ In total, 11 performance
facilities were
inventoried. Seven of
these have capacities
between 100 and 300
seats.
✲ The highest rated
facilities are the
Rochester Civic Theatre’s
Main Stage and Black
Box, which will open next
year, and the Sheldon
Theatre in Red Wing.
✲ Mayo Civic Center’s
Presentation Hall is the
largest performance
space in the inventory
with 1,113 seats.
Existing facilities: Rochester performance
facility inventory
RH BB
BM
CT
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities by Type
Performance
capacity
qu
ali
ty
RCT RCT
ST PA
RCT=Roch. Civic Theatre
ST=Sheldon Theatre
PA=Potter Auditorium
PH=Presentation
Hall
PH
building creativity
Webb Management Services Inc.
RH BB
BM
WU CA
Page 52
✲ We then add School/
University facilities to the
matrix.
✲ Six school/university
facilities were included in
the inventory: five are high
school facilities and one
belongs to Rochester
Community + Technical
College.
✲ Most of these facilities are
larger in capacity than the
performance spaces, but,
with the exception of
Lourdes High School, are
lower in quality.
✲ The biggest challenge with
school and university
facilities, however, is that
their own internal
programming takes
precedent, meaning limited
availability for outside users
and the threat of cancelled
bookings in order to
accommodate a school
program.
Existing facilities: Rochester performance
facility inventory
CT
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities by Type
Performance
School/Uni.
capacity
qu
ali
ty
RCT RCT
ST PA
RCT=Roch. Civic Theatre
ST=Sheldon Theatre
LH=Lourdes High School
PA=Potter
Auditorium PA=Potter
Auditorium
LH PH
building creativity
Webb Management Services Inc. Page 53
✲ Lastly, we add Church
and ‘Other’ facilities to
the matrix.
✲ Other facilities include
local bars and
restaurants that host
musicians, the Rochester
Public Library
Auditorium, and Mayo
Clinic’s Phillips
Auditorium and Geffen
Auditorium.
✲ With the exception of
Autumn Ridge Church’s
Sanctuary and Timothy
Chapel, all of these
facilities tend to be low in
capacity and quality.
Existing facilities: Rochester performance
facility inventory
CA
RH BB
BM
WU
CT
CA
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities by Type
Performance
School/Uni.
Church
Other
PA
capacity
qu
ali
ty
RCT RCT
ST
RCT=Roch. Civic Theatre
ST=Sheldon Theatre
LH=Lourdes High School
PA=Potter
Auditorium PH=Presentation
Hall
ARC=Autumn Ridge Church
LH
ARC
ARC PH
building creativity
Webb Management Services Inc. Page 54
✲ Finally, this last matrix
considers the availability
of each space. For this
exercise, availability is
based on the ease with
which an outside user
can book a space on a
prime day of the week
(Thursday thru Saturday
evening).
✲ The availability of a
space is determined
through conversations
with facility managers or
users, or through online
research.
✲ Of the spaces
inventoried, 22 of the 30
have no or low
availability.
✲ Eight have medium
availability, and none
have high availability.
Existing facilities: Rochester performance
facility inventory
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities by Availability
Not Available
Low
Medium
capacity
qu
ali
ty
RCT RCT
ST LH
ARC
ARC
PA
RCT=Roch. Civic Theatre
ST=Sheldon Theatre
LH=Lourdes High School
PA=Potter
Auditorium PH=Presentation
Hall
ARC=Autumn Ridge Church
PH
building creativity
Webb Management Services Inc. Page 55
✲ All of this research
indicates an opportunity
for a high-quality
performance facility.
✲ In particular, there is a
significant gap for a high
quality performance
space in the 600+
capacity range.
✲ This gap is amplified by
the fact that most of the
facilities inventoried have
no or low availability.
Existing facilities: Rochester performance
facility inventory
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
0 200 400 600 800 1,000 1,200
Rochester Performance Facilities Capacity vs. Rating
Rochester Facilities
Regional Facilities
capacity
qu
ali
ty
RCT RCT
ST LH
ARC
ARC
PA
RCT=Roch. Civic Theatre
ST=Sheldon Theatre
LH=Lourdes High School
PA=Potter
Auditorium PH=Presentation
Hall
ARC=Autumn Ridge Church
PH
building creativity
Webb Management Services Inc. Page 56
Existing facilities: Rochester film facility
inventory
Methodology: Film Facilities Inventory
✲ This inventory considers the physical features and types of films presented in 10 local and regional film facilities.
✲ The inventory includes a mix of commercial and non-commercial film facilities. They range in capacity from 125 to
700 seats.
✲ Some of the facilities included in the inventory carry over from the Performing Arts Facility Inventory.
✲ Seven of these facilities are located within a 30-mile radius of the Chateau; three are located within 35 miles.
✲ These facilities have also been rated, but only by five variables. They include:
✲ Facility condition,
✲ Cinematic functionality,
✲ Staff and support,
✲ Customer amenities, and
✲ Atmosphere/character.
✲ Variables are rated on a scale of 1 to 4, with the higher score being better. The ‘facility condition’ and ‘cinematic
functionality’ categories carry the most weight.
building creativity
Webb Management Services Inc. Page 57
Existing facilities: Rochester film facility
inventory
Rochester, MN Film Facility InventoryFacilities presenting film within 30 miles of the Chateau Theatre
Type FacilityTotal Cap. #
of T
ypes
of A
ctiv
ity
Faci
lity
Cond
itio
n
Cine
mat
ic F
unct
iona
lity
Staf
f and
Sup
port
Cust
omer
Am
enit
ies
Atm
osph
ere/
Char
acte
r
Rat
ing
Com
mer
cial
Clas
sic
Inde
pend
ent
Fam
ily
Fore
ign
Loca
l/R
egio
nal
Fest
ival
/Ser
ies
Gue
st S
peak
er/Q
&A
Cult
ural
Org
aniz
atio
ns
Scho
ol/C
olle
ge
Priv
ate
Even
ts
Fixe
d Se
atin
g
Mul
tipl
e Sc
reen
s
Soun
d Sy
stem
Alco
hol P
erm
it
Food
Ser
vice
/Con
cess
ions
Assi
stiv
e Li
sten
ing
Dev
ices
Ded
icat
ed P
arki
ng
Performance Chatfield Center for the Arts: Potter Auditorium** 700 4 3 3 3 3 3 3.0 1 1 1 1 1 1 1 1
Performance Austin Paramount Theatre* 620 3 2 3 2 3 4 2.7 1 1 1 1 1 1 1 1 1
Performance Sheldon Theatre, Red Wing* 468 7 3 3 3 4 4 3.3 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Cinema Wehrenberg Theatres Rochester Galaxy 14 400 6 3 4 3 3 2 3.3 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Performance Rochester Community+Technical College Hill Theatre 325 3 2 3 3 2 2 2.5 1 1 1 1 1 1 1 1
Cinema Cinemagic Hollywood 12 310 3 2 4 3 3 2 3.0 1 1 1 1 1 1 1 1 1
Performance Zumbrota State Theatre 275 4 2 3 3 3 3 2.8 1 1 1 1 1 1 1 1 1
Performance St. Mane Theatre* 126 5 3 3 3 2 3 2.9 1 1 1 1 1 1 1 1
Cinema Paragon Chateau 14 125 3 3 4 3 4 2 3.4 1 1 1 1 1 1 1 1 1 1 1
Other Rochester Public Library Auditorium 125 6 3 2 2 2 2 2.3 1 1 1 1 1 1 1 1 1
*These facilities are located approx. 30-35 mi. away from the Chateau Theatre 30% 20% 60% 70% 50% 20% 70% 20% 70% 70% 90% 90% 30% 90% 60% 70% 20% 60%
** After current renovation is completed
Facility Rating Presenting Activity Rental Activity Features Amenities
building creativity
Webb Management Services Inc. Page 58
Existing
facilities:
Rochester
film facility
building creativity
Webb Management Services Inc. Page 59
Existing facilities: Rochester film facility
inventory
Presenting Activity and Features + Amenities
✲ Seven of the inventoried facilities present family films and six present independent films.
✲ Only two facilities present films by local or regional filmmakers.
✲ Seven facilities present a film festival or series.
✲ Nearly all inventoried facilities have fixed seating and sound systems.
✲ Six facilities serve alcohol and seven have food service/concessions.
✲ Only two facilities have assisted listening devices.
0
2
4
6
8
10
Commercial
Classic
Independent
Family
Foreign
Local/Regional
Festival/S
eries
Guest Speaker/Q
&A
Monroe Film Facility Inventory: Presenting Activity
0
2
4
6
8
10
Fixed Seating
Multiple Scre
ens
Sound System
Alochol Perm
it
Food Service/C
oncessions
Assisted Liste
ning Devices
Dedicated Park
ing
Monroe Film Facility Inventory: Features + Amenities
building creativity
Webb Management Services Inc. Page 60
Existing facilities: Rochester film facility
inventory
✲ Looking at the matrix for
film facilities, we can see
that most have quality
ratings between 2.0 and
3.0.
✲ Two of the facilities with
the highest ratings are
commercial cinemas.
Both of these facilities
are located outside of
downtown Rochester.
✲ Similarly, Sheldon
Theatre, the third higher-
quality facility, is located
beyond the Chateau
Theatre’s 30-mile radius.
✲ This indicates a gap for a
high quality facility in
downtown Rochester.
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
50 150 250 350 450 550 650 750
Rochester Film Facility Inventory Capacity vs. Rating, by Type
Performance
Cinema
Other
capacity
qu
ali
ty
PC=Paragon Chateau
WT=Wehrenberg Theatres
ST=Sheldon Theatre
PC
WT ST
building creativity
Webb Management Services Inc. Page 61
Methodology: Meeting + Event Facilities Inventory
✲ This inventory looks specifically at the features and amenities of meeting and event facilities in Rochester.
✲ The inventory includes 52 facilities with theater-seating capacities between 100 and 1,000 seats.
✲ Of the facilities inventoried, 33 are event spaces (primarily Mayo Civic Center), 13 are hotel spaces, and six are categorized
as ‘other’ (125 Live, Assisi Heights Spirituality Center, Rochester Art Center: Mayo Clinic Grand Lobby + Wells Fargo Atrium,
Rochester Public Library: Auditorium, Quarry Hill Nature Center: Savanna Room, and Wicked Moose Bar + Grill).
Existing facilities: Rochester meeting + events
inventory
Rochester, MN Meeting + Event Facility InventoryLocal facilities with theater-seating capacities between 100 and 1,000 seatsLocal facilities with theater-seating capacities between 100 and 1,000 seats
Type Facility
Event Mayo Civic Center: Exhibit Hall IV
Hotel Kahler Grand Hotel: Heritage Hall
Event Mayo Civic Center: Grand Ballroom III
Event Mayo Civic Center: Grand Ballroom II
Other Wicked Moose Bar & Grill: Venue
Other Rochester Art Center: Mayo Clinic Grand Lobby + Wells Fargo Atrium
Event Mayo Civic Center: Exhibit Hall I
Event Mayo Civic Center: Exhibit Hall III
Event Rochester Golf + Country Club: Winged Foot Ballroom*
Event Mayowood Stone Barn: Barn
Event Zumbro 2228 Eagles Club*
Event Mayo Civic Center: Meeting Room 101
Event Mayo Civic Center: Meeting Room 106
Hotel Rochester Marriott Mayo Clinic Area: Ballroom I
Event Mayo Civic Center: Meeting Room 102
Event Mayo Civic Center: Meeting Room 103
Event Mayo Civic Center: Meeting Room 104
Event Mayo Civic Center: Meeting Room 105
Hotel Wyndham Garden Rochester: Pavilion Ballroom*
Event Blue Moon Ballroom
Hotel Holiday Inn Rochester Downtown: Plaza Room
Event Mayo Civic Center: Exhibit Hall II
Hotel Kahler Grand Hotel: Windsor Hall
Hotel Kahler Apache Hotel: Royale A
Other 125 LIVE (under construction)*
Hotel Kahler Apache Hotel: Grand A
Other Assisi Heights Spirituality Center
Hotel Kahler Apache Hotel: Royale B
Event Mayo Civic Center: Meeting Room 107
Event Mayo Civic Center: Meeting Room 108
Event Mayo Civic Center: Meeting Room 109
Event Mayo Civic Center: Meeting Room 110
Event Mayo Civic Center: Meeting Room 111
Event Mayo Civic Center: Meeting Room 112
Event Mayo Civic Center: Meeting Room 113
Event Mayo Civic Center: Meeting Room 114
Event American Legion Post 92*
Event Mayo Civic Center: Riverview Suite C
Hotel Rochester Marriott Mayo Clinic Area: Ballroom II
Event Willow Creek Golf Course: Willow Room
Event Mayo Civic Center: Riverview Suite D
Hotel Kahler Apache Hotel: Grand C
Other Rochester Public Library: Auditorium
Hotel Kahler Grand Hotel: Elizabethan Grand Ballroom
Event Wood Lake Meeting Center: Oak Room
Event Mayo Civic Center: Legion Suite
Event Mayo Civic Center: Riverview Suite B
Event Rochester Elks Lodge 1091
Other Quarry Hill Nature Center: Savanna Room
Event Studio324
Hotel Kahler Apache Hotel: Grand B
Hotel Kahler Grand Hotel: Rgency Room*Some capacity estimations made
Thea
ter
Ban
quet
Rec
epti
on
1,000 960 -
1,000 540 800
968 420 -
936 420 -
400 500 800
400 240 500
350 220 -
350 220 -
300 300 400
300 300 300
300 250 350
256 120 -
256 120 -
255 190 300
252 120 -
252 120 -
252 120 -
252 120 -
250 250 275
250 250 250
250 250 250
250 160 -
225 280 300
225 144 -
200 215 215
200 160 -
200 150 200
200 120 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
175 175 250
160 100 -
155 110 150
150 300 350
150 100 -
150 96 -
125 - 125
125 150 200
125 78 -
110 90 -
110 60 -
100 100 100
100 100 100
100 80 106
100 56 -
100 55 75Capacities
Uni
que/
His
tori
c Ve
nue
Oth
er E
vent
/Mee
ting
Roo
ms
Soun
d Eq
uipm
ent
Ligh
ting
Equ
ipm
ent
Proj
ecti
on E
quip
men
t
Equi
pmen
t for
Ren
t
Free
Wir
eles
s/In
tern
et
On-
site
Cat
erin
g
Pref
erre
d Ca
tere
rs L
ist
Out
side
Cat
erin
g Al
low
ed
Full
Cate
ring
Kit
chen
War
min
g K
itch
en
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
17% 88% 96% 83% 94% 87% 85% 87% 54% 10% 88% 8%
building creativity
Webb Management Services Inc. Page 62
Rochester, MN Meeting + Event Facility InventoryLocal facilities with theater-seating capacities between 100 and 1,000 seatsLocal facilities with theater-seating capacities between 100 and 1,000 seats
Type Facility
Event Mayo Civic Center: Exhibit Hall IV
Hotel Kahler Grand Hotel: Heritage Hall
Event Mayo Civic Center: Grand Ballroom III
Event Mayo Civic Center: Grand Ballroom II
Other Wicked Moose Bar & Grill: Venue
Other Rochester Art Center: Mayo Clinic Grand Lobby + Wells Fargo Atrium
Event Mayo Civic Center: Exhibit Hall I
Event Mayo Civic Center: Exhibit Hall III
Event Rochester Golf + Country Club: Winged Foot Ballroom*
Event Mayowood Stone Barn: Barn
Event Zumbro 2228 Eagles Club*
Event Mayo Civic Center: Meeting Room 101
Event Mayo Civic Center: Meeting Room 106
Hotel Rochester Marriott Mayo Clinic Area: Ballroom I
Event Mayo Civic Center: Meeting Room 102
Event Mayo Civic Center: Meeting Room 103
Event Mayo Civic Center: Meeting Room 104
Event Mayo Civic Center: Meeting Room 105
Hotel Wyndham Garden Rochester: Pavilion Ballroom*
Event Blue Moon Ballroom
Hotel Holiday Inn Rochester Downtown: Plaza Room
Event Mayo Civic Center: Exhibit Hall II
Hotel Kahler Grand Hotel: Windsor Hall
Hotel Kahler Apache Hotel: Royale A
Other 125 LIVE (under construction)*
Hotel Kahler Apache Hotel: Grand A
Other Assisi Heights Spirituality Center
Hotel Kahler Apache Hotel: Royale B
Event Mayo Civic Center: Meeting Room 107
Event Mayo Civic Center: Meeting Room 108
Event Mayo Civic Center: Meeting Room 109
Event Mayo Civic Center: Meeting Room 110
Event Mayo Civic Center: Meeting Room 111
Event Mayo Civic Center: Meeting Room 112
Event Mayo Civic Center: Meeting Room 113
Event Mayo Civic Center: Meeting Room 114
Event American Legion Post 92*
Event Mayo Civic Center: Riverview Suite C
Hotel Rochester Marriott Mayo Clinic Area: Ballroom II
Event Willow Creek Golf Course: Willow Room
Event Mayo Civic Center: Riverview Suite D
Hotel Kahler Apache Hotel: Grand C
Other Rochester Public Library: Auditorium
Hotel Kahler Grand Hotel: Elizabethan Grand Ballroom
Event Wood Lake Meeting Center: Oak Room
Event Mayo Civic Center: Legion Suite
Event Mayo Civic Center: Riverview Suite B
Event Rochester Elks Lodge 1091
Other Quarry Hill Nature Center: Savanna Room
Event Studio324
Hotel Kahler Apache Hotel: Grand B
Hotel Kahler Grand Hotel: Rgency Room*Some capacity estimations made
Thea
ter
Ban
quet
Rec
epti
on
1,000 960 -
1,000 540 800
968 420 -
936 420 -
400 500 800
400 240 500
350 220 -
350 220 -
300 300 400
300 300 300
300 250 350
256 120 -
256 120 -
255 190 300
252 120 -
252 120 -
252 120 -
252 120 -
250 250 275
250 250 250
250 250 250
250 160 -
225 280 300
225 144 -
200 215 215
200 160 -
200 150 200
200 120 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
175 175 250
160 100 -
155 110 150
150 300 350
150 100 -
150 96 -
125 - 125
125 150 200
125 78 -
110 90 -
110 60 -
100 100 100
100 100 100
100 80 106
100 56 -
100 55 75Capacities
Uni
que/
His
tori
c Ve
nue
Oth
er E
vent
/Mee
ting
Roo
ms
Soun
d Eq
uipm
ent
Ligh
ting
Equ
ipm
ent
Proj
ecti
on E
quip
men
t
Equi
pmen
t for
Ren
t
Free
Wir
eles
s/In
tern
et
On-
site
Cat
erin
g
Pref
erre
d Ca
tere
rs L
ist
Out
side
Cat
erin
g Al
low
ed
Full
Cate
ring
Kit
chen
War
min
g K
itch
en
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
17% 88% 96% 83% 94% 87% 85% 87% 54% 10% 88% 8%
Rochester, MN Meeting + Event Facility InventoryLocal facilities with theater-seating capacities between 100 and 1,000 seatsLocal facilities with theater-seating capacities between 100 and 1,000 seats
Type Facility
Event Mayo Civic Center: Exhibit Hall IV
Hotel Kahler Grand Hotel: Heritage Hall
Event Mayo Civic Center: Grand Ballroom III
Event Mayo Civic Center: Grand Ballroom II
Other Wicked Moose Bar & Grill: Venue
Other Rochester Art Center: Mayo Clinic Grand Lobby + Wells Fargo Atrium
Event Mayo Civic Center: Exhibit Hall I
Event Mayo Civic Center: Exhibit Hall III
Event Rochester Golf + Country Club: Winged Foot Ballroom*
Event Mayowood Stone Barn: Barn
Event Zumbro 2228 Eagles Club*
Event Mayo Civic Center: Meeting Room 101
Event Mayo Civic Center: Meeting Room 106
Hotel Rochester Marriott Mayo Clinic Area: Ballroom I
Event Mayo Civic Center: Meeting Room 102
Event Mayo Civic Center: Meeting Room 103
Event Mayo Civic Center: Meeting Room 104
Event Mayo Civic Center: Meeting Room 105
Hotel Wyndham Garden Rochester: Pavilion Ballroom*
Event Blue Moon Ballroom
Hotel Holiday Inn Rochester Downtown: Plaza Room
Event Mayo Civic Center: Exhibit Hall II
Hotel Kahler Grand Hotel: Windsor Hall
Hotel Kahler Apache Hotel: Royale A
Other 125 LIVE (under construction)*
Hotel Kahler Apache Hotel: Grand A
Other Assisi Heights Spirituality Center
Hotel Kahler Apache Hotel: Royale B
Event Mayo Civic Center: Meeting Room 107
Event Mayo Civic Center: Meeting Room 108
Event Mayo Civic Center: Meeting Room 109
Event Mayo Civic Center: Meeting Room 110
Event Mayo Civic Center: Meeting Room 111
Event Mayo Civic Center: Meeting Room 112
Event Mayo Civic Center: Meeting Room 113
Event Mayo Civic Center: Meeting Room 114
Event American Legion Post 92*
Event Mayo Civic Center: Riverview Suite C
Hotel Rochester Marriott Mayo Clinic Area: Ballroom II
Event Willow Creek Golf Course: Willow Room
Event Mayo Civic Center: Riverview Suite D
Hotel Kahler Apache Hotel: Grand C
Other Rochester Public Library: Auditorium
Hotel Kahler Grand Hotel: Elizabethan Grand Ballroom
Event Wood Lake Meeting Center: Oak Room
Event Mayo Civic Center: Legion Suite
Event Mayo Civic Center: Riverview Suite B
Event Rochester Elks Lodge 1091
Other Quarry Hill Nature Center: Savanna Room
Event Studio324
Hotel Kahler Apache Hotel: Grand B
Hotel Kahler Grand Hotel: Rgency Room*Some capacity estimations made
Thea
ter
Ban
quet
Rec
epti
on
1,000 960 -
1,000 540 800
968 420 -
936 420 -
400 500 800
400 240 500
350 220 -
350 220 -
300 300 400
300 300 300
300 250 350
256 120 -
256 120 -
255 190 300
252 120 -
252 120 -
252 120 -
252 120 -
250 250 275
250 250 250
250 250 250
250 160 -
225 280 300
225 144 -
200 215 215
200 160 -
200 150 200
200 120 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
184 90 -
175 175 250
160 100 -
155 110 150
150 300 350
150 100 -
150 96 -
125 - 125
125 150 200
125 78 -
110 90 -
110 60 -
100 100 100
100 100 100
100 80 106
100 56 -
100 55 75Capacities
Uni
que/
His
tori
c Ve
nue
Oth
er E
vent
/Mee
ting
Roo
ms
Soun
d Eq
uipm
ent
Ligh
ting
Equ
ipm
ent
Proj
ecti
on E
quip
men
t
Equi
pmen
t for
Ren
t
Free
Wir
eles
s/In
tern
et
On-
site
Cat
erin
g
Pref
erre
d Ca
tere
rs L
ist
Out
side
Cat
erin
g Al
low
ed
Full
Cate
ring
Kit
chen
War
min
g K
itch
en
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1
1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
17% 88% 96% 83% 94% 87% 85% 87% 54% 10% 88% 8%
Existing facilities:
Rochester meeting
and events
inventory
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Webb Management Services Inc. Page 63
Existing facilities:
Rochester meeting
and events
inventory
building creativity
Webb Management Services Inc. Page 64
✲ Looking specifically at capacity, the inventory indicates a significant gap for a meeting and event facility that
can accommodate between 400 and 936 people in a theater-style setting.
✲ There is also a gap for a facility that can accommodate between 540 and 960 people banquet-style.
Existing facilities: Rochester meeting + events
inventory
Rochester, MN Meeting + Event Facility InventoryLocal facilities with theater-seating capacities between 100 and 1,000 seatsLocal facilities with theater-seating capacities between 100 and 1,000 seats
Type Facility
Event Mayo Civic Center: Exhibit Hall IV
Hotel Kahler Grand Hotel: Heritage Hall
Event Mayo Civic Center: Grand Ballroom III
Event Mayo Civic Center: Grand Ballroom II
Other Wicked Moose Bar & Grill: Venue
Other Rochester Art Center: Mayo Clinic Grand Lobby + Wells Fargo Atrium
Event Mayo Civic Center: Exhibit Hall I
Event Mayo Civic Center: Exhibit Hall III
Event Rochester Golf + Country Club: Winged Foot Ballroom*
Event Mayowood Stone Barn: Barn
Event Zumbro 2228 Eagles Club*
Thea
ter
Ban
quet
Rec
epti
on
1,000 960 -
1,000 540 800
968 420 -
936 420 -
400 500 800
400 240 500
350 220 -
350 220 -
300 300 400
300 300 300
300 250 350
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Webb Management Services Inc. Page 65
✲ Of the facilities inventoried, nine
are unique and/or historic
venues. These include the
facilities at the Kahler Grand
Hotel, Rochester Art Center’s
Mayo Clinic Grand Lobby and
Wells Fargo Auditorium, Assisi
Heights Spirituality Center, and
Studio 324.
✲ Nearly all of the facilities have
sound equipment (96 percent)
and/or projection equipment (94
percent).
✲ Many have lighting equipment,
have equipment available for
rent, and offer free wireless/
internet.
✲ Forty-five facilities have on-site
catering and 28 have a preferred
caterers list. Only five allow
outside caterers.
Existing facilities: Rochester meeting and
events inventory
0
10
20
30
40
50
Unique/Histo
ric Venue
Other E
vent/M
eeting Rooms
Sound Equipment
Lighting Equipment
Projectio
n Equipment
Equipment for R
ent
Free W
ireless/In
tern
et
On-site
Caterin
g
Prefe
rred Cate
rers List
Outside Caterin
g Allowed
Full Cate
ring Kitc
hen
Warming Kitc
hen
Meeting + Event Facility Attributes
building creativity
Webb Management Services Inc.
Existing facilities: conclusions
Page 66
Performance Facilities
✲ Opportunities exist for increased presented programming, particularly in disciplines such as dance, theatre, film, and comedy.
✲ There is considerable rental activity locally and regionally. Competition for affordable arts facilities in particular is very high.
✲ Most facilities in the inventory are not flexible and do not have features like orchestra pits or fly space. Many, however, are
well equipped.
✲ Facilities tend to be lower in quality with capacities that range from 100 to 400 seats, signifying a gap for a high-quality
facility, particularly in the 600+ capacity range.
Film Facilities
✲ There is an opportunity in the market for a downtown facility that presents film. This need was also addressed in the DMC
Development Plan Draft, which indicated that a particular opportunity might exist for an IMAX or experiential theater.
✲ Presenting opportunities for film exist in multiple genres, particularly classic and local/regional film.
✲ In addition, the community has a theater organ at its disposal, which could allow for other unique programming possibilities.
Meeting + Event Facilities
✲ There is a gap in the meeting and event facility inventory for a seated event space with a capacity between 400 and 900 seats
and banquet space with a capacity between 550 and 900 seats.
✲ More facilities could experiment with flexible catering policies. Anecdotal research, and our experience working in other
diverse communities, indicates that food is a critical part of the event experience in many cultures. Cultural groups like to be
able to hire their own caterers, have access to a kitchen on-site, and/or have the ability to bring food into events themselves.
building creativity
Webb Management Services Inc.
User demand
Page 67
building creativity
Webb Management Services Inc. Page 68
Overview
Over the course of this needs assessment, we gathered information on demand in Rochester for performance space.
This helps us to determine who needs space, what it is needed for, and how often it is needed.
Methodology
To complete this phase of the assessment, we worked with the City of Rochester to identify a number of community
groups and organizations that might have demand for space. Finally, having asked all parties to estimate the number of
times they might use the rehabilitated Chateau Theatre throughout the year for performances, rehearsals, meetings,
and/or events, we created a chart that quantifies demand for the building.
User demand: introduction
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Webb Management Services Inc. Page 69
User demand: summary
Rehearsal/Tech
Performances Other TotalCapacity:
HighCapacity:
LowCapacity: Median
Honors Choirs of Southeast Minnesota 3 3 - 6 - - 1,200Cambodian Cultural Community - - 12 12 - - 750
Mayo Clinic: Lavins Center for Humanities in Medicine - 12 56 68 800 600 700
Rochester Convention + Visitors Bureau2 - - 48 48 800 600 700
Choral Arts Ensemble: Chamber Events 4 6 - 10 800 600 700Music Department 10 28 24 62 800 500 650
Rochester Concert Band + Choir 12 12 - 24 800 500 650
Mayo Clinic: Misc. (Meetings, Events, Retreats)1 50 - 130 180 - - 500
Rochester Civic Theatre 16 12 - 28 600 400 500Rochester Vidhyalaya - 5 - 5 600 400 500
University of Minnesota-Rochester - - 36 36 400 300 350Commonweal Theatre - 3 - 3 350 300 325
Rochester Public Library: Youth Services - - 40 40 - - 300
Diversity Council2 - - 8 8 - - 300
Swing Street2 - 3 - 3 - - 300Rochester International Film Group - - 19 19 - - 250
Great River Shakespeare Festival - 4 - 4 300 200 250Indian Cultural Community - - - 0 300 200 250
Rochester Public Library: Reader Services - 24 - 24 250 200 225Northland Words - 30 1 31 300 100 200
Rochester MN Writers: Author Lectures2 - - 4 4 - - 200Rochester Rep 24 20 - 44 200 100 150
Theater du Jour - 8 - 8 150 75 113Total Days of Use: 119 170 378 667 - - -
Footnotes:1Indicates desired standing capacity. 2Capacity estimations made.
Chateau Theatre User Demand
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Webb Management Services Inc. Page 70
✲ The demand chart indicates that there is considerable demand for space in Rochester on the part of 23 separate
entities.
✲ In total, potential users have demand for 667 days of use: 119 days for rehearsal/tech, 170 days for performances,
and 378 days for other activities.
✲ Mayo Clinic has the most demand at 180 days. This demand is primarily for meetings, events, and other Clinic
functions. There are, however, an additional 68 days of demand from the Clinic’s Lavins Center for Humanities in
Medicine, 12 of which are for performances.
✲ Other groups with significant demand include the Rochester Convention and Visitors Bureau, City of Rochester
Music Department, Rochester Rep, Rochester Public Library, University of Minnesota-Rochester, and Northland
Words.
✲ In addition to demand, our research also inquired about ideal seating capacity. The chart below quantifies that
demand, suggesting that:
✲ A facility with 500 to 700 seats has the most days of demand at 425 days of use.
✲ The greatest number of groups, however, have demand for a facility with a capacity of 200 to 350 seats.
User demand: summary
Chateau Theatre User Demand (23 Groups Total)Rehearsal/
TechPerformances Other Total
Less than 200 seats (2 groups) 24 28 0 52
200 to 350 seats (11 groups) 0 64 108 172500 to 700 seats (8 groups) 92 75 258 425
750+ seats (2 groups) 3 3 12 18
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Webb Management Services Inc. Page 71
✲ In addition to a large-capacity facility, local groups also have demand for small performance and teaching space.
✲ The chart below indicates 152 total days of use, although, based on anecdotal research, this is likely a conservative
estimate. Rochester Community Education, for example, could imagine eventually developing a weekly program,
thereby doubling its use of space.
✲ Rochester Vidhyalaya and Mayo Clinic’s Lavins Center for Humanities in Medicine have the most demand for small
performance and teaching space.
User demand: summary
Performances Teaching Total CapacityRochester Community Education - 24 24 50
Rochester MN Writers: Open Mic 12 - 12 50Rochester Vidhyalaya 56 56 112 45
Diversity Council: Poetry Slams 4 - 4 30
Mayo Clinic: Lavins Center for Humanities in Medicine1 - 110 110 15
Total Days of Use: 72 190 262 -Footnotes:1Capacity and use estimations made based on Humanities in Medicine Relocation Vision report.
User Demand: Small Performance + Classroom Space
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✲ City of Rochester Music Department: The Music Department provides the community with music and educational
programs. The Department is responsible for the Down by the Riverside concert series and Thursdays on First and
oversees the Rochester Concert Band and Choir. The ideal facility would have at least some flexibility and would
have proper in-house production systems.
✲ Mayo Clinic: With 34,000+ employees, and an average visitation of 5,700 outpatients a day, Mayo is a hub of activity
in Rochester. Anecdotal evidence indicates gathering space at the Clinic is in high demand for meetings, events,
departmental retreats, and a variety of other functions. In addition, research indicates that Mayo patients spend 70
percent of their time outside of the Clinic in the community. Anecdotal evidence echoed this research, as multiple
interviewees spoke about patient need for activities to do during the day in Rochester. Mayo is interested in a
facility that is multi-use and highly flexible with excellent tech and A/V capabilities.
✲ Lavins Center for Humanities in Medicine: The mission of Humanities in Medicine is to integrate arts and other
human culture in the environment at Mayo Clinic through programs that bring art experiences directly to patients.
These programs include bedside arts, music performances, theater and dance events, visual art exhibits, hands-on
workshops, and lectures. But, the Center’s biggest challenge in providing opportunities to Mayo patients, staff, and
students is space. The ideal facility would be a modular, transformable, and interactive space. It would include a
permanent gallery space for temporary art exhibits and classroom space for hands-on programs. Such facilities
would allow the Center to provide programming throughout the day and in the evenings.
✲ Rochester Convention + Visitors Bureau: The Rochester CVB promotes and sells Rochester as an overnight
destination. It has need for an off-site venue for various Convention Center attractions, particularly convention
events interested in a unique venue for an event.
User demand: primary users + potential
partners
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Webb Management Services Inc. Page 73
✲ Rochester Public Library: Rochester Public Library is incredibly busy, providing programs to youth, teens, and
adults. Weekly, Reader Services alone hosts 40 different events. The Library, however, is short on space: not only do
library departments come up against one another for facilities, but they compete with community groups looking
for affordable meeting space as well. The ideal facility for would have a flexible floor, excellent sound and A/V, and
high-speed internet. The Library would have regular need for space both throughout the day and in the evenings.
✲ Great River Shakespeare Festival: Great River Shakespeare Festival is a professional Equity theater based in
Winona, MN. Great River currently runs a summer season in Winona, but is interested in extending operations to
Rochester. Leadership imagines this would start with one production, but that it would eventually grow into a
multiple production season. The ideal facility would be flexible with excellent sound and lighting. As Great River
expands its educational programming, the organization could eventually have demand for classroom space as well.
✲ Rochester International Film Group: Rochester International Film Group (RIFG) presents an international film
festival and weekly film series. They could partner with the Chateau to present regular film programming. RIFG’s
ideal facility would have raked seating, excellent sound, and projection capabilities.
✲ Rochester Community Education: Rochester Community Education (RCE) offers daytime adult education programs.
Classes are offered as one-offs or as a series and often last two hours. Of the program’s 4,000 enrollees, about 100
are Mayo patients, a number that leadership believes would increase if classes were offered in a centrally located
facility like the Chateau rather than a few miles outside of town. RCE’s ideal space would have the basics of a
smart classroom and good sound.
User demand: primary users + potential
partners
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Webb Management Services Inc. Page 74
✲ Cultural Community: Rochester has a very large cultural community that has significant need for affordable
gathering space. Flexibility is key for these users, both physically and in regards to operating policy (i.e. catering
policies that allow them to work with a caterer of their own choosing or cook food themselves and bring it in). Many
of these groups would like to have kitchen space.
✲ Community-at-large: Anecdotal research indicates that the Rochester community is in need of casual gathering
space—a public place where locals and visitors can go to sit, reflect or engage with others, and maybe have a cup a
coffee. Multiple interviewees felt that the Barnes and Noble was a good use for the Chateau Theatre—not because
they had a particular affinity for the store (or even reading), but because it was a shared, neutral public place in a
beautiful setting that was accessible and available to anyone.
User demand: primary users + potential
partners
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Webb Management Services Inc. Page 75
User demand: utilization models
✲ Generally, there a few key utilization models that activate a space like the Chateau Theatre. They include:
1. The multiple user model: Multiple user groups using the facility for rehearsals, performances, meetings,
events, and more;
2. The key partnerships model: Two or three primary users activating the facility with a complementary set
of activities;
3. The dominant user model: One organization provides most of the facility’s programming, while leaving
availability for community use;
4. The exclusive user model: An organization is the only organization to use the facility;
5. Presenting for the market: The facility manager or a partner books touring arts and entertainment in
response to perceived audience demand; and,
6. The schoolhouse model: The facility manager and partners program the venue with educational programs.
✲ It is important to think of these models as being on a continuum rather than as six mutually exclusive options,
particularly given that how, and by whom, a facility is activated may change over time.
✲ The question, then, is, how do you effectively plan for a theater such that it is able to adapt to the needs of new and
different users over time rather than preclude them from use?
building creativity
Webb Management Services Inc. Page 76
User demand: conclusions
✲ There is ample demand in the market for a rehabilitated Chateau, particularly for a facility with 500 to 700 seats.
✲ Demand is divided between cultural and meeting and event use and comes from a range of potential users: Mayo,
arts groups, cultural groups, community groups, and so on. And, it is for all hours of the day: morning, afternoon,
and night.
✲ There is also demand for small performance and teaching space. This demand is currently estimated at 262 days
of use a year, but is likely much higher.
✲ Furthermore, there are multiple partnership opportunities with entities like the City of Rochester Music
Department, Mayo Clinic, Mayo Clinic’s Lavins Center for Humanities in Medicine, the Rochester CVB, and Rochester
Public Library.
✲ Resident group opportunities also exist with arts organizations like Great River Shakespeare Festival and
Rochester International Film Group.
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Webb Management Services Inc.
Benefits + impacts
Page 77
building creativity
Webb Management Services Inc. Page 78
✲ Rehabilitating the Chateau Theatre is in line a number of community goals, as indicated below.
✲ Downtown Rochester Master Plan Report (2010): The Downtown Rochester Master Plan presents a vision for
downtown Rochester. Among its goals for the community, the plan aims to:
✲ “Build upon historic buildings and landmarks that contribute to Rochester’s history and culture”;
✲ “Create a vibrant, economically healthy downtown that is walkable, liveable, and [that] promotes
human interaction”; and,
✲ It identifies an opportunity for a Riverfront + Arts District.
✲ DMC Development Plan, Vol. II (Sec 5-6)—Draft: This draft of the DMC Development Plan identifies Peace
Plaza as the “true heart” of the DMC. It argues that, “Enhanced public areas and new development would
strengthen Peace Plaza as the symbolic heart of the city with new attractions and features at key places
along its length”.
✲ The plan makes the Chateau Theater a crucial part of the overall design and cultural experiences
offered in Peace Plaza.
✲ Goals that could be impacted by the rehabilitation of the Chateau include:
✲ “Design open spaces and social hubs (public indoor and outdoor spaces) that encourage social
interaction and connectivity,” and
✲ “Focus on strategies to attract, retain, and foster the development of a highly skilled
workforce.”
Benefits + impacts
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Webb Management Services Inc. Page 79
✲ Potential benefits and impacts, drawn from anecdotal research, include:
✲ Providing the community with a gathering space that is not associated with a religion;
✲ Supplementing arts education in the schools through presented programs and educational
programming opportunities;
✲ Creating a space where Mayo patients can find things to do during the day;
✲ Drawing traffic to downtown Rochester during the weekend; and,
✲ Adding value to the community.
Benefits + impacts
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Webb Management Services Inc. Page 80
✲ Other benefits and impacts include:
✲ Sense of Place + Quality of Life: Spaces with programs that engage the public, particularly facilities for
arts, education, and outreach programs, have potential to contribute to the character and identity of a
community. These types of programs and facilities provide opportunities for socialization, enhance the
sense of community, and provide hands-on experiences that are attractive to regional residents—all
contributing to the community's quality of life. In Rochester, there appears to be some concern that the
values and characteristics that have defined the local community and its history are being lost to new
development and the growth of Mayo. A rehabilitated Chateau could symbolize the marriage of both worlds,
providing a space where Rochester locals, Mayo employees, and patients all come together to see local
artists or participate in classes and workshops.
✲ Quality of Workforce + Corporate Recruitment: The DMC is projected to bring 35,000 to 45,000 new jobs to
Minnesota. Studies suggest that strong arts and cultural communities rank among the top factors for
decision makers when considering relocation for employment opportunities. These communities are
considered heavily because they indicate an educated workforce and high quality of life. The presence of a
strong cultural community in Rochester could therefore be major component to reaching that 35,000 to
45,000 new jobs goal.
✲ Neighborhood + Community Development: Research has shown that community arts programs have
enhanced and improved community development. The arts enable individuals and groups to express
themselves, and in the process, become more involved in contributing to the development of their
community.
✲ Teaching Innovation + Creativity: Finally, the teaching of the arts is now being recognized as a fundamental
need for the North American economy and its workforce, given the automation of many jobs and growing
competition from lesser-developed economies.
Benefits + impacts
building creativity
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Conclusions +
recommendations
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All of this research indicates that there is a case to rehabilitate the Chateau Theatre based on:
✲ The Market: The market is growing, well-educated, and diverse in age, race, and income, all of which indicates a propensity to
support the arts. There is also a very large, and constant, non-resident market with ample free time. Research indicates that,
like the resident market, this market is well-educated and has disposable income. Finally, Rochester is at the threshold of a
major development project. If successful, the DMC could bring significant growth to the city.
✲ Existing Facilities: Arts and cultural facilities in Rochester pose a number of challenges to the community’s arts groups: they are
either too expensive, too big, or too busy. At the Library, for example, in-house departments often find themselves competing
with one another for space in addition to multiple other community groups. This leaves a gap in the market for a high-quality
performance, film, and meeting and event space, particularly one with 600+ seats. There is additional demand for small
performance and teaching space.
✲ User Demand: User demand for a rehabilitated Chateau equates to 667 days of use for performances, events, and happenings.
Unlike most arts spaces, this demand is not just for evening hours and weekends—it is for events that can take place at all hours
of the day. To accommodate the greatest number of users, the facility will need to have variable rental rates and considerable
flexibility—in both functionality and operating policies.
✲ Potential Partners: Partnership opportunities exist amongst multiple community and cultural entities. Mayo and City of
Rochester divisions like the Music Department and Public Library will be key to the project’s success.
✲ Community Benefits + Impacts: A rehabilitated Chateau has the potential to contribute to multiple community goals,
particularly as the city moves toward the creation of the DMC. In particular, as the ‘heart’ of the Heart of the City, the Chateau is
uniquely positioned to become the confluence of all things Rochester; a place where the community’s history merges with the
DMC’s new developments, where patients mingle with locals, and where cultural communities meet and share practices.
Conclusions
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Our recommendations are as follows:
1. Rehabilitate the Chateau Theatre into an accessible, and highly flexible, community hub and performance space.
Rochester’s arts groups are in need of space to create and perform, the cultural community is in need of gathering
space, Mayo patients need somewhere to go, and entities like Mayo and the CVB are interested in a unique, non-
traditional events space. While these needs have a few overlapping space requirements, some are specific to each
group of users. In addition, users have demand for a space that they can have access to throughout the day. Therefore:
✲ The Chateau should be as flexible and functional as possible so that it can be used by the Lavins Center for
Humanities in Medicine in the morning for a workshop and a performance at noon, hold a Rochester Community
Education lecture or Library program in the afternoon, and be used that same night for a Music Department
concert or Mayo Center event. Physical characteristics for such a space might include flexibility at the orchestra
level so that it can accommodate tables and chairs, a partial fly to be used by some theater and dance groups,
decent wingspace, and acoustics that are oriented towards amplified sound but that can work well for unamplified
sound, too.
✲ The facility should have as many seats as possible.
✲ There should be excellent food and beverage options (perhaps even a café) that are available throughout the day.
✲ More than a traditional performing arts space, Chateau operations should resemble a public space. It should be
activated with happenings throughout the day, but should also have designated space where both locals and
visitors can go to grab a coffee and simply sit. In a sense, the Chateau should function as an indoor extension of
the Peace Plaza (or vice versa).
Recommendations
building creativity
Webb Management Services Inc.
rec. 1, example 1: Tower Theatre | Bend, OR
✲ Known as “Bend’s Living Room”, the Tower
Theatre is a cultural and community hub
✲ Originally built in 1940 as a film facility
✲ Operated as a cinema until 1994, when it
was purchased privately
✲ Although attempts were made to operate
it as a multi-use venue, physical and
organizational challenge’s forced the
building to close in 1996
✲ Grass-roots efforts, multiple studies, and
a successful $4.2 million capital campaign
led to the theater’s reopening in 2004
✲ Today, the Tower’s capacity is 466,
although the first three rows of the
orchestra can be removed
✲ The facility has a balcony, motorized
orchestra pit, high quality sound and
lighting, a projector, and 35mm projection
system
✲ Programming includes films, community
productions, and presented productions
✲ Education and outreach programs reach
13,000 students in Central Oregon
✲ The building is owned and operated by the
Tower Theatre Foundation
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rec. 1, example 2: Charline McCombs
Empire Theatre | San Antonio, TX
✲ Originally opened in 1913
✲ Designed to look like a European palazzo
✲ Operated as a vaudeville house and
motion picture theater
✲ The facility was extensively damaged by a
flood in 1921 and eventually closed in
1978
✲ Was developed as part of the
redevelopment of the Majestic Theatre
✲ Reopened in 1998 following a $5 million
renovation
✲ The 856-seat Empire has a flexible
seating system on its main floor that
allows for theatre-style seating and
banquet and cabaret seating options
✲ The facility is owned by the City and
operated by ACE Theatrical Group
✲ Programming includes a local music
series and presented shows
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2. In addition to making it the heart of the ‘Heart of the City’, make the Chateau the anchor facility of an arts and
culture district or trail, one that includes the Armory as a home for Rochester’s small arts and cultural groups
and independent artists. There is an acute need for small organization support in Rochester. The Chateau will
be able to meet the needs of some of the community’s arts groups, but not all of them. We would recommend
that the City give RACC’s Armory proposal significant thought, particularly within context of developing an arts
and cultural district in downtown Rochester and the DMC.
Recommendations
building creativity
Webb Management Services Inc.
rec. 2, example 1: Wausau River District |
Wausau, WI
✲ Wausau’s River District spans both sides
of the Wisconsin River
✲ Operated by a nonprofit, the District
works in conjunction with Wausau’s
Business Improvement District
✲ The District was formed in 2002 after the
City was selected by the Wisconsin
Department of Commerce to participate in
the Wisconsin Main Street Program
✲ The district is anchored by The Grand
Theater, an historic theater built in 1899
✲ The theater hosts more than 300 events a
year and defines itself as a presenter of
touring entertainment, an arts hub for
local arts groups, an arts education
resource, and a local arts agency
✲ Other District features include a Center
for Visual Arts, galleries, multiple bars and
restaurants, and shops
✲ In addition, the District hosts multiple
events each year, including First
Thursdays, community trick-or-treat, a
Downtown Employee Appreciation Week,
and Small Business Saturday
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rec. 2, example 2: ACE District | Cedar
Rapids, IA
✲ The Arts Culture and Entertainment (ACE)
District is a cultural district overlay
developed to connect the City’s multiple
districts, downtown core, and NewBo
Main Street
✲ Developed out of a city visioning process
that found that Cedar Rapids has multiple
districts defined by use
✲ Overarching goal is to connect Cedar
Rapids’ various pieces to allow for
collective promotion and to create a
concentration of assets and future
development
✲ Programming and activities include city
beautification projects, public art works,
business recruitment, and fundraising
✲ The district is overseen by the ACE
Steering Committee, a volunteer
committee responsible for taking on
projects that will impact the district
✲ On one end, the District is anchored by
the Paramount Theatre, a 1,690-seat
historic theater that is owned by the City
of Cedar Rapids and operated by
VenuWorks and Orchestra Iowa
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3. Incentivize DMC developers to include arts and cultural components in their projects. As the DMC takes
shape, we would encourage the City and DMC to incentivize arts-friendly developments that reserve space for
public art pieces, fill halls with the work of local artists, or, maybe, even include artist work or teaching space.
Such efforts will help insure that Rochester’s small arts groups continue to have a presence downtown
regardless of what happens with the DMC.
Recommendations
building creativity
Webb Management Services Inc.
rec. 3, example 1: The 52nd Street Project +
Archstone Clinton | New York, NY
✲ 52nd Street Project (The Project) is a
theatre program for kids between the
ages of 9 and 18 living in Hell’s Kitchen
✲ In 2012, the New York City Department of
Cultural Affairs invited The Project
become one of three arts tenants in
Archstone Clinton, an apartment complex
that was in development
✲ The facility features a 150-seat black-box
theater with flexible seating, a lobby,
gallery, and a terrace
✲ Other spaces include two rehearsal
rooms, an art booth, an electrics booth,
and two dressing rooms
✲ The project was completed in 2010 and
cost $20 million
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rec. 3, example 2: Cultural Center + Civic
Campus | Pompano Beach, FL
✲ Pompano Beach Community
Redevelopment Agency developed a plan
to revitalize historic, downtown Pompano
✲ The plan suggested a civic campus that
included a new Broward County Library
✲ At the same time, the Cultural Arts
Committee was developing a partnership
with three regional municipalities and
suggested that an auditorium be
developed on the second floor of the
library
✲ The Pompano Beach Cultural Center is
planned to function as as the heart of the
new library
✲ Covering 5,000 square feet, it will include
performance space and event space, an
exhibition gallery, and a digital arts and
media center
✲ The performance space will have
retractable raked seating
✲ The project is currently in development
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Discussion
Questions
✲ Have we fairly described the situation and the opportunities for the rehabilitation of the
Chateau Theatre?
✲ What additional input and information is needed?
✲ Are our recommendations in line with your sense of needs?
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