HomeMy WebLinkAboutAgenda - 02-23-2012 - AgendaORANGE COUNTY BOARD OF COMMISSIONERS
HILLSBOROUGH BOARD OF COMMISSIONERS
AGENDA
BOCC/Hillsborough Board of Commissioners Joint Meeting
February 23, 2012
Meeting - 7:00 p.m. - 10:00 p.m.
John M. Link, Jr. Government Services Center
Hillsborough, NC
(7:00 - 7:05) Welcome and Opening Remarks (Chair Pelissier and Mayor Stevens)
(7:05 - 8:00) 1. Transit/Transportation
a) Orange County Transit Plan and Potential One-Half (1/2) Cent
Sales Tax Referendum
b) Hillsborough Circulator Route Update
c) Traffic Studies of Hillsborough
d) Update/Follow-up Discussion on Safe Routes to Schools Draft
Action Plan
(8:00 - 8:30) 2. Lake Orange
(8:30 - 8:55) 3. Future Plans for Richard E. Whitted Center
(8:55 - 10:00) 4. Economic Development
a) Update on County Economic Development Activities
b) Town Appreciation for Loans to Hillsborough Local Businesses
c) Potential Business Incubator Space Downtown
d) Request for Proposals (RFP) for Train Station Property Transit-
Oriented Development
e) Possible Marketing Opportunities for Waterstone and
Surrounding Economic Development District (EDD)
Properties
fl Update on Riverwalk and its Economic Impact
ORANGE COUNTY BOARD OF COMMISSIONERS
HILLSBOROUGH BOARD OF COMMISSIONERS
JOINT MEETING
AGENDA ITEM ABSTRACT
Meeting Date: February 23, 2012
SUBJECT: Joint Meeting Discussion Items
DEPARTMENT: County Manager/Town
Manager/Town
Planning /County
Planning /Asset
Management/County
Economic Development
ATTACHMENT(S):
As noted in "Background" section
PUBLIC HEARING: (Y /N) No
INFORMATION CONTACT:
Frank Clifton, 245 -2300; Eric Peterson,
732 -1270; Margaret Hauth, 732 -1270;
Craig Benedict, 245 -2592; Pam Jones,
245 -2650; Steve Brantley, 245 -2325; Greg
Wilder, 245 -2300
PURPOSE: To discuss topics of mutual interest between the governing boards of Orange
County and the Town of Hillsborough.
BACKGROUND:
1. Trans it/Transportation
This subject area provides the opportunity for the two governing boards to discuss the following
items:
a) Orange County Transit Plan and Potential One -Half (1/2) Cent Sales Tax
Referendum
Session Law 2009 -527 (also known as House Bill 148) adopted in 2009 permits `Triangle'
counties (Wake, Durham and Orange) to consider a public referendum to implement a one -half
(%) cent sales tax to pay for development and implementation of the Triangle Regional Transit
Plan. Triangle Transit is the regional transit authority that will implement the financial plans of
the counties. A Locally Preferred Alternative (LPA), identifying corridor and technology, has
been approved by the Metropolitan Planning Organization (MPO). The regional plan includes
different elements; and in Orange County the draft includes bus services, Bus Rapid Transit
(BRT), and Light Rail Transit (LRT). In Durham and Wake counties, commuter rail is included.
The draft Orange County Transit Plan for bus and rail specifies revenues, costs, borrowing,
financial assumptions (inflation, sales tax growth) and timing of new /expanded bus and rail
services to 2035. The Plan may also include other capital facilities such as park and ride lots,
bus and rail transfer stations, etc. The Transit Plan is part of a process required by State law
and must be approved by the Orange County Board of Commissioners, Metropolitan Planning
Organizations (2), and the Triangle Transit Board of Trustees. Orange County intends to have
a financial plan and "Interlocal Agreements" or Memorandums of Understanding (MOU) with
Durham, local governments, and Triangle Transit prior to the implementation of a tax if a
potential public referendum is approved by voters.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
Attachment 1 -a -1— Locally Preferred Alternative Summary
Attachment 1 -a -2 — Light Rail Transit Map
b) Hillsborough Circulator Route Update
The in -town Hillsborough Circulator route began June 6, 2011 with a three year grant from the
North Carolina Department of Transportation's ( NCDOT) Congestion Mitigation and Air Quality
Program. For the first year, NCDOT has waived the local match requirement of 20 percent.
The Town of Hillsborough will provide the local match of about $22,000 for the remaining years,
while the County will operate the service at no additional cost to the Town.
The route serves various residential areas around Hillsborough, as well as the Library; Orange
County Courthouse; Social Services Center at Hillsborough Commons Shopping Center; The
Shops at Daniel Boone; UNC Family Practice; Durham Technical Community College satellite
campus; Hampton Pointe and Meadowlands Business Park.
The Hillsborough Circulator route was redesigned in October 2011 based on input from users.
An additional stop was added at South Nash and Calvin Streets.
A route map is attached and operational statistics will be provided at the meeting.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
Attachment 1 -b — Hillsborough Circulator Route Map
c) Traffic Studies of Hillsborough
The Town has completed an access study in downtown Hillsborough as a follow -up to
abandoning the Elizabeth Brady Road project. The study was jointly funded by the Town and
the Metropolitan Planning Organization (MPO) to find small projects to address congestion and
vitality downtown. The attachments list the guiding principles of the study, detail the three
smaller areas within the study area, and outline recommended improvements throughout the
study area. The Town Board is scheduled to discuss the plan in detail, including any possible
implementation, at its February 27th workshop (which follows the budget retreat). The Town
welcomes any feedback from Orange County as an important property owner in the study area
since no feedback was provided during the public outreach portion of the planning process.
The implementation plan is still being prepared, but the Town expects projects to be grouped to
make incremental improvements that are related and build on one another. At this point, the
Town does not expect any group of projects to require Transportation Improvement Plan (TIP)
3
funding, but instead be able to be funded through small urban projects and Surface
Transportation Program- Direct Apportionment (STP -DA) funding. Support and cooperation will
be needed from Orange County to implement some of these projects and improve the
walkability and relieve some traffic congestion in downtown.
The attached document provides background information for the discussion. Staff will provide
any other information at the meeting, and the Boards can discuss issues related to this item as
necessary.
Attachment 1 -c — Hillsborough Downtown Access Study Excerpt
d) Update /Follow -up Discussion on Safe Routes to Schools Draft Action Plan
Orange County received a Safe Routes to School Action Plan Service Award in July 2008 for
planning assistance to prepare an Action Plan for Grady A. Brown Elementary School,
Cameron Park Elementary School and C.W. Stanford Middle School. The North Carolina
Department of Transportation, in 2009, contracted Greenways, Incorporated and Greene
Transportation Solutions to work with County staff, local agency representatives, School Team
leaders and principals of the three schools to identify non - motorized infrastructure
improvements that enhance safety. An adopted plan will provide greater opportunities for
Orange County and the Town of Hillsborough to obtain Safe Routes to School (SRTS) grant
funds for the implementation of the Action Plan.
A draft Plan has been completed, reviewed locally, and comments submitted to Greenways,
Incorporated for inclusion in the final draft. Once a final draft has been completed and returned,
Orange County Schools, Orange County, and the Town of Hillsborough will be asked to adopt
the Plan.
More information on this program is available at: http: / /www.ncdot.gov /programs /safet�/.
Staff will provide an update and any other information at the meeting, and the Boards can
discuss issues related to this item as necessary.
No Attachments
2. Lake Orange
Lake Orange is a lake constructed in the late 1960's and owned by Orange County. The
purpose of the lake is a water resource for drinking water supplies for the Town of Hillsborough,
Orange - Alamance Water System, processing water for Piedmont Minerals and environmental
water releases for the Eno River.
Recreation rights to the lake are subservient to the water resource. The lake is not a reservoir,
but an impoundment with '/ mile peripheral watershed protection zones that limit development
through density and impervious restrictions. An aerial photo and other specifics are provided as
attachments.
The lake is also subject to the Eno Capacity Use Agreement which regulates water flows and
drought situations. The adjacent West Fork of the Eno Reservoir owned by the Town of
Hillsborough is not subject to this agreement.
In recent years the costs of maintenance for Lake Orange have been accelerating. Capital
improvements are becoming necessary for lake function and safety. The Town of Hillsborough
has contributed funding and resources in the past as noted in one of the attachments. Long
term responsibility for this raw water resource is still under review.
The attached documents provide background information. Staff will provide any other
information at the meeting, and the Boards can discuss issues related to this item as necessary.
Attachment 2 -a — Aerial Photo of Lake Orange
Attachment 2 -b — Matrix of EnforcementlDevelopment Issues at Lake Orange
Attachment 2 -c — Summary of Lake Orange Repair and Maintenance Costs
3. Future Plans for Richard E. Whitted Center
With the construction of the new County Main Library in Hillsborough and the relocation of
various departments and services within County government, space at the Richard E. Whitted
Center on Tryon Street in Hillsborough is currently vacant. There have been multiple
discussions regarding potential uses for this space including possible uses by the County, the
Orange County Schools system, and various community organizations.
To establish a baseline of information, County Manager Frank Clifton previously compiled
background materials for the County Board of Commissioners. Those materials are attached to
provide a basis for discussion by the Boards.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
Attachment 3 — 216112 County Manager's Communication to BOCC Regarding Whitted
Building Former Library Space Reuses Analysis
4. Economic Development
This subject area provides the opportunity for the two governing boards to discuss the following
items:
a) Update on County Economic Development Activities
Orange County's Small Business Loan Program
Orange County Economic Development has approved seven (7) small business loans and
disbursed five (5) of those loans to date. All are current in terms of scheduled debt repayments
by borrowers. The 5 loan recipients are as follows:
• Mystery Brewing Company
• Skram
• West End Depot
• Phd Productions
• Santosha Cleaning Service
Hand - crafted beer brewer
Hand - crafted, high -end furniture
General store
Crocheted Frisbee -type toys
Commercial janitorial services
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Four (4) of these firms (Mystery Brewing, Skram, West End Depot and Phd Productions) are
Hillsborough -based companies. The most recent loan recipient, Mystery Brewing located in the
Hillsborough Business Center, held its official release party at the Wooden Nickel on February
10, 2012 and received broad statewide news coverage on February 9th (WRAL).
Since a portion of the recently approved quarter cent sales tax proceeds will go to support
further growth in Orange County's Small Business Loan program, there is a good potential for
additional Hillsborough firms to be considered as loan candidates in the future.
Piedmont Food & Agricultural Processing Center (PFAP)
The Piedmont Food & Agricultural Processing Center located in Hillsborough is a collaborative
effort between Orange, Alamance, Durham and Chatham counties and shows strong activity
since its recent Grand Opening event on October 21, 2011. A summary of PFAP's current
status shows the following activity by contracted clients and interested applicants:
a) Clients
19 clients at present (2 are from Hillsborough)
b) Applicants
59 accepted applicants (6 are from Hillsborough)
32 initial consultations have been conducted
26 clients are attending orientations
c) New Jobs created in Hillsborough by PFAP
Nine new jobs have either been filled, or posted, by current PFAP clients that
have already seen their businesses expand locally.
Marketing & Business Recruitment Efforts in the Hillsborough Area
Orange County Economic Development has created and actively submitted real estate
marketing sheets on available Hillsborough properties for a variety of active business prospects
that have conducted site visits over the past five months, in addition to routine client visits with
investment prospects and site selection consultants. Popular Hillsborough site locations include
a 5 -acre parcel at the Meadowlands, a 25,000 square foot building on Elizabeth Brady Road, a
9,600 square foot flex space building located at the Meadowlands, and available space at
Hillsborough Business Center. On February 7, 2012 staff met with a new agricultural -based
prospect that desires to relocate, create nine new jobs, and lease available flex space within the
town limits at Meadowlands.
In addition, staff has participated with the Hillsborough Chamber of Commerce in various "After
Hours" functions for its members, met twice with the Chamber's Economic Development
Advisory Board, and included the Chamber in monthly 'partner' meetings which the Economic
Development office sponsors to bring together County, chamber and municipal staff who are
engaged in economic development throughout Orange County.
Staff has also met with Town of Hillsborough Planning Director Margaret Hauth to learn more
about the Town's property that could potentially host a train station and have associated retail
development. County Economic Development staff plans to increase communication with
Hillsborough's front -line economic development staff to find additional ways to help promote the
business potential of Hillsborough. Finally, staff is actively visiting with major employers in the
Hillsborough area to build relationships and assist in any on -site expansions as they might
occur, or, try to help remedy problems they may have with the County or State.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to these items as necessary.
No Attachments
b) Town Appreciation for Loans to Hillsborough Local Businesses
This agenda item provides the opportunity for any additional discussion on the County's Small
Business Loan Program as it relates to Hillsborough and to provide the opportunity for Town of
Hillsborough officials to share comments regarding the Program's impact to the Town.
The Boards can discuss issues related to this item as necessary.
No Attachments
c) Potential Business Incubator Space Downtown
Orange County is committed to finding ways to support individuals involved in entrepreneurial
start-ups, and to retain those knowledge -based firms. For example, a portion of the new
quarter cent sales tax proceeds for economic development is earmarked for incubator support.
However, too often, entrepreneurial start-ups such as those that emerge out of the University of
North Carolina (UNC) eventually relocate to the Research Triangle Park area. On November
30, 2011, Orange County Economic Development staff spent the day with Hillsborough
Commissioner Eric Hallman, visited the very successful "Durham Underground" incubator at the
American Tobacco campus in Durham, and met with the Council for Entrepreneurial
Development (CED). The purpose was to begin discussing ideas regarding how Orange
County can form its own innovation center.
Part of Orange County's research into incubators has included a dialog with a respected UNC
department chair who has conducted an analysis of the area's real estate market and
suggested an incubator development strategy. While the UNC report includes
recommendations on the use of existing County -owned buildings to house innovation centers,
and specifically in Chapel Hill, Orange County has not developed nor endorsed a
recommendation at this time which proposes use of any specific County -owned buildings.
County staff is currently discussing how to financially assist individual incubator start-up tenants
rather than propose any ownership or specific County -owned and operated building which could
house an innovation center. County Economic Development staff certainly looks forward to
further talks with Town Commissioner Hallman and others who can help Orange County
visualize a strategy that can lead to a Hillsborough -based innovation center.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
No Attachments
d) Request for Proposals (RFP) for Train Station Property Transit - Oriented
Development
The Town of Hillsborough owns a 20 -acre tract of land located just south of downtown that is
adjacent to the rail line. It is best known for being the location of the Collins Fields that are used
by the Hillsborough Youth Athletic Association (HYAA) baseball /softball programs. Several
attempts at grant funding for a station with associated access and utility costs have been
unsuccessful. The North Carolina Department of Transportation ( NCDOT) has stated that
Hillsborough and Lexington are the state's top two priorities for new rail stations. The Town
intends to include $30,000 in the upcoming FY13 Budget to provide a 20% match to partner
with NCDOT to conduct the environmental assessment that will be required if federal funding is
used to support the station.
Cost estimates range from $2.0 to $6.0 million for a station. Just the cost of the platform
(approximately 400 feet) and locating a small 500 square foot modular building on site are
approximately $1.0 million. This does not include the cost of road access and various utilities.
To help fund the costs associated with a station and minimize impact of the operating budget,
the Town is considering putting out a Request for Proposal (RFP) to developers to consider
offers to purchase and develop a portion of the property. If this strategy is implemented, it
would be done at an appropriate time in the future. Ideally, this would help pay for any
expenses the Town might incur in bringing a train station to Hillsborough and Orange County,
allow for a more coordinated effort in developing a transit - oriented development, and possibly
assist in funding a relocation of the HYAA ball fields, if necessary.
Craig Newton, a Facilities Engineer with NCDOT, will be present at the meeting to share
additional information and respond to any questions.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
Attachment 4 -d — Hillsborough Train Station Sketch Site Plan
e) Possible Marketing Opportunities for Waterstone and Surrounding
Economic Development District (EDD) Properties
Orange County Economic Development staff has had several meetings with Waterstone's
Texas -based developer and North Carolina representative in Raleigh, Jim Ciao of Stratford
Land, to include a recent meeting on February 11, 2012. Staff maintains contact with the
development group to assess the owner's current strategy to market Waterstone's currently
available site inventory. Separately, staff has also met with various other developers and
realtors who have previously expressed interest in adjacent land tracts, such as along Interstate
40 and Old NC 86, that offer business recruitment potential.
The Economic Development office has also prepared targeted marketing brochures for
Waterstone and the other developable properties in the Hillsborough Economic Development
District, and has been showing those sites to visiting business prospects (1), site section
consultants (2), and NC Department of Commerce state economic developers (5).
The new economic development website, www.GrowinOrangeNC.com, also links to
Waterstone and Hillsborough Economic Development District site maps.
Staff also proposes meeting more regularly with Hillsborough's Planning staff, Chamber, and
other Hillsborough leadership, as has already been occurring, in order to build additional
collaboration opportunities.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
No Attachments
f) Update on Riverwalk and its Economic Impact
The Town has completed conceptual planning of Phase II of Riverwalk. The color coded
attached map details the various portions on the project. The Town has submitted a grant
request to the State Parks and Recreation Trust Fund seeking $425,000 to fund final design
and construction of the portion of Riverwalk connecting Gold Park to River Park. The Town will
also be seeking $75,000 from the State Recreational Trails Program next year to further support
this project and expects to match these funds with local funds to fully fund this high priority
project. The Town also hopes to modify the current Congestion Mitigation and Air Quality
(CMAQ) funding for Riverwalk to fund some necessary sidewalk improvements that connect
neighborhoods to Riverwalk to greatly enhance safe access to this community resource.
Shortly, the Town plans to begin construction on the Calvin Street connecting path to provide
safe pedestrian access to Gold Park and Riverwalk from Calvin Street to access the covered
walkway under the railroad. This facilitates pedestrian access into Gold Park and avoids the
use of the trestle for walkers.
Further connections to the east and west have been delayed for cost considerations. The Town
now expects the trail surface to change heading west from Allison Street and east from
Cameron Street based on desires of the resources that the trail will connect to and the unique
landforms being crossed to make those connections. Neither Classical Home Preservation
Trust nor the Occoneechee State Natural Area actively permit wheels on their path systems, so
pavement is not necessary or desirable for these sections. A schedule for proceeding with
these connections has not been established and may rely on community fundraising.
Many studies have been conducted trying to calculate the economic and social impact of
recreation investments. These numbers range from $1.80 to $25 per dollar invested, with more
reports falling in the 1:5 or 1:3 range. Part of the wide variety in numbers depends on how
many benefits were attempted to be calculated (social as well as economic) and the variety of
recreation resources included in the study. When the paved portion of Riverwalk is complete,
the total investment in Riverwalk and Gold Park will exceed $6M, including significant grant
support.
Staff will provide any other information at the meeting, and the Boards can discuss issues
related to this item as necessary.
Attachment 44 — Riverwalk Phase 11 Planning Map
FINANCIAL IMPACT: There is no direct financial impact associated with discussion of these
topics. There are no action items requiring formal Board decisions.
RECOMMENDATION(S): The Managers recommend the Boards discuss the topics listed and
provide appropriate direction to the respective staffs.
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Churton Street is many things to the Town of
Hillsborough and its residents and visitors. It's
the Town's "Main Street," a conduit to one of the
state's historic and cultural gems, and a north-
south access road to residential neighborhoods in
the downtown core. And, despite the efforts of
state and local planners, it's a cut - through for
regional traffic including heavy trucks.
Previous plans focused on rerouting traffic
around town with significant cost, environmental
obstacles, and likely negative impacts to
downtown merchants. Recently, the Elizabeth
Brady Road Extension project (Hillsborough
Bypass) was eliminated from the Durham - Chapel
Hill- Carrboro Metropolitan Planning
Organization (DCHC -MPO) 2035 Long Range
Transportation Plan at the request of the Town of
Hillsborough. Instead, the Town and DCHC -MPO
turned their attention to a series of projects to
address anticipated long -term congestion along
Churton Street. These projects include:
• South Churton Street widening
• Eno Mountain Road /Mayo Street re-
alignment and safety improvements.
• NC 86 widening between US 70-A and Old
NC io
• NC 86 widening from US 7o Bypass to
Coleman Loop Road
• Orange Grove Road Extension to US yo
Alternate
For the most part, these projects are long -term
unfunded solutions and cannot be expected to
address existing congestion. As a result, the Town
shifted its focus to analyzing existing and near-
term congestion within the Churton Street
corridor and identifying immediate and short-
term solutions for mobility. The Town of
Hillsborough with support from the DCHC -MPO
initiated the Hillsborough Downtown Access
Study to answer the following questions:
PROJECT WORKBOOK
• What cost effective solutions will improve
traffic downtown, not necessarily to speed
people through town but rather to make a
"slow" trip enjoyable?
• Can improvements at intersections (e.g.
turn signals, longer or new turn lanes)
improve traffic flow?
• What traffic calming measures could protect
or enhance the walkability of downtown?
• What are the impacts— positive and
negative —if on- street parking along
Churton Street was removed to provide
wider sidewalks for outside dining?
• How can we accommodate the need for
loading zones without compromising other
goals or desires?
• What other behavior or built improvements,
including bicycle, pedestrian, transit, and
streetscaping, can we make to reduce
congestion, improve safety, and enhance the
downtown experience?
• How can improvements be phased or
prioritized?
In general, the Hillsborough Downtown Access
Study outlines a plan for Churton Street that
places concept design -level detail toward
answering to these questions. Previous planning
efforts have established the need for an approach
that balances mobility, safety, aesthetics, and
corridor vitality. To a degree, the study embraces
the framework of Context Sensitive Solutions,
which encourages roadway design decisions to
address to the context through which the roadway
passes. Thus, three distinct context zones appear,
each of which require unique design treatments.
As detailed in the recommendations of this plan,
a one size fits all approach is not the right
strategy.
Chapter 1 1 Y tr ti on,& , ,i® _�. ci
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The Hillsborough Downtown Access Study empowers the Town to evaluate coordinated planning
concepts explored in previous plans and develop design solutions for the corridor that balance the
sometimes competing interests of local access, mobility, safety, vitality, and quality of life. Early in the
planning process, the project's Guiding Principles were developed by the staff -level Advisory Committee
to summarize the core philosophy that guides the Hillsborough Downtown Access Study:
. Improve circulation and mobility for local traffic.
• Use innovative ideas and toolsfor potential solutions.
• Enhance walkability through design applications.
• Implement access management where appropriate.
• Advocate streetscape improvements that enhance downtown vitality, pedestrian comfort, and
historic integrity.
• Protect the viewshed to historic properties.
• Identify policy and regulatory recommendations to complement physical improvements.
• Establish recommendations that are functional and implementable.
The Town realizes the trade -offs associated
with not supporting a bypass — higher
congestion. However, it is here that the focus
of the study lies. What can we do to offset
traffic congestion or at least mitigate it to
acceptable levels? An acceptable level for the
purpose of this study is a corridor that is safe
for all users, promotes walkability,
accentuates the historic character of the
core, enhances the aesthetic appeal of the
area, and encourages economic vitality.
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�Dov�!n'L-ovvn ;access S udy SUMMARYWORK1300K
December 2011
Corridor Limits & Study Area
The concept design for the Downtown Access
Study focuses on the Churton Street corridor
from the Eno River to the US 90 Bypass, a
distance of approximately 1 mile. Detailed traffic
analysis was conducted for the heart of the study
area from Tryon Street south to Nash and Kollock
Street as well as the intersection of US 70
Business and Churton Street just south of the Eno
River. While the focus of this study is on Churton
Street, the cross streets — particularly in the
downtown business and governmental core —
require some attention paid to treatments at
intersections and just beyond the main corridor.
Detailed design concepts extend from the Eno
River north to the US 7o Bypass.
Context Zones
The character of Churton Street experiences
distinct changes across the 1 -mile corridor
between the Eno River and US 7o Bypass. A
practical planning approach requires each
segment be considered for recommendations that
respond to the unique needs and issues of each
zone. From north to south, the three context
zones are:
• Context Zone is US 7o Transition
• Context Zone 2: Historic
Neighborhood
• Context Zone 3: Central Business
District
Zone 1: US 70 Transition
Context Zone i provides the northern
terminus of the study corridor and is
anchored by the North Hills (Maxway)
Shopping Center. The east side of this
segment of Churton Street includes a mix of
retail, services, and offices. The west side is
largely residential. The character transitions
at Corbin Street to residences and historic
properties.
Zone 2: Historic Neighborhood
Context Zone 2 stretches between Corbin Street and
Tryon Street and bridges the gap between the North
Hills (Maxway) Shopping Center and the historic
downtown. Activity at the northern intersection of
this zone includes Town Hall and a renovated former
service station. This stretch of Churton Street is
bordered by residences and historic properties such
as the Burwell School.
Zone 3: Central Business District
Context Zone 3 consists of the area from the Eno
River north to Tryon Street. The area is the
governmental and commercial heart of the Town,
with few residences located along or within
several hundred feet of Churton Street. The
Orange County government complex, restaurants,
shops, historic sites, and other public buildings
are located along this segment of the corridor.
Introduction & Background 1 -2
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D o °J n 'L- o `,y n °'a C o o S S S"C U d y SUMMARY WORKBOOK
December 2011
Margaret Lame Right -I nIRIght -®nit
This exhibit illustrates an alternative treatment Associated improvements will be required such as The Margaret Lane right -in /right -out conversion
for the intersection of Margaret Lane and providing a protected left-turn signal phase at is projected to provide the most congestion relief
Churton Street. This alternative restricts King Street and potentially widening Tryon Street along Churton Street per dollar spent.
movements to and from Margaret Lane to right to provide a left turn lane. This widening could
turns only. Eliminating left turns from Margaret occur on the north side of Tryon Street.
Lane will improve traffic flow on Churton Street.
Issues & Recommendations
4 -4
Attachment
Lake grange 2a
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• t inch=0 25 miles
Area Between 615' and 620' Elevations(55 acres) 0 025
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Lake Orange Inc. Property Under the 620' Elevation Line (17 acres Miles
l,vKle County Flauih(j uid 61spK—Wis 6:ya tment
GAS M,V Prepmed by Frkm C.115-Ai Febni.v y 01,2008
Attachme'nt
MATRIX OF ENFORCEMENT /DEVELOPMENT ISSUES AT LAKE ORANGE:
ISSUE:
STANDARD/REGUALTION:
ENFORCEMENT:
1. Lake Orange Water
The. ENO River Capacity Use Agreement, which
The State monitors this
Levels
establishes the water flow through the ENO river system,
agreement
and releases from Lake Orange based on water levels at the
Lake, ultimately determines the water level in the Lake.
This agreement allows for the Town of Hillsborough, the
Orange Alamance Water System and Piedmont Minerals to
withdraw as much water as the Capacity Use Agreement
restrictions allow (dependent on the water level at Lake
Orange) to address their operational needs, and provides
for residual in- stream flow as measured below the
Hillsborough in- stream flow monitoring gage.
This agreement is between:
1. Orange County,
2. The Town of Hillsborough,
3. Orange - Alamance, and
4. Piedmont Minerals.
It should be noted that a Neuse River Basin hydrological
study is being modeled and that the result of this study as
well as a new capacity use investigation could also impact
the water level of the Lake.
2. Recreational use of the
The State has established limits on the overall recreational
The Public Water
Lake
use of the Lake as follows:
Supply Section of the
State Health
1. No boats in the water overnight,
Department is
2. A limit on the number of permitted docks to
responsible for
eighteen (18),
enforcing these
3. A limit on the total number of permitted boat ramps
restrictions.
to three (3),
4. A prohibition on swimming, and
5. A limitation on fishing, specifically no fishing from
the banks of the Lake
In reviewing existing State documents concerning the
creation of the Lake, it appears that the water in Lake
Orange was there for use by Orange County for any reason
deemed necessary by the County Board of Commissioners
and that any permitted recreational activities were
considered to be ancillary to the intended purpose of the
Lake as a water supply.
Page 1 of 2
2006
Page 2 of 2
2006
Section 6.23.7 of the Orange County Zoning Ordinance
Stream buffer
3. Stream buffers
establishes regulations governing the development and
regulations are
protection of established stream buffers within the County.
enforced by the
Planning Department
Current regulations do not permit the development of docks,
piers, or seawalls within stream buffers.
4. Stream buffer
The State's Neuse Basin regulations require that a property
The Orange County
restoration/re - planting
owner re- establish stream buffers in the event they are
Erosion Control
Division of the
disturbed or destroyed.
Planning Department
In cases where a required buffer has never previously
enforces the State's
existed, and there is redevelopment activity on the property,
Neuse River basin
the Neuse rules require that the buffer be re- established.
regulations.
The County Zoning Ordinance makes reference to these
standards in terms of re- establishing disturbed stream buffer
areas.
5. Ownership of the
In consultation with the Attorney's office, staff has verified
This represents a
of the Lake
that Lake Orange Inc. owns the land between the 615.0 and
private legal issue that
shoreline
620.0 MSL elevations around the entire lake.
would have to be
addressed by the
Individual property owners along the Lake do not own the
various property
have no legal claim to the shoreline or lakebed.
owners and Lake
shoreline and
Orange Inc.
These property owners do have access rights to the lake
through an easement allowing them ingress and egress to the
lake for access purposes.
Lot/property lines are being re- evaluated and re -drawn by
Land Records to properly reflect the ownership of these
areas.
The lakebed, and shoreline up to the 620.0 MSL elevations, Any unauthorized
6. Dredging activity
are either owned by the County or Lake Orange Inc. dredging activities
would be stopped by
Staff has verified, with the County Attorney, that private the Erosion Control
citizens do not have legal authority to engage in dredging Division and referred to
activities. the Army Corps of
Engineers who has
jurisdiction over such
activities.
No further facilities noted in Item 2 are allowed since existing facilities
NOTE:
presently exceed the noted State limit.
Page 2 of 2
2006
Attachment c
Summary of Lake Orange Repair and Maintenance Costs
February 2012
For much of the last decade, the yearly maintenance costs at Lake Orange have consisted
of the cost of mowing the dam. Until recently, the costs were averaging around $1,000-
$1,500 yearly. However, due to the age of the dam and its appurtenances, several repairs
and upgrades have been necessary during that time and more are expected in the future.
Following is a summary of the repairs made or anticipated so far.
2002 Sluice Gate repair, approx. $4,000
2010 -2011 Automatic Gate and remote monitoring and operation electronics
installation, approx.. $100,000 (The Town of Hillsborough contributed
$25,000 towards this project)
2011 -2012 Spillway concrete repairs and flashboard replacement, approx. $80,000
2012 Clearing of trees along spillway banks, approx. $25,000
2012 -2013 Additional concrete repair in spillway, approx. $69,000
Beyond 2013 Rehabilitation of all metal components including flashboard supports and
catwalk supports, regular engineering consultant inspections of dam and
spillway, repair /renovation to sediment structures upstream of the lake,
rehabilitation of two remaining manual sluice gate valves, etc., approx.
$10,000 - $30,000 annually for next several years.
NOTE: This is a summary of the money paid to outside contractors to perform these
repairs. This does not include any estimation of Orange County staff time or force labor
used in the operation and oversight of Lake Orange.
Attachment 3
FEBRURARY 6th, 2012
TO: BOARD OF COUNTY COMMISSIONERS - Chair Pelissier, Vice Chair Hemminger, Commissioners
Foushee, Gordon, McKee, Jacobs and Yuhasz
FROM: Frank W. Clifton, Jr., County Manager
SUBJECT: WHITTED BUILDING FORMER LIBRARY SPACE REUSES ANALYSIS — BACKGROUND
INFORMATION
OVERVIEW
In 2010 once the County moved its northern library operations to the new facility located off Margret
Street in Downtown Hillsborough the former library space in the Whitted Building became vacant.
Different approaches and considerations have been given to reuse of that space along with space in the
Whitted Building that formerly housed the County's Department of Social Services.
Discussions with the Orange County School Board moved toward their evaluation of using'all' of the
vacated space in the Whitted Building for their use. However, State budget cuts led to a realization that
much of the need for the use of that space and the cost of renovation was negated by dour budget
projections at the State level. (Note: the school system has since entered into an agreement with the
County to reuse the former EMS headquarters located at New Hope and Highway 86.)
In the ensuing period, other County budget decisions and departmental needs for public services led to
actions that reused portions of the Whitted Building and incurred building modifications and
improvements to the County. The Community Development Department moved from its former offices
on the ground floor to a location formerly housing DSS on an upper floor in the newer wing of the
facility.
Additionally, based upon budget driven operational considerations, the Health Department expanded
the Hillsborough dental clinic operations along with an extensive remodeling of the lower and second
floor Whitted Building space for Health Department needs. During this process, improvements and
building safety issues were addressed (inclusive of a fire sprinkler system installation).
The building is structurally sound. However, some uses may create added construction considerations
associated with needs (i.e. major renovation to restroom facilities based on public attendance volumes).
NON COUNTY USE REQUEST— Orange County Cultural Center
A private (yet to be incorporated) non - profit group gained a $10,000 seed money grant from the Town
of Hillsborough to pursue a private /public partnership to develop a proposal for the reuse of the former
Whitted Building library space as a community cultural facility. The group sought assistance from an
architect and worked on a plan /proposal for it to become an active programmer of artistic and cultural
activities within the Whitted Building (IF, the County would make the space available). The group's
"Strategic Business Plan" (9/8/11) is Attachment 1 to this memorandum.
Based upon direction from the County Commission, County Staff analyzed these issues from several
important perspectives including but not limited to:
A. Compatibility with existing and future County uses /operations the proposed Cultural Center
would create.
B. Financial viability of a non - profit group given control of the facility would have to meet various
aspects of creating a sustainable operation NOT requiring an on -going subsidy from the County.
C. Viability and receptiveness of the Town to become a participant in this venture and assume
some level of financial commitment and operational liability for the facility.
D. The cost and type of modifications needed to bring the building into compliance with federal,
state and local codes required for activities and who /how those obligations would be met
E. The potential need for the County to use this space for governmental purposes in the future.
Without attempting to (within this memo) summarize each of the relevant points within the group's
strategic business plan, it is our opinion that as proposed it is unlikely this group (regardless of how well
intentioned their efforts) will successfully achieve their desired outcomes. The business plan depends
heavily on assumptions that are likely to be difficult to accomplish. There are elements of the planned
uses for the facility that would /could conflict with existing county operational functions at the facility.
More importantly, the County has heavily invested in this asset and potential conflicts of use could place
that investment at risk.
(These issues have been discussed with the group's leadership and they fully understand our concerns.)
TOWN INVOLVEMENT —Staff level discussions
Overcoming some of the financial and liability issues that the non - profit group's operational control of
the former Whitted Library space presented was attempted to be addressed via some formalized
agreement with the Town of Hillsborough. Although no formal discussions have occurred among the
elected leadership of the Town and County on these issues, town and county staffs have discussed
various elements (subject to elected leaders formal actions at some point in the future).
ISSUES:
It is apparent the Town does not have available financial resources it would be willing to allocate toward
this project beyond the $10,000 seed money given the non- profit group that brought forth the proposal.
There seems to be some doubt that the Town wants to accept any formalized responsibility or liability
for the operational control of the allocated space. (Reminder, the initial assumption under which this
process went forward was that the Town and County would enter into a formal agreement where the
space would be leased to the Town under certain terms and the Town would then allocate use of the
space to this non - profit (or another) BUT the Town would retain the liability and responsibility for the
condition, use and upkeep within the walls of the space allocated via the terms of the County /Town
agreement. At the Staff level, that does not appear to be a realistic option.
In addition and possibly more relevant, it appears the Town's parking regulations present a significant
hurdle to the proposed uses envisioned by the non - profit group's efforts to develop a cultural center.
The activities and participation generation sought by the non - profit and currently available parking
spaces are in conflict and prevent occupancy as envisioned by the group. Suggestions to reduce County
related activities or convert existing recreational fields into parking areas does not seem to mesh with
the County's continued use of the facility and /or the visions held by the cultural center supporters.
(Note: This effort initially gained financial support from the Town. If parking restrictions severely limit
or eliminate most of the intended uses proposed in conceptual plans for the development of a cultural
center at the Whitted site then the agreement between the Town and County is moot.)
FURTHER CONSIDERATIONS — A possible alternative
Assuming that the Town and County'might' (in some agreeable manner) find a way to either mitigate
or overcome the hurdle presented by the Town's parking regulations, there may be a method to address
several community needs while addressing a continuing County need. (The following example is offered
as an option and not aimed settle all elements of the issues discussed, but rather to stake out how the
County, Town and non - profit might move forward to address common interests.)
A. The County has a planned enhancement to the Link Center to construct a fixed meeting space
for the BOCC and other community meeting needs including Orange County Schools along with
the Town of Hillsborough. That project, although designed is on hold due primarily to the
associated cost of upgrading restrooms to meet code requirements for large public gatherings.
B. That project could be shifted to the Whitted Building former library space and accommodate
many of the previous needs for public meeting space along with most of the activities imagined
by the non - profit cultural center group. (We have discussed with the group's organizers this
possibility and found them acceptable to pursuing the concept.)
C. Shifting the public meeting facility (and associated expense) to the Whitted Building allows basic
enhancements to move forward that would (with additional contributions by the nonprofit for
up fits) allow multiple private and public uses of the former library space. The County's Tourism
Staff prepared a brief report (Attachment 2) which outlines some uses /users and highlights how
they might be involved in marketing the space. (The Town and County must still address the
parking issues if any of the proposed uses outlined above are to move forward.)
D. If this project moves forward, the County would have options it could choose associated with
the Annex Building next to the Link Center. That building now houses only the Board of
Elections (4 employees and equipment storage). Those functions could be relocated to former
space in the Link Center planned for the meeting room. The area has ample space to
accommodate all of their needs. Modifications to the building would be less expensive than the
meeting space. Restrooms would not require the same upgrades as the meeting space option.
E. If we proceed as proposed in D above, we could decide on how to deal with the Annex Building.
(1) An option may be to deconstruct the building. If done, this option would assist in addressing
parking issues with the Town in two manners. One the reduction in building floor space would
reduce parking demand (town rules are based on building square footage). The 1968 building
has one usable floor (main), some attic storage and a lower level that sits below flood level.
Removing the building reduces parking demand by 1 space per each 300 SF of building space
and allows the area of the building to be expanded parking for the courts and Link Center.
(2) A second option could be to move some other governmental function to that space (state or
county). This option further negatively impacts parking issues downtown.
(3). Third, we can continue the current activities as they are. However, the building space far
exceeds the needs of the Board of Elections with utility and maintenance costs being duplicative
of vacant space in the Link Center.
SUMMARY
It is difficult to look out into the future with any degree of certainty (especially, as the role of county
government is in continuous change). We make effort to extract as many uses out of county buildings
and facilities as possible (county needs as well as others). The Whitted Building appears to have a never
ending lifecycle. Existing County uses and investments ensure the facility will continue to be a
governmental asset for many years to come. Someday, it may move to other non - governmental use and
ownership; that does not appear to be in the near future. However, if the County Commission sees
merit in the proposals discussed within this report we can move that process forward.
Finally, it is recognized the Town of Hillsborough's parking requirements will play a key role to whatever
future uses are employed at the Whitted Building. If the Town and County can find agreeable methods
to address that issue, the future of Whitted' s use to support cultural and community related activities
will be brightened. Otherwise, those options remain elusive.
ATTACHMENTS
1. Orange County Cultural Center — Strategic Business Plan
2. Visitor Bureau Input: Whited Building
3. Whitted Building Library Space Plan
4. Arts Commission Sprinkler and Structure Reimbursement Proposal
5. Notes From County Commissioners Building Walk Through (1- 23 -12)
Attachment 1
ORANGE COUNTY CULTURAL CENTER
Whiffed Building, 300 West Tryon Street Hillsborough, NC 27278
STRATEGIC BUSINESS PLAN
09/08/2011
EXECUTIVE SUMMARY .......................................... ...............................
VALUES /MISSION/ VISION .................................. ...............................
VALUES................................................................... ...............................
MISSION.................................................................. ...............................
VISION..................................................................... ...............................
PRODUCTS & SERVICES ......................................... ...............................
MARKET RESEARCH ................................................ ...............................
INDUSTRYANALYSIS ......................................... ...............................
IndustryOverview ................................................ ...............................
Challenges & Opportunities ................................. ...............................
BUSINESS -TO- BUSINESS CUSTOMER ANALYSIS ........................
............ ............................... 4
............ ............................... 6
............ ............................... 6
............ ............................... 6
............ ............................... 6
............ ............................... 9
............ .............................10
............ .............................10
............ .............................10
............ .............................11
.......... ............................... 12
Orange County Cultural Center Confidential Page 1 of 30
Strategic Business Plan (v.1.0) 9/8/2011
Member Organization Usage Needs ..................................................................
.............................12
Other Art / Cultural Organizations ....................................................................
.............................12
PotentialFuture Users ........................................................................................
.............................12
Funders.............................................................................................................. .............................13
COMPETITIVEANALYSIS ................................................................................ .............................13
General Overview of the Competitive Environment ....................................... ............................... 13
Competitorsthat offer Space .............................................................................
.............................14
Competitorsfor Fundraising .............................................................................. .............................18
MARKETINGAND SALES PLAN ......................................................................... .............................18
MARKETINGSTRATEGY ................................................................................. .............................18
BrandStatement ............................................................................................... ...............................
18
MarketingMessage ............................................................................................ .............................18
Strategy.............................................................................................................. .............................19
MARKETING COMMUNICATIONS PLAN ...................................................... .............................19
Marketing Communications Vehicles ............................................................... .............................19
SALESPLAN ...................................................................................................... ...............................
21
OPERATIONS, PERSONNEL, AND MANAGEMENT ....................................... ...............................
21
MANAGEMENT................................................................................................ ...............................
21
PERSONNELPLANNING .... :...........................................................................................................
22
Part-time Coordinator ...................................................................................... ...............................
22
Part-time Custodian ......................................................................................... ...............................
23
RISKMANAGEMENT ...................................................................................... ...............................
24
HOURSOF OPERATION .................................................................................. ...............................
24
REGULATIONS, COMPLIANCE & REPORTING .......................................... ...............................
24
LICENSES, PERMITS, REGULATIONS & TAXES .......................................... .............................24
Orange County Cultural Center Confidential Page 2 of 30
Strategic Business Plan (v.1.0) 9/8/2011
COMPUTERS, BUSINESS & FINANCIAL SYSTEMS ................................... ............................... 25
BILLING, CREDIT TERMS & COLLECTION PROCESS .............................. ............................... 25
PROCESSES....................................................................................................... ............................... 25
ArtistStudio / Office Rentals :......................................................................... ............................... 25
Classroom / Auditorium / Gallery Rentals :..................................................... ............................... 25
Access to Professionals /Counsel ......................................................................... ............................... 26
STARTUP PLAN ............................................................................................... ............................... 26
Phase1 ............................................................................................................. ............................... 26
FINANCIALS: YEARS 1 -3 ..................................................................................... .............................28
Orange County Cultural Center Confidential Page 3 of 30
Strategic Business Plan (v.1.0) 9/8/2011
EXECUTIVE SUMMARY
For years, many have been dreaming of creating a Cultural Center to serve the central and northern
part of Orange County: a home for cultural events, plays, concerts, film, arts programming and classes
for children and adults, community events, literary readings, and a gallery. There is currently no
existing facility nearby Hillsborough that is large enough and still affordable for groups who have
struggled to find space to host these types of events and classes.
The Orange County Cultural Center (OCCC) will successfully fill this void by providing a
conveniently located facility, dedicated for cultural events. The proposed space will be walkable to
historic downtown Hillsborough, with enough flexibility to allow for performance as well as
conference space, providing additional rooms for classes, art- related events, and other cultural
offerings. The Center will benefit the economic vitality of the region by not only providing the open
space and infrastructure to foster artistic and historic enrichment, collaboration, and education, but also
by serving as a cultural incubator to spark innovation.
The OCCC was formed by a core group of artistic, cultural, and educational organizations that
recognized the need and banded together to create a new organization to address the lack of accessible
and affordable space to fulfill the cultural needs of the community. Representatives from the Orange
Community Players, the Hillsborough Arts Council, the Historic Hillsborough Commission (the
Burwell School), the Historical Foundation of Hillsborough and Orange County (the Orange County
Historical Museum), the Chapel Hill Orange County Visitor's Bureau, the Orange County Artist Guild,
the Orange County Arts Commission, the Alliance for Historic Hillsborough, and the Orange County
School System are all part of this `dream team' and are committed to making the OCCC a huge
success!
The OCCC seeks to lease 12,000 square feet of the historic Whitted building, the first floor of
Building A, to provide long- and short-term rental space for cultural organizations that reside in
Hillsborough and the central and northern portions of Orange County, and a performance space for
both local and non -local cultural entertainment.
The Center will offer yearly rentals of 7 unique studio /office spaces for creative professionals such as
visual artists, teachers, musicians, and writers, and/or other cultural organizations. Two large
classroom rentals will be available to provide hourly rental space for mid -sized events, including after -
school and adult programming, black -box theatre, rehearsal space, and off -site conferences and
business meetings.
An auditorium that comfortably accommodates 250 to 300 seated people (200 at tables) will be
available for hosting plays, lectures, dances, reunions, banquets, conferences, and other large
gatherings. The OCCC will boast an on -site coffee shop and event bar, and offer gallery, exhibition
and storage rental spaces as well.
The OCCC Board will create interest in the Center and continuously develop community awareness
via a variety of marketing communications tools. An ongoing publicity campaign will be conducted
by developing relationships with news media representatives, writers and editors of local newspapers,
arts magazines, and industry publications. Additionally, Board members will actively build local
Orange County Cultural Center Confidential Page 4 of 30
Strategic Business Plan (v.1.0) 9/8/2011
relationships by meeting with key community and government leaders and attending community group
meetings to create an audience for events and to connect with potential fenders.
To further support the campaign, press releases will be submitted periodically to publicize newsworthy
events, flyers and monthly newsletters will be distributed, and a fresh and exciting presence will be
maintained through a dedicated website and social media outlets. The Center will focus on leveraging
the influence of the OCCC Board of Directors and member organizations to network and publicize its
offerings and activities.
The Center will be overseen by the OCCC Board of Directors and initially managed by the Chair, John
Delconte. John will manage the organizational finances; move -in, purchases and space upgrades; and
coordinate marketing, sales, and community networking with other Board Members. He will form a
hiring committee responsible for interviewing, hiring, and managing both a part-time Coordinator and
part-time Custodian.
The part-time Coordinator will be initially hired to work approximately 10 hours per week and will be
responsible for day -to -day operation of the Center including space sublets, bookings, and coordination.
He /she will maintain the OCCC website and social media accounts, handle accounts payable and
receivable, and write grants to support the Center. The position will eventually become full -time when
the center is at full capacity.
A part-time Custodian will be hired to initially work approximately 10 hours per week and will report
to the Coordinator. The Custodian will be responsible for day -to -day upkeep of the Center, including
weekly cleaning of rented studio space and common areas and post -event cleanup for classrooms and
the auditorium.
Of the existing $37,000 in startup funds approximately $15,000 will be used for a fundraising
feasibility study and $3,800 will be allotted for combined legal, financial, and architectural fees.
$6,200 will be used for the initial purchases of office equipment, seating, tables, and stage. The
remaining $12,000 will cover the majority of the Coordinator and Custodial expenses for the first year.
Rentals will gross an estimated $42,600, $57,900, and $81,900 for years 1 through 3, respectively.
Expenses will run $57,600, $78,500, and $107,296 for years 1 through 3, respectively. Negative
results from operations will be offset with grants and fundraising over the 3 years, thus enabling the
Center to end each year with a positive net asset position.
During Year 2, the Center will launch a capital campaign to cover the large -scale build out of a state -
of-the art theater, restroom upgrades, and to establish an endowment. The Board expects this
campaign to continue over a 6- to 8 -month time period and close during Year 3, at which point we will
conduct the upgrades. However, since the architectural space plan is in process, and the cost of the
upgrade has not been determined, the amount of capital that needs to be raised is a rough estimate
($1,000,000).
The Board of the OCCC seeks to gain approval of occupancy by October 2011, and to begin operations
in December 2011. The Board anticipates that Orange County and the Town of Hillsborough will
agree that the OCCC will serve as a cultural landmark, drawing community members as well as
Orange County Cultural Center Confidential Page 5 of 30
Strategic Business Plan (v.1.0) 9/8/2011
visitors from afar, while serving as a home for our cultural wealth and an incubator for future creative
growth.
VALUES / MISSION / VISION
VALUES
• Build a thriving cultural community: Bring together artists, gallery owners, visual & performing
arts organizations, educators, philanthropists, writers, business owners, community members, and
visitors to share in cultural activities that raise public awareness and appreciation. Create teamwork
through community collaborations and partnerships.
• Nurture artistic and educational creativity: Provide and manage an inviting, supportive, and
inspiring venue to host quality creative artistic and educational offerings. Continuously pursue and
expand the availability of creative opportunities. Strive to make learning fun, interesting, and
increase curiosity.
• Preserve historic architecture: Invest in and maintain the auditorium and office spaces within the
historic Whitted building, which once housed the Hillsborough High School and is owned by
Orange County. Share and grow interest in the rich history of Hillsborough and Orange County by
maintaining the structure as a cultural and educational destination.
• Promote professionalism and financial stability: Continuously provide high quality service to
visitors and the local community. Offer enthusiasm and commitment to clients, be respectful and
flexible, and promote ethical practices. Develop good financial habits and develop and implement
strong financial, regulatory, and supervisory policies in the interest of financial stability.
MISSION
The mission of the Orange County Cultural Center (OCCC) is to promote the public understanding and
appreciation of the creative arts and cultural history of Orange County and to stimulate the interest and
participation of members and the community by providing affordable space for exhibitions, education,
and professional endeavors.
VISION
The OCCC hopes to establish a cultural arts center on the first floor in Building A of the Whitted
Building in the center of Hillsborough, NC. The Whiffed Building is located within the boundaries of
the Hillsborough Historic District and is listed on the National Register of Historic Places. It most
recently housed the main branch of the Orange County library and also served as the Hillsborough
High School.
The OCCC will fill a void by providing a conveniently located facility dedicated for cultural events in
central and northern Orange County, where available space for artistic events is very limited. This
space is walkable to the historic downtown, with enough flexibility to allow for performance as well as
conference space, providing additional rooms for classes, art- related events, and other cultural
offerings.
The Cultural Center will serve as a place of creative discovery, exploration, and enlightenment that
bridges both cultural and economic boundaries. The Center will benefit the economic vitality of the
Orange County Cultural Center Confidential Page 6 of 30
Strategic Business Plan (v.1.0) 9/8/2011
region by not only providing the open space and infrastructure to foster artistic and historic
enrichment, collaboration, and education, but also by serving as a cultural incubator to spark
innovation.
The Center is currently attracting the attention of stakeholders and fenders, and has amassed a startup
fund through individual donations and grants issued by the Hillsborough Tourism Board. We continue
to seek out additional funding to round out our needs to cover the first 6 -12 months of expenses.
The Cultural Center will be developed in three phases:
Phase I (months I -12)
Hire a part-time coordinator, who will book the spaces in the building; maintain the website,
newsletter, and social media outlets; manage the office and books; and perform general administration.
Hire a part-time custodian, who will conduct regularly scheduled upkeep of full -time rental spaces and
other spaces on an as- needed basis.
Sublet the 6 of the 7 existing studio /office spaces to member organizations and outside creative groups
(with priority to member organizations). Uses to include:
• Studio space for music teachers, visual artists, writers
• Incubator offices
• Administration
Rent out conference /creative spaces to member organizations and outside creative groups (with priority
to member organizations) with a goal of 15 hrs /mo. Uses to include:
• After - school programs
• Dance, acting, movement classes
• Small conferences / meetings
• Black -box theatre
Begin booking the auditorium space (as is) to member organizations and outside creative groups (with
priority to member organizations) with a goal of 4 events /mo. Uses to include:
• Plays, fundraisers, lectures, movies, musical acts
• Large workshops
• Large art classes
• Large gallery exhibitions
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• Dances
Reunions
• Conferences
• Weddings
Rent out the caf6 space to a local vendor on an annual basis.
Establish monthly rentals for the art gallery, conference room events, and storage areas.
Generate interest and commitment from bar rental vendor to offer service during special events.
Develop a space plan and determine costs for a complete upgrade of the Center.
Phase 2 (months 12 to 24)
Launch a capital campaign to cover:
• Unfitting costs for restroom upgrades.
• Build out for a fully functional theatre (sound, stage, lighting, seating, concessions, room
dividers, flooring, ceiling, etc) to allow for audiences of 250 to 300 persons seated in rows, or
200 seated around tables.
• $100,000 endowment.
Increase Coordinator hours to 30 /week and Custodian hours to 20 /week.
Sublet the 1 remaining studio /office space and renew leases for the occupied 6 rental spaces.
Increase classroom bookings to 30 hours per month and auditorium bookings to 6 events per month.
Phase 3 (months 24 to 36)
Increase Coordinator to full time — added responsibilities include: fundraising and grant writing.
Complete capital campaign (raising $1,000,000).
Contract out and oversee aforementioned upgrades and establish the endowment.
Book classroom and auditorium spaces with a goal of 60 hours /mo and 10 events /mo, respectively.
Expand efforts to collaborate with other cultural, civic, and educational organizations in bringing arts
and culture to our greater community.
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Create new partnerships with private and public fenders for ongoing operational support (ie, Duke,
UNC, LJNC Hospitals, Durham Regional, Sports Endeavors, PHE, other local businesses and
individuals).
Ongoing / Future
Design and offer in -house creative programming to increase earned income.
Partner with fenders or existing groups to ultimately purchase the building so that further
improvements do not become `sunk costs'.
PRODUCTS & SERVICES
• Manage room sublets and coordinate booking of spaces to other cultural organizations and
individual artists that reside in Hillsborough and Orange County;
1),7 studio%fce spaces — (minimum) yearly rentals for:
• Visual artists
• Music teachers
• Writers
• Incubator offices
2) 2 lame classrooms /creative%onference spaces — for mid -sized events (max 80 persons)
• After- school programs for all types of art, including dance, visual, theatre, sculpture, etc.
• Adult programs for all types of art, including dance, visual, theatre, sculpture, etc.
• Small conferences or off -site business meetings
• Dedicated rehearsal space
• Black -box theatre
3) 1 large multi -use flexible auditorium/theatre — for larger events (max 250 -300 persons)
• Workshops and classes
• Plays, musicals, theatrical performances
• Lectures and large conferences
• Fundraisers
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• Reunions, weddings, dances, and other social events
• Artistic and historic exhibitions
4) Miscellaneous rental spaces
• Cafe — outside vendor to offer beverages and snacks
• Events Bar — to be rented out during larger special events to provide alcoholic
beverages and light fare
• Art gallery
• Storage areas
• Provide superior operational, administrative and custodial service;
• Provide avenues to exhibit and sell the works of two- and three - dimensional art through a variety
of juried and non juried exhibitions;
• Provide housing for historical exhibits;
• Develop OCCC - dedicated artistic programs in the future to provide additional income;
• Generate job opportunities for Orange County residents by providing a first -class space for
incubating the cultural, artistic, and historical visions of county residents and organizations.
MARKET RESEARCH
INDUSTRY ANALYSIS
Industry Overview
There is a wealth of cultural capital in our community. More than 1,400 artists of all kinds are listed in
the Orange County Arts Commission's database. We have painters, photographers, filmmakers, poets,
writers, musicians, dancers, and fine craft artists. Hillsborough was named the best literary town in the
south this year by one recent publication (gardenandgun.com). As well, our community is home to
many individuals and organizations that are making valuable efforts to archive our cultural history,
protect our cultural artifacts, sites and buildings, and to preserve all of these precious resources for the
benefit of the citizenry.
The arts /culture industry is dynamic in Orange and Durham Counties and growing as evidenced by the
ongoing success of venues like the Carrboro ArtsCenter, Playmakers Repertory Company, Deep Dish
Theater, the Durham Performing Arts Center (DPAC), Golden Belt, and the recent emergence of small
art galleries. New art and performance venues have also come online in the nearby Chatham County
communities of Saxapahaw and Pittsboro.
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Hillsborough's thriving art scene has emerged within the last 10 years: the Hillsborough Arts Council's
Last Friday event attracts thousands of patrons each month during the spring and summer, its winter
Parlor Concerts sell out, and its giant puppet parades inspire both children and adults. The arts have
helped to spark a renaissance in downtown Hillsborough, which has led to a strong merchant and
restaurant presence. However, there is a perennial need in central and northern Orange County for
space and venue for the expression of the arts and humanities.
Performance, rehearsal, gallery, and studio spaces that are specialized and affordable are very difficult
to find, as are office, meeting, and teaching facilities. Locating multiple entities, with shared focuses
on art, culture, history, and heritage, all in one physical location in the heart of a community
(Hillsborough), would encourage a dynamic exchange of inspiration, ideas, and work, as well as an
opportunity to share underpinning resources. The energy feeds back into the community, encouraging
creative individuals and businesses to make this their community as well.
Arts and historical attractions serve as a cornerstone for Orange County tourism. The Chapel
Hill/Orange County Visitors Bureau reported that 3 of the top 10 Orange County Attractions in 2009
were arts related (by reported attendance). Tourism in Orange County provides sales to local
businesses, tax dollars to municipal governments and employment for residents. According to the
Orange County Office of Economic Development, total visitor spending in the county was $144.07
million in Orange County during 2010.
Challenges & Opportunities
The Cultural Center will be operating in a climate of economic uncertainly that is outside of its control.
Personal income and leisure time drive demand for cultural and artistic programs. As a discretionary
spending item, attending performances depends on personal income and competes for the consumer
dollar with other entertainment and pastimes.
Additionally, the Center will partially depend on third -party sources for investment and supplemental
funding, as revenue won't always cover expenses. Corporate and individual sponsorships, foundation
and government grants, and gifts will help underwrite operations. This support will also hinge on the
health of the economy; changes in corporate profits, the stock market, and government budgets will
influence financial support from private and public sources.
However, a variety of opportunities are being pursued locally to develop new audiences. The Chapel
Hill/Orange County Visitors Bureau is currently working in numerous ways to increase visitor traffic.
It has added a Smartphone plan to their media schedule that will offer listings of Chapel Hill /Orange
County restaurants, events and shopping in the area. Smartphone usage has increased significantly
over the last 5 years and travel applications are some of the most used applications in the market.
The Visitors Bureau is also teaming up with the Greater Raleigh and Durham County Visitors Bureaus
to promote local art throughout the Triangle. Arts in the Triangle will be the official arts site for
visitors in North Carolinas Research Triangle Region. Visitors will be able to view upcoming events in
visual and performing arts and plan a triangle arts getaway by downloading itineraries.
Visitors come to Orange County looking for authenticity, for the character of a place, and for unique
attractions. The county is a blossoming cultural destination for those from near and far. A vibrant
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cultural center would serve as yet another magnet for visitors, whether their visits are for leisure or for
business.
BUSINESS -TO- BUSINESS CUSTOMER ANALYSIS
Member Organization Usage Needs
Orange Community Players — theatre, classroom, and dedicated rehearsal space
Hillsborough Arts Council — art classes, movement and drama programming, musical performances,
after- school and summer programming
Historic Hillsborough Commission/Burwell School — historical programming, gallery exhibits, and
fundraising
Orange County Historical Museum/Historic Foundation of Hillsborough — historical programming,
gallery exhibits, fundraising events, off -site board/committee meetings
Orange County Artist Guild — gallery exhibits
Orange County Arts Commission — arts programming
Orange County School System — theatre, classroom and gallery exhibits for and by kids
Other Art / Cultural Organizations
Hillsborough Actors Theatre Company — has hosted an annual Christmas Carol for the past 9 years,
featuring renowned authors Michael Malone and Allan Gurganus. They hope to host their 10"'
anniversary in the Cultural Center.
The Purple Crow Bookstore — often has authors in for "readings" when new books are published. A
recent reading was held outdoors at the new Famer's Market Pavilion because it drew many more
people than the small bookstore could house.
Handmade Parade — the auditorium floor would be an ideal space for producing the huge 20- to
30 -foot puppets for the handmade parade as well our dedicated storage areas for works in progress.
Potential Future Users
Hillsborough Radio Station — local microstation is looking for a broadcast booth and 2 studios.
Symphony Orchestra — gives concerts at Cameron Park in the summer. They could offer a winter
concert / series in the auditorium.
Local music teachers — could utilize office space for one -on -one lessons, the classroom areas for larger
groups and the large theatre space for their students to perform recitals.
Gallery exhibition space — while there are wonderful venues in town for the display of art in
commercial galleries, there are no places for amateurs to present their wares. The auditorium space
could be a great place for mounting "juried" shows, where anyone could enter. We have resident in
Hillsborough a premier landscape painter, John Beerman (who has paintings hanging in MOMA in
New York City). He currently gives watercolor classes in a converted gas station. While he may not
want to change his space for classes, he would be an excellent judge of a "juried" show (and has said
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he would be interested in helping out in such a way). Such shows would help the local art•galleries as
well by bringing in more people interested in the visual arts.
Old 35mm Movie Buffs — currently old movies are shown in the Masonic Temple. Potentially more
people would attend showings if the arrangements were a bit more comfortable than their rather
cramped quarters.
Music Groups — there are numerous music groups in town from jazz orchestras to bluegrass groups
who would be eager to play for dances and concerts.
Lecture series — we have many interesting scholars and collectors in town. It would be possible to run
an interesting local lecture series to remove the need to travel to Chapel Hill or Durham for an
"intellectual community ".
Funders
The OCCC will be seeking as much funding from program and sub - rentals as possible; however, it is
likely, in order to keep costs affordable to the cultural organizations, ongoing support will be needed.
Individual support will come from local Hillsborough community members including our great local
authors, who have led fundraising efforts and will continue to do so.
We are planning to engage a professional fundraiser to conduct a feasibility study, assist us in targeting
funders, and offer advice on communication strategies. There are a host of local businesses, institutions
and foundations that we plan to. target such as PHE Inc, Sports Endeavors, Duke University, UNC, and
the Kirby Foundation. We expect that fundraising will also build on itself by bringing in more
participants as well as enthusiasm for a shared effort.
COMPETITIVE ANALYSIS
General Overview of the Competitive Environment
For years, many have been dreaming of creating a Cultural Center to serve the central and northern
part of Orange County: a home for cultural events, a place to host plays, concerts, film, arts
programming and classes for children and adults, community events, literary readings, and a gallery.
The Orange County Cultural Center was formed in response to this need.
The facility is needed to provide affordable performance space, gallery space, classrooms, studios, and
arts programming near the center of downtown Hillsborough. The need has become apparent after
several groups in this part of the county have struggled to find space to host events and classes. Groups
like the Hillsborough Arts Council, the Orange County Historical Museum, and the Burwell School
Historic Site regularly host events that could sell more tickets in a larger space.
There is no fully functional theater nearby Hillsborough. Arts and cultural organizations need the
space to expand their offerings for classes and after - school programs. Local artists desire studio space,
and local educational institutions such as Orange County Schools would make use of the space for
their arts and cultural classes. This project has the chance to benefit everyone.
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Competitors that offer Space
The Big Barn Convention Center
388 Ja -Max Drive, Daniel Boone Village, Hillsborough, NC 27278, 919 - 732 -2361
(2 miles / 5 minutes from the OCCC)
• The Big Barn is a 9000 - square -feet convention center with up to a 350- person seating capacity. It
offers a large stage, lobby & bar, fireplace, full kitchen, tables & chairs, alcohol is permitted, and
catering is available on request.
• Rental rates are Mon through Wed full day - $800, 1/2 day $500 and Thurs through Sun full day -
$1000, with a separate $100 clean up deposit.
• The space is marketed as a rustic center ideal for meetings, parties, weddings, receptions and
family reunions. They do not have a dedicated website, but can be found online through other
websites like theshopsatdanielboone.com and visitchapelhill.org.
• This venue only offers the one rental space. They do not tend to attract artistic clientele as
their space has more of a `dark outdated feel'.
The Arts Center of Carrboro
300 -G East Main Street, Carrboro, NC 27510, 919 - 929 -2787
(13 miles / 25 minutes from the OCCC)
• http: / /www.artscenterlive.org/
• The Arts Center of Carrboro is a fully functioning artistic and creative center. They have their own
in -house programs and also offer rental space as detailed below:
• Earl and Rhoda Wynn Theater: a large theater that is approximately 6000 square feet and
can accommodate from 250 to 500 persons depending on configuration. It features a 32'x28'
thrust stage, a triangular 40'x30' dance floor, full P.A., and permanently mounted 12x12'
film screen.
• West End Theater: is a multipurpose room with 2400 square feet, a 15'x15' stage and a
small attached kitchen that accommodates 75 to 100 persons depending on configuration.
• Dance Studio: is a 20'x30' space that can accommodate up to 24 persons. It has a large full
wall mirror, stereo system and wooden floors.
• Miscellaneous Rooms /Capacity
• Gallery - 2000 square feet, 125 persons
• Studios 2, 5, 6 - 15'x30' to 20'x35', 10 -18 persons
• Jane Filer Studio - 30'x 18', 24 persons
• Rates for all rentals are $90 per hour / $70 per hour for non - profits and schools. Discounted
rates are available for lengthy or long -term rentals. Sound and light technicians, bartenders
and other services are available at an additional charge.
• They provide a House Manager for the duration of each event, will recommend a caterer, provide
bands/DJs of all genres, and offer beer & wine selections in a bar & concession area. Patrons are
also welcome to bring in their own food, beer and wine.
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• The Arts Center's markets their theater, practice spaces, dance and art studios, and galleries for all
types of special events including wedding receptions, family reunions, holiday parties, birthday
parties, bat mitzvahs, quinceafteras, memorial services, business meetings, seminars, rehearsals,
and performances.
• The Arts Center is a viable competitor but logistically they are too far away and service
mainly Carrboro and Chapel Hill.
Carrboro Century Center
100 North Greensboro Street, Carrboro, NC, 919 - 918 -7365
(13 miles / 25 minutes from the OCCC)
• b=:// www .carrboro.com/cgngncenter.html
• The Carrboro Century Center has five furnished rooms and a fully equipped kitchen available for
rental as described below:
• Centga Hall: is approximately 4236 sq ft. and can accommodate 200 to 545 persons
according to configuration. The stage is 21'x18' and they require a 3 -hour minimum rental.
Standard Fee is $165 weekday /$276 weekend, Public Fee (events free to the public) is $87
weekday /$138 weekend.
• Activity Rooms L4 avails the rooms range from 252 -270 sq. ft. with a max capacity of 6 -18
persons depending on set up. Rooms 2 & 3 can be combined to double the capacity. There
is a required 2 -hour minimum rental. Standard Fee is $47, Public Fee is $29
• Kitchen: 200 sq ft., 1 hr min rental, Standard Fee is $32, Public Fee is $19
• A/V & Kitchen equipment, site license fees charged separately
• The Century Center hosts community events sponsored by a variety of area organizations such as
Triangle Swing Dance Society, and the Triangle Country Dancers. They offer recreational classes
and workshops for adults and youth, town sponsored events and programs, art exhibits, dances,
dinners and reunions, business meetings, private weddings, parties, receptions, and bar mitzvahs.
• The Carrboro Century Center is a viable competitor, but too far away to accommodate
Northern and Mid Orange County patrons.
Common Ground Theater
4815B Hillsborough Road, Durham, NC, 919 - 698 -3870
(9 miles / 13 minutes from the OCCC)
• htW:Hcgtheatre.com/
• The Common Ground Theater is a 2300 - square -foot building that includes 960 square -feet of
performance space, flexible seating for 55 +, a lobby, box office and dressing room.
• Performance Rental Rates per Rental Period (as described below): Mon, Tues, Wed — $100.00,
Thurs and Sun — $125.00, Fri and Sat — $150.00. There is a minimum weekly rental fee of $550 for
theatrical runs that are longer than one week, monthly rates are negotiable.
• Rental Periods: Monday — Saturday — 6pm to 11:30pm, Sundays — 12pm to 5pm, other times are
negotiable upon availability.
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• Rehearsal/Class Rental Rates: Mon — Thurs & Suns — $45.00 per day or $55.00 with lights, Fri &
Sat — negotiable, monthly rates are negotiable. Session lengths and times are determined based
upon availability.
• The Common Ground is mainly marketed as a theater (rehearsals, auditions and performances) and
local music venue, although they do host both physical and creative classes.
• This venue is a much smaller than the OCCC and offers only a theater space with no
additional classroom or studio options.
Durham Performing Arts Center (DPAC)
The American Tobacco District, 123 Vivian Street, Durham, NC 27701, 919 - 688 -3722
(15 miles / 21 minutes from the OCCC)
• http: / /dpacnc.com
• DPAC is a full service facility that offers numerous rentals spaces as detailed below:
o Performance Theatre: a contemporary space with over 2,700 seats distributed on three
levels (1,400 on the orchestra floor, 600 in the Grand Tier, and 700 in the Balcony). Pricing
starts at $7,500 for the full 2,700 seats and $6,000 for reduced 2,000 -seat configuration
(plus staffing, clean-up, security, sound- lights and other expenses).
o BlueCross BlueShield of NC Atrium: a three -story glass - walled lobby that offers over
15,000 square feet of event space for gatherings up to 1,000 guests. Pricing starts at $4,500
(plus staffing, security, clean-up and other expenses).
o Mildred and Dillard Teer Stage: a 6,000- square -foot stage that doubles as a meeting,
reception or parry space for groups of up to 500 guests. Pricing starts at $3,000 (plus
staffing, security, clean-up and other expenses).
• Capitol Broadcastin Pg laza: an outdoor space that can accommodate up to 1,500 guests for
small festivals, outdoor performances, and pre -show gatherings. Pricing starts at $1,500
(plus staffing, security, clean-up and other expenses).
• President's Club Lounge: the only "closed- door" meeting space at DPAC. Used exclusively
for VIP clientele/ Patrons/ guests on show nights or for business meetings or gatherings on
off nights. Pricing starts at $750 (plus staffing, security, clean-up and other expenses).
• The Durham Performing Arts Center markets itself as a state -of -the -art, full- service facility for
receptions, meetings, conferences, new product launches, or other special events. They assist with
catering services, audio /visual equipment, room setup designs, special - themed decorations and
have access to specially qualified vendors that can provide tents, flowers, ice sculptures, and
superstar entertainment.
• DPAC is a great venue but significantly more expensive than the OCCC rentals, and they give
priority to in -house events / presentations.
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Golden Belt
807 East Main Street, Durham, NC 27701, 919 - 967 -7700
(16 miles / 23 minutes from the OCCC)
• http: / /www.groldenbeltarts.com
• The Golden Belt is a repurposed textile manufacturing `campus' that offers art gallery and artist
studios rentals as follows:
• The LabourLove Gallery: an 1800 sq ft privately managed space that sells original artwork, home
decor and merchandise while also providing services for art rental, children's art lessons, and art
selection. Artists can rent gallery space in various ways: 3' w x 8' h Wall space — $89 /month,
shelf space — 3 shelves 30" long totaling 7.5' linear feet of display space — $89 /month, Clothing
Rack Space — 3 linear ft — $49 /month. Artists have the option to apply for a six -month or twelve-
month lease. Artists keep 90% of the retail sale from all items. LabourLove will use the other
10% to cover credit card processing and basic business expenses related to gallery operations
including accounting and marketing costs.
Artist Studios: 35 individual artist studios feature oversized, industrial sliding doors with inset
glass window, ample natural light, electrical outlets, concrete floors, and 14 -foot ceilings. Sizes
range from 168 -648 square feet and larger spaces can be shared. Artists have access to their space
24/7 and may sell work out of their spaces. Studios run from $275 - $800 per month and all
utilities are included.
The Golden Belt markets themselves as a venue with a sustainable design and a historic restoration
that embraces the funky industrial aesthetic to forge a unique urban environment where creative
people live, work and play.
The Golden Belt is a larger venue that encompasses retail stores and apartments and their
artist rental space is significantly higher in price than the OCCC.
The Depot
246 S Nash St, Hillsborough, NC 27278, 919- 643 -3768
(1 mile / 2 minutes from the OCCC)
• http: //hillsboroughdepot.com/
• The Depot is a 3500- square -foot candy & ice cream store with a small performance area that offers
light fare, beer & wine in the evening.
• The rental rate is $20 per hour and you must use them for food & beverage.
• The Depot is basically a small live music venue with shows offered mainly on Fri & Sat eves, with
the occasional open -mic night.
• This venue is for small performance groups or art showings only. There is no changing or
practice area and has an estimated 50 -100 person maximum capacity.
There are also various high schools, civic spaces , hotels, and other commercial venues that rent space,
but they don't have an artistic atmosphere, are generally just large one room auditorium -type spaces
where you can only arrange one -time rentals with no available rehearsal spaces, storage areas, etc.
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Competitors for Fundraising
We recognize that the OCCC is a new group that will fundraise to the same community as other artistic
and cultural non - profit venues. However, the OCCC serves a distinct role to that of the member and
other community organizations as `we are the building coordinator, and everyone else provides the
programming'.
By providing space for other arts organizations we will be seeking operational support and will not be
competing for art program dollars. This allows for continuity within the organizational brands, and
strengthens grant- winning opportunities by running new programs through well - regarded organizations
that are established with long track records.
In essence, we are providing the space in which all the other local cultural organizations and artists can
effectively present their work to the public. That said, our operational fundraising will be on par with
the smaller organizations in town.
MARKETING AND SALES PLAN
MARKETING STRATEGY
Brand Statement
The OCCC is a trusted, local, community- oriented organization that fosters local creativity and
partnership by providing a home for affordable, high - quality art, history, and cultural events. We are
the only local facility that can provide auditorium and classroom space for performances and classes
that is affordable and accessible to our community.
Marketing Message
Is your artistic /cultural organization seeking affordable rental space close to home? Are you settling
for venues that are too environmentally sterile or have limited offerings that don't encompass all of
your needs like a large theater, ample storage, rehearsal space, or attractive viewing areas?
The OCCC has repurposed what was once the central Orange County library in the historic Whiffed
Building in downtown Hillsborough into a 12,000 sq ft. artistic hub where all are welcome. Eight local
artistic, cultural, and educational organizations formed the OCCC to create this accessible and
affordable creative space.
The Center is an attractive, professionally managed venue that boasts a large theater & auditorium,
classrooms, and artist studios /offices. It serves as a home for cultural events, plays, social gatherings,
concerts, arts programming and classes, a caf6, and an art gallery. It draws local community members,
families, and visitors alike to enjoy and support local creative offerings.
After all of the hard work that you've invested in developing your unique program, we understand that
you desire and deserve an inviting space to host your spectacular event. Call our professional OCCC
Coordinator today at 919 - 643 -2500 and let us serve as your host for creative programming.
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Strategy
Leverage the influence of the OCCC Board of Directors and the OCCC member organizations to
network and publicize the center, our offerings and activities. Maintain a fresh and exciting presence
on our website and in social media.
MARKETING COMMUNICATIONS PLAN
Marketing Communications Vehicles
Public Relations
1) The OCCC will conduct an ongoing publicity campaign by developing relationships with news
media representatives, writers & editors of local newspapers, arts magazines, and industry
publications, encouraging them to write articles focusing on the Center. We will also write and submit
press releases publicizing newsworthy program interests and events, public interest and industry
stories, and upcoming community events, and will actively use social media.
Our publicity will be conducted in phases:
a) Create public awareness by letting the community know that we have officially signed a
deal with the county, what we will offer, who is involved.
b) Publish an interim article describing the build -out and an estimated opening date.
c) Publish a grand opening article including quotes from organizing groups and how they are
going to utilize the space, inviting community members to come and visit.
d) Personally invite media contacts to special events hosted at the Center.
e) Submit monthly articles describing activities for the upcoming month and future `special
events'. Additionally, write short `personal interest stories' focusing on prior month's
events and their success.
Potential Venues & Contacts:
Erin Wiltgen — News of Orange County, e.wiltaen@newsoforange.com
Dan Way — Chapel Hill Herald, DWayQheraldsun.com
Mark Schultz — News & Observer, Durham Section, mschultzgnewsobserver.com
Our State Magazine, editorial&ourstate.com
Dan Shannon — Chapel Hill Magazine, danshannon @chapelhillmagazine.com
Elizabeth Shugg - 151501 — eshucg_Qwakelivin .com
2) The OCCC Board Members will develop relationships with key community and government
leaders. We will arrange to meet one -on -one with these individuals to spread awareness throughout
the community. We will personally invite them to our grand opening ceremony, distribute marketing
flyers describing our offerings, email quarterly newsletters, and periodically send invites to upcoming
events.
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Potential Venues & Contacts:
Margaret Cannell — Hillsborough/Orange County Chamber of Commerce
Elizabeth Read — Alliance for Historic Hillsborough
Katharine Paulhamus — Director of the Burwell School
Bernadette Pelissier — Chair; Orange County Commissioners
Tom Stevens — Mayor of Hillsborough
Mark Chilton — Mayor of Carrboro
Mark Kleinschmidt — Mayor of Chapel Hill
Kay Hagan - US Senator
David Price - US House Representative
Ellie Kinnaird - State Senator
Verla Insko r State Representative; District 56; Orange Co.
Bill Faison - State Representative; District 50, (Caswell, Orange)
Joe Hackney - State Representative; District 54; (Chatham, Moore, Orange)
Pat Rhodes — Superintendent, Orange County Schools
Thomas A. Forcella — Superintendent, Chapel Hill/Carrboro City Schools
3) OCCC Board Members will be visible at community events, distribute flyers to a targeted customer
base, invite Chamber of Commerce for after -hours events, and offer to speak to civic groups, rotary
clubs, senior centers, schools, and other organizations that will be potential customers.
4) Member organizations will cross - promote each others' events to their own organizations, taking
advantage of their mailing lists.
5) After the Grand Opening, we will host periodic (quarterly) public open houses and invite the local
Chambers of Commerce, School Board Members and the public at large to ensure that local
community members will become and remain familiar with the Center and its offerings.
6) The Center will also host significant cultural performances from out -of -town bands and theatrical
groups. Outside acts will be solicited by partnering with local booking agencies, such as Time and Tide
Productions. In addition, the Center will pursue partnerships with other nearby arts centers, such as the
Arts Center of Carrboro and the Ballroom in Saxapahaw, to share leads for acts.
Advertising Media
Flyer: We will create an attractive 1 -page color flyer/ sales sheet that describes our various rental
spaces, high lights our unique features, and includes photographs of the space. Flyers will be
distributed at meetings and wherever there is community presence.
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Website: The OCCC will have a dedicated website that will be updated, at a minimum, on a weekly
basis by the Coordinator. Our mission and marketing message will be prominently displayed and will
include detailed information about our rental spaces. Event updates will be made periodically to
ensure a fresh and interesting presence and to keep visitors informed and interested in returning to the
site. We will include customer testimonials, write ups of past events, and event photos. The website
will have the option for customers & patrons to sign up for email notifications and newsletters.
Social Media: We will take advantage of the customary social media outlets including Facebook and
Twitter. The Coordinator will post, at a minimum, engaging weekly messages to keep users informed
about current events and keep the OCCC fresh in their minds.
Newsletter: The Coordinator will send out a monthly electronic newsletter.
Networking
Board members and the Coordinator will maintain ongoing dialogue with community and government
members. They will build local relationships by attending community group meetings, Chamber of
Commerce events, school meetings and other events hosted by local church, civic clubs and groups.
The focus will be to get our name out, create an audience for events, and connect with potential
finders.
SALES PLAN
Member organizations that sit on our board will be a large part of our customer base, therefore it will
not be necessary create a sales plan for this group. However, for non - member organizations, our plan
is to identify & research prospects and determine which services we offer that they would be interested
in. We will research each potential customer individually, understand their needs, and arrange one -on-
one meetings with the decision makers. Our presentation will include an in -depth explanation of our
offerings, details of how the client will benefit, and distribution of flyers and business cards. We will
follow up with them via a quarterly sales call to continue to encourage them to use our facilities and
email them a newsletter and sales flyer quarterly.
OPERATIONS, PERSONNEL, AND MANAGEMENT
MANAGEMENT
The OCCC will be overseen by the OCCC Board of Directors and initially managed by John Delconte,
the Chairman of the Board.
John D. Delconte
Cofounder and Chair, Mr. Delconte brings to a strong background in organizational development, arts
administration, and entrepreneurship. He has served as a medical writer in the pharmaceutical industry
since 1993. In 1999, he joined the Hillsborough Arts Council (HAC), and served as Chair from 2003 to
the 2007. He extended the HAC's very successful Last Fridays program from 6 months per year to
year - round. Also in 1999, he began volunteering with the Orange County Dispute Settlement Center of
Orange County, NC, and became a certified divorce mediator and large -group facilitator. In August
2001, John founded Compass Communications, Inc. to offer organizational development services. He
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Strategic Business Plan (v.1.0) 9/8/2011
taught courses of personal finances and finding employment at Alamance Community College, and
holds an MS in behavioral neurobiology from Rensselaer Polytechnic Institute (Troy, NY). John
combines backgrounds in science, non - profit business, and industry.
The following competencies will be provided by Mr. Delconte for overall management of the OCCC:
• Manage the financial position of the organization.
• Manage move -in, purchases and space upgrades.
• Personnel management, in conjunction with a hiring committee: interview, hire and manage a
part-time Coordinator, and part-time Custodian.
• Oversee rentals and space management.
• Oversee facility maintenance and coordination with Orange County as required.
• Coordinate marketing, sales, and community networking with other Board Members.
Day -to -day operations will be gradually transferred to the Coordinator after that position is filled.
Additional competencies required for the success of the Center to be provided by various Board
Members:
Community outreach to increase presence and facility usage utilizing sales and marketing
strategies.
Community networking to maintain ongoing community involvement and support.
Fundraising efforts for the various phases of the project as well as ongoing operational support.
PERSONNEL PLANNING
Part -time Coordinator
A part-time Coordinator will be hired by December 1, 2011 to work approximately 10 hours per week
at a starting salary of $17 per hour. The Coordinator will be responsible for day -to -day support of the
Center and will report to the OCCC Board of Directors. The position will eventually become fulltime
when the center is at full capacity.
Responsibilities:
Sublet the available spaces within the center, including the artist studios (monthly),
classrooms (hourly), auditorium (hourly), cafe (monthly and per event), and gallery
(monthly).
Liaise with third parties, such as promoters, to fully book the auditorium.
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Strategic Business Plan (v.1.0) 9/8/2011
Maintain the OCCC website.
• Regularly maintain Twitter and Facebook accounts.
• Write & distribute monthly newsletter.
• Write grants to support the center.
• Field phone calls and email queries within a business day.
Handle accounts payable /receivable through accounting software.
Qualifications:
• Interest in and knowledge of the arts, history, and local culture.
• Office skills, including word processing, internet, email, and bookkeeping.
• Ability to use bookkeeping software, such as Quickbooks
Strong interest and ability to use social media.
• Ability to adhere to a budget.
Ability to work under pressure.
Ability to develop and adhere to deadlines.
Demonstrated integrity and honesty.
Creativity and ideas.
Ability to communicate effectively.
Strong organizational skills.
Part -time Custodian
A part-time Custodian will be hired by December 1, 2011 to work approximately 10 hours per week at
a starting salary of $9 per hour. The Custodian will be responsible for day -to -day up -keep of the
Center and will report to the Coordinator.
Responsibilities:
• Weekly cleaning of rented artist studios including garbage removal, floors, windows, and spot
cleaning as required.
• Cleaning of common areas including bathrooms, hallways, and entrances.
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• Post -event cleanup for classrooms and auditorium.
Qualifications:
• Flexibility: available to work both a weekly schedule and on call as required according to
usage.
• Work independently without consistent supervision.
• Honesty and integrity.
RISK MANAGEMENT
The OCCC will carry the following insurance coverage:
• Properly insurance to protect the Center's contents.
• General Liability insurance to cover any injury or damage to other people, their reputation, or
their property.
• The OCCC will require organizations hosting on -site events to carry their own liability
insurance. The event bartender will obtain liquor liability insurance.
HOURS OF OPERATION
• The Center will be opened for limited office hours for the first year (approximately
10 hours /week). Once fully operational, the Center will be opened during normal office hours
(9 to 5, Monday through Friday).
• Renters of studio spaces will be issued their own set of keys, or electronic key fob, and will
have 24 -hour access.
• Organizations that rent the classroom and/or auditorium spaces will be allowed access by the
Coordinator or the custodian on an as needed basis.
REGULATIONS, COMPLIANCE & REPORTING
We understand that opening a facility like this will have public gathering regulations and we will, as a
follow up to this business plan, set up processes to ensure that we are in compliance with all
regulations that affect our business, including ADA accessibility and health department regulations for
the cafe. We will ensure that our staff is aware of all regulations, policies & processes and hold them
accountable if they do not comply.
LICENSES, PERMITS, REGULATIONS & TAXES
The OCCC will be a registered 501(c)(3) non - profit organization exempt from Federal and State taxes.
No goods will be sold by the Center the Cafe will be responsible for their sales. The cafe will obtain
a permit from the Orange County Health Department, if food will be prepared on site.
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COMPUTERS, BUSINESS & FINANCIAL SYSTEMS
The Coordinator will require a computer to perform daily operations including scheduling,
bookkeeping, marketing, website /social media maintenance, and general correspondence. We will
utilize Google Apps for scheduling, web sites, newsletters, and other needs. The Coordinator and
Board of Directors will have shared access. The calendar of events and classes will be maintained by
the Coordinator. Quickbooks will be utilized for general bookkeeping purposes.
BILLING, CREDIT TERMS & COLLECTION PROCESS
• Studio renters will be required to submit monthly rental payments to the Coordinator on the
first day of each month.
• Classroom and auditorium renters will be charged a 50% deposit to secure rental space and
must pay the remaining 50% two weeks prior to their scheduled event. Cancellations within
two weeks prior to the event or class are fully refundable less a transaction fee, with no refunds
permitted within two weeks of an event or class.
PROCESSES
Artist Studio I Office Rentals:
e Rentals will be available on a first come first served basis.
• Individual rental agreements will be signed by each renter and renewed on an annual basis.
• First month's rent, security deposit, and references will be required before move -in.
• One set of keys or key fob will be provided to renters on the first day of occupancy.
• The OCCC will provide weekly custodial services.
• The OCCC will coordinate with the County for necessary building maintenance issues as they
arise, including HVAC, electrical, roofing, etc. The Center will be responsible for plumbing,
stage, sound, seating, and other interior maintenance issues.
Classroom / Auditorium / Gallery Rentals:
• Rentals will be available on a first come first served basis.
• Member organizations will be given first priority on space rentals, but they will be required to
follow the same rental agreements as non - member organizations.
• Daytime use of the auditorium space (from 9 am to 5 pm) will be available for booking for
member organizations in exchange for in -kind volunteer time, on a 1:1 basis.
• Individual rental agreements will be signed by each organization for every event.
• Organizations will be required to present an insurance certificate at the time of deposit.
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Strategic Business Plan (v.1.0) 9/8/2011
• The OCCC will provide custodial services.
• Organizations will be allowed access to the rental spaces via the Coordinator.
Access to Professionals /Counsel
• The OCCC will hire a Certified Public Accountant to review the books and file required tax
forms on an annual basis
• David Harris of Linck, Harris Law Group, PLLC has been hired to file for incorporation and
nonprofit status.
START UP PLAN
Phase 1
• Present Business Plan to Orange County and the Town of Hillsborough
• Discuss the plan with the town planning department to make sure the property is zoned for the
proposed use, and that there is sufficient parking
• Discuss and agree upon rental terms with the County, sign lease
• Obtain a certificate of occupancy from the county building inspectors
• Submit article to local papers about the signing
• Set up 501(c)(3)
• Purchase necessary insurance coverage
• Connect utilities: telephone /internet
• Clean space in preparation for rentals
• Purchase folding chairs and tables
• Build simple stage
• Purchase computer and printer /fax for Coordinator
• Purchase office & operating supplies: toilet paper / paper towels / cleaning supplies / computer/
paper / misc. office supplies /other
• Interview and hire part-time Coordinator
• Interview and hire part-time Custodian
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Strategic Business Plan (v.1.0) 9/8/2011
• Create a scheduling calendar
• Set up Quickbooks /spreadsheet for finances (with assistance from CPA)
• Create marketing flyer
• Create website, social media sites
• Create signage
• Pre - opening advertising, promotions, and articles in newspapers
• Network with community & government folks
• Speak at civic clubs, chamber meetings and other community meetings
• Host a Chamber After Hours event at the new facility soon after the opening
• Initiate fundraising feasibility study
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Strategic Business Plan (v.1.0) 9/8/2011
FINANCIALS: YEARS 1 -3
OCCC Statement of Activities
Cafd Rental
YEAR 1
MONTHLY
ANNUALLY
BEGINNING NET ASSET BALANCE
$300
$12,000
REVENUE
Studio Rentals
$200
$2,400
(7 units - assume 6 rented @ $175 /mo ea)
$1,050
$12,600
Classroom Rentals
$100
$1,200
(15 hrs /mo @ $20 /hr)
$300
$3,600
Auditorium Rental
$12,000
(4 events /mo @ $300 /event)
$1,200
$14,400
Conference Room Events
_
$58,800
(1 event /mo @ $100 /event)
$100
$1,200
Gallery Rental
($300 /mo)
$300
$3,600
Cafd Rental
($300 /mo)
$300
$3,600
Bar Rental
($50 /event, 4 events /mo)
$200
$2,400
Storage Rental
($100 /mo)
$100
$1,200
Rental Subtotal
$3,550
$42,600
Hillsborough Tourism Grant
$12,000
General Fundraising
$4,200
TOTAL REVENUE
_
$58,800
EXPENSE
Whitted Building Rental
(Includes Utilities)
Part-time Coordinator
(10 hrs /wk @ $17 /hr, 48 wks /yr)
Part-time Custodian
(10 hrs /wk @ $9 /hr, 48 wks /yr)
Insurance
Tax Preparation / Review Books
Phone /Fax /Internet
Postage
Printing
Office Equipment / Supplies
Contingency
$2,333 $27,996
$680 $8,160
$360 $4,320
$4,000
$3,000
$3,000
$1,500
$1,500
$2,000
$2,124
TOTAL EXPENSE $57,600
ENDING NET ASSET BALANCE $13,200
Notes:
The more acts and classrooms are booked, the more we can pay the coordinator.
At full capacity, we would earn about $100,000, and that extra money would go
mostly toward making the coordinator a fulltime position.
Orange County Cultural Center Confidential Page 28 of 30
Strategic Business Plan (v.1.0) 9/8/2011
OCCC Statement of Activities
YEAR 2
MONTHLY ANNUALLY
BEGINNING NET ASSET BALANCE $131200
REVENUE
Studio Rentals
(7 units @ $175 /mo ea)
$1,225
$14,700
Classroom Rentals
(30 hrs /mo @ $20 /hr)
$600
$7,200
Auditorium Rental
(6 events /mo @ $300 /event)
$1,800
$2.1,600
Conference Room Events
(2 events /mo @ $100 /event)
$200
$2,400
Gallery Rental
($300 /mo)
$300.
$3,600
Cafe Rental
($300 /mo)
$300
$3,600
Bar Rental
($50 /event, 6 events /mo)
$300
$3,600 ;
Storage Rental
-($100 /mo)
$100
$1,200
Rental Subtotal
$4,825
$57,900
Hillsborough Tourism Grant
$12,000
General Fundraising
$7,500
TOTAL REVENUE
$77,400
EXPENSE
Whiffed Building Rental
$2,333
$27,9.96
(Includes Utilities)
Part-time Coordinator
$2,040
$24,480
_._
(30 hrs /wk @ $17 /hr, 48 wks /yr)
Part-time Custodian
$720
$8,640
(20 hrs /wk @ $9 /hr, 48 wks /yr)
_.
Insurance
$4,000
Tax Preparation / Review Books
$3,000
Phone /Fax /Internet
$3,000
Postage
$1,500
Printing
$1,500
Office Equipment / Supplies
$2,000
Contingency
$2,384
TOTAL EXPENSE
$78,500
NET ASSETS
$12,100
Orange County Cultural Center Confidential Page 29 of 30
Strategic Business Plan (v.1.0) 9/8/2011
OCCC Statement of Activities
$27,996
$2,947
$35,360
$720
YEAR 3
MONTHLY
ANNUALLY
$8,704
BEGINNING NET ASSET BALANCE
$12,100
$100,000
REVENUE
Studio Rentals
(7 units @ $175 /mo ea)
$1,225
$14,700
Classroom Rentals
(60 hrs /mo @ $20 /hr)
$1,200
$14,400
Auditorium Rental
10 events /mo @ $300 /event)
$3,000
$36,000
Conference Room Events
(2 events /mo @ $100 /event)
$200:
$2,400
Gallery Rental
($300 /mo)
$300
$3,600
Cafe Rental
($300 /mo)
$300
$3,600
Bar Rental
($50 /event, 10 events /mo)
$500
$6,000
Storage Rental
($100 /mo)
$100
$1,200
Rental Subtotal
$6,825
$81,900
Hillsborough Tourism Grant
$12,000
Capital Campaign for Build -out
$1,000,000
General Fundraising
$0
TOTAL REVENUE
$1,093,900'
EXPENSE
Wh.itted Building Rental
(Includes Utilities)
Full -time Coordinator
(40 hrs /wk @ $17 /hr, 52 wks /yr)
Part-time Custodian
(20 hrs /wk @ $9 /hr, 48 wks /yr)
Employee Payroll Taxes (est 25 %)
Insurance
Tax Preparation / Review Books
Phone /Fax /Internet
Postage
Printing
Office Equipment / Supplies
Contingency
Fundraising Consultant
Build -out Costs
$2,333
$27,996
$2,947
$35,360
$720
$8,640
$917 $11,000
$5,000
$3,000
$3,000
$1,500
$1,500
$2,000
$1,000
$7,300
$890,000
Orange County Cultural Center Confidential Page 30 of 30
Strategic Business Plan (v.1.0) 9/8/2011
TOTALEXPENSE
$997,296
NET ASSETS
$8,704
ENDOWMENT
$100,000
Orange County Cultural Center Confidential Page 30 of 30
Strategic Business Plan (v.1.0) 9/8/2011
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Whiffed Building
• Meeting space in Northern Orange County has
long been sought -after by internal county
clients, external meeting planners and local
government and industry.
• The Whitted Building offers attractive space
that could be used in a multitude of ways.
• The building will require some budget for
upkeep, design and fine - tuning for ANY
options selected for the space.
Primary BOCC Meeting Room
• The primary, "Large
Room," is being
considered for
commissioners who
desire a permanent
space for standard
business meetings,
school board meetings
and others.
• Raise floor area in back for BOCC.
• Partition that area off from the rest of the
room- allowing it to be both protected;
and used for concurrent events.
• Would not have permanent seating,
leaving the options open for other
functions.
Recommendations (...cont)
Visitors Bureau
• Place large doors across
the large open area in
back, sectioning the
entire main room off
from the rest of the
building; allowing all
other rooms to be used
without access to the
main area and keeping
that space private.
• Great space for meeting breakout rooms,
training, committee meetings etc.
• On the left- side, room could be turned into
two (2 )separate rooms.
• Room on the right is a good size room for up
to 40/50 people depending on room set up.
Left Side of Large Meeting Room
Visitors Bureau
• Great space for meeting
breakout rooms,
training, committee
meetings etc.
• On the left side could be
turned into 2 separate
rooms.
Right Side /Room Functionality
• Large Room to the right, off
entrance:
• Great meeting room space,
good lighting etc.
• Has private entrance from
front door.
• Access to rest of the first floor
from back of room and
bathrooms.
• Can use hallway for pre
function space.
• Closet area in room good for
storage for tables and chairs.
Visitors Bureau
Office rooms
Good space for person /department
responsible for handling the space.
• Good storage space.
• Enlarge and upgrade kitchen area to
allow caterers to prep food for different
events.
Market Segments to Consider
for Usage
• County Government
• State Government — Hillsborough is centrally
located and easy access off I -85 and I -40.
• Civic Groups
is Social /Wedding Groups —Could be a big
draw since there is no space available in
Hillsborough for groups over 100/150 ppl.
Market Segments to Consider
for Usage (...cont)
• Some Corporate —
would have to work out
better hotel selections
for many corporate
groups and address
location. Perceptions of
distance will be a
stumbling block. A good
area to explore would be
west of Hillsborough.
Ow
Visitors Bureau
Whitted building challenges
Visitors Bureau
• Parking — Limited but possible
• More and larger bathrooms
• Storage space — tables, chairs, AV equipment.
• Who will be responsible to book space should it be
used for meeting or other events.
• Who will be responsible for room set ups and
cleanups.
• Who will be responsible for space during evening
hours.
• All this is a full time position for more than one person.
• VB would love to see good meeting space in
Hillsborough.
• Currently agency cannot even suggest Hillsborough
as an option due to lack of space.
• Most calls are for social events and the Big Barn is
dated and not attractive to many groups. Also their
cost is extreme for the condition of the facility.
• VB has worked with some government groups and
distance to meeting space is a concern.
• However price is a driving factor in making a
selection. A marketing campaign could help promote
the facility and the location. The Visitors Bureau
could supply this.
• Depending on the rental
rate /agreement,
Hillsborough's arts
groups and public
schools could be
interested in an
upgraded
meeting /performance
space on the 2nd floor of
the Whitted Building.
• In addition to public meeting space, this space
could be used for performances, concerts,
presentations, lectures, exhibits, etc. in various
arts disciplines.
Orange County Arts Commission
Recommendations
• If planning for a combined
meeting /performance space, consultation with
local theatre consultant Robert Long is
recommended
• (Theatre Consultants Collaborative, Inc.,
www.theatrecc.com, phone 919/929 -7443, fax
919/929 -4519, rlonq(cDtheatrecc.com.
Summary
• Whitted Building would provide viable, alternative meeting space
in Hillsborough— a part of Orange County that does not currently
house enough meeting space.
• Whitted Building would be useful for both Visitors Bureau, Arts
Commission and Orange County Commissioners.
• Whitted Building would create modest demand for social events
such as reunions, school planning meetings and government
groups.
• Rental price is a driving factor.
• A marketing campaign would be necessary.
• Facility upgrades would be required.
Orange County Arts Commission
Recommendations
Visitors Bureau
• Lighting, sound, acoustics, size and flexibility
of performance area /stage, size and comfort of
audience area, etc. are all legitimate concerns.
• The rental rate /agreement and quality of the
performance space will either increase or
decrease arts bookings.
D
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3
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Arts Commission Sprinkler and Structure Reimbursement Proposa
Whitted Bldg A GSF 34,149
1st Floor GSF 13,282
Arts Comm. GSF Proportion 38.89%
Sprinkler $ /SF' 6.88
Sprinkler Cost Share
(based on % GSF)
91,397
Arts Comm. Sprinkler Reimbursement
1 st Floor Structural Steel Reimbursement
Total Reimbursement
91,397
27,300
118,697
1. $224,988 Sprinkler Cost, plus $20,000 Sprinkler Design Cost, less $10,000 credit for avoided ground rated corridor /code costs.
D
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Attachment 5
Notes from the County Commissioners walk through of the old Library space at Whitted 1 -23 -2012
Present:
• Alice Gordon
• Eric Hallman —Town Commissioner
• Pam Hemminger
• Barry Jacobs
• Earl McKee
• Steve Yuhasz
• Donna Baker
• David Hunt
• Pam Jones
Comments:
• Generally liked space and saw merit as a Board meeting room;
• Acoustics will need to be addressed;
• Desire to offer to Town of Hillsborough and Orange County School Board for meetings;
• Marginal interest in sharing with OCCC. Concerned the dais will be difficult to manage if it
becomes part of the performance stage the OCCC would need;
• Some concern that the space may be oversized for the purpose;
• Interested in creating a smaller meeting room in the "children's area" for closed sessions and
perhaps work sessions;
• Debated fixed vs. movable seating —no clear winner;
• Discussed long -term possibility of creating a TV studio in the area previously known as the North
Carolina Room (David Hunt)
• Clerk's staff expressed desire to bring cablecasting equipment from Southern Human Services
Center(SHSC) to this location (only the equipment needed to update the bulletin board and
other postings on the public access channel —would not affect equipment used to televise
meetings from SHSC). Currently they must physically go to SHSC to accomplish this work.
• Ensure the meeting room is viewed in context with the overall long -term space needs for the
County. Commissioner Gordon wants to update the space study (or create a whole new one,
since the old one is basically completed at this time)
• Concerned about parking and how we get past that hurdle;
• Concerned about the impact on the neighborhood.
• Site security would need to be enhanced;
• Gave assurances that the area was now structurally sound.
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