HomeMy WebLinkAboutAgenda - 11-13-2012 - 1 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: November 13, 2012
Action Agenda
Item No. 1
SUBJECT: Whitted Building — Former Library Space Adaptive Re-use
DEPARTMENT: County Manager's Office, PUBLIC HEARING: (Y/N) No
Asset Management Services
ATTACHMENT(S): INFORMATION CONTACT:
A) Memo Dated February 6, 2012 Frank Clifton, 919-245-2306
Regarding Whitted Building Michael Talbert, 919-245-2308
B) Parking Analysis Illustratives Jeff Thompson, 919-245-2658
C) Floor Plan Scenarios
PURPOSE: To receive an overview of site and space planning information and to provide
guidance for the project.
BACKGROUND: Since the February 23, 2012 joint meeting between the BOCC and the
Hillsborough Town Board, staff has worked with the County's design consultant, Corley Redfoot
Architects, and a team of representatives of the Orange County Cultural Center ("OCCC") to
analyze the former library space within the Whitted building and develop schematic site and
floor plans that provide adequate facilities for the benefit of a variety of public meeting and event
uses. Attachment A, dated February 6, 2012, includes background and was previously provided
to the Board as an Information Item as part of the February 21, 2012 regular meeting agenda
prior to the joint meeting.
Staff has incorporated several guiding principles in its work:
1) Parking availability to meet the diverse needs of the flexible meeting spaces as well as
the recreation and other County functions on the site (Health, Dental and Housing,
Human Rights and Community Development).
2) The incorporation of all of the necessary requirements and functionality necessary for an
effective BOCC meeting space (egress, life safety requirements, acoustics, audio-visual
infrastructure, event setup flexibility, small meeting area availability, etc.); and
3) Space planning flexibility for other public uses (OCCC, Orange County Schools, public
and private events coordinated through the Orange County Visitor's Bureau, etc.);
The areas of focus for the Board are as follows:
1) Parking (Note Attachment B, "Parking Analysis Illustratives"): There are currently 219
parking spaces available on the site, including 22 on-street parking spaces. Assuming
that the proposed meeting space and the recreational gym use is considered after hours
2
use, the existing parking is adequate based upon the current Hillsborough Unified
Development Ordinance ("UDO"). Should all of these uses be considered uses during
normal business hours, the site may require additional spaces that could be developed in
various areas on the site.
2) Restroom Facilities and Fire Safety Egress (Note Attachment C, "Floor Plan Options"
which illustrate a base BOCC meeting setup as well as a more intense performance
setup): Staff worked with Orange County Building Inspections staff to determine the
appropriate number of restroom fixtures that are illustrated.
Also depicted are the required fire safety egress requirements to the area north of the
dais/stage area.
3) Space Planning Options: The Board's guidance to date has confirmed staff's emphasis in
designing its meeting spaces with maximum flexibility. The illustrations depict a standard
BOCC regular meeting setup with approximately 130 moveable chairs, along with
adequate closed or executive session meeting space separate from the main meeting
area. The space also accommodates a large assembly for such events as performances,
speakers, and adequate "pre-function" space near the entrances.
This flexibility in space usage requires significant storage and logistics areas which are
also depicted in the illustrations.
4) OCCC Provisions: Staff recommends that the County supply the necessary restrooms,
egress, acoustic treatment, seating, storage, and audio-visual infrastructure for County,
Schools, and Visitor's Bureau coordinated functions. The OCCC is discussing its
commitment to providing additional items such as additional seating for large performance
events, modular stage units, theatrical lighting and related scaffold systems, moveable
walls for small studio/lesson areas, and other related audio-visual components related to
specific OCCC events.
FINANCIAL IMPACT: There is no financial impact at this time. The professional services
agreement for the meeting room design is currently in force and is being utilized for this project.
Should the BOCC decide to pursue this project, preliminary cost estimates for the upfit and
related site work range between $1.2 million and $1.4 million. Additional elements required by
the OCCC would be addressed by funds raised by the OCCC.
RECOMMENDATION(S): The Manager recommends that the Board receive the overview and
provide guidance for the project.
ATTACHMENT A
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 Hilisborough 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—Oran�e Countv Cultural Center
A private (yet to be incorporated) non-profit group gained a $10,000 seed money grant from the Town
of Hilisborough 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.
4
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.)
TOWIV 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.
5
In addition and possibly more relevant, it appears the Town's parl<ing 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 pari<ing 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 marl<eting the space. (The Town and County must still address the
parl<ing 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 Linl<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 Lini<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
parl<ing 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.
6
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 I<ey 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.
ATTACH M ENTS
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)
��4°a�� v�-=Et1g�i`�1�4�_( � 7
�
ORAN�E OONTY CULTURAL CENTER
Whitted �uilding, 300 West Tr�on Street,Hilisboroagh, HC 2727�
5T1�A'TEGIC BUSINESS PLAN
/ / 1
EXECUTIVESUMMARY......................................................................................................................4
VALUES /MISSION/VISION..............................................................................................................6
VALUES...............................................................................................................................................6
MISSION..............................................................................................................................................6
VISION.................................................................................................................................................6
PRODUCTS & SERVICES .....................................................................................................................9
MARI�ET RESEARCH.......................................................................................................................... 10
INDUSTRYANALYSIS ................................................................................................................... 10
IndustryOverview.......................................................................................................................... 10
Challenges & Opportunities ........................................................................................................... 11
BUSINESS-TO-BUSINESS CUSTOMER ANALYSIS................................................................... 12
Orange County Cultural Center Confidential Page 1 of 30
Strategic Business Plan(v.1.0) 9/8/20ll
8
Member Organization Usage Needs............................................................................................... 12
Other Art/ Cultural Organizations................................................................................................. 12
PotentialFuture Users..................................................................................................................... 12
Funders ........................................................................................................................................... 13
COMPETITIVE ANALYSIS............................................................................................................. 13 ,
General Overview of the Competitive Environment...................................................................... 13
Competitors that offer Space.......................................................................................................... 14
Competitors for Fundraising........................................................................................................... 18
MARKETING AND SALES PLAN...................................................................................................... 18
MARKETINGSTRATEGY .............................................................................................................. 18
BrandStatement.............................................................................................................................. 18
MarketingMessage......................................................................................................................... 18
Strategy........................................................................................................................................... 19
MARI�ETING COMMUNICATIONS PLAN................................................................................... 19
Marketing Communications Vehicles ............................................................................................ 19
SALESPLAN.....................................................................................................................................21
OPERATIONS, PERSONNEL, AND MANAGEMENT......................................................................21
MANAGEMENT ...............................................................................................................................21
PERSONNEL PLANNING....:...........................................................................................................22
Part-time Coordinator.....................................................................................................................22
Part-time Custodian........................................................................................................................23
RISK MANAGEMENT .....................................................................................................................24
HOURS OF 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
9
COIVIPUTERS, BUSINESS &FINANCIAL SI'STEMS..................................................................25
BILLING, CREDIT TERNIS & COLLECTION PI�OCESS.............................................................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
10
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 fmd 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
11
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 funders.
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; rriove-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
($1,000,000).
The Board of the OCCC seeks to gain approval of occupancy by October 2011, and to begin operations
in December 2011. The Board anticipates that Orange County and the Town of Hillsborough will
agree that the OCCC will serve as a cultural landmark, drawing community members as well as
Orange County Cultural Center Confidential Page 5 of 30
Strategic Business Plan(v.1.0) 9/8/2011
12
visitors from afar, while serving as a home for our cultural wealth and an incubator for future creative
growth.
������ � �I��'�� � �I����
s Build a thriving cultural community: Bring together artists, gallery owners, visual&performing
arts organizations, educators,philanthropists; writers, business owners, community members, and
visitors to share in cultural activities that raise public awareness and appreciation. Create teamwork
through community collaborations and partnerships.
• Nurture artistic and educational creativity: Provide and manage an inviting, supportive, and
inspiring venue to host quality creative artistic and educational offerings. Continuously pursue and
expand the availability of creative opportunities. Strive to make learning fun, interesting, and
increase curiosity.
� Preserve historic architecture: Invest in and maintain the auditorium and office spaces within the
historic Whitted building, which once housed the Hillsborough High School and is owned by
Orange County. Share and grow interest in the rich history of Hillsborough and Orange County by
maintaining the structure as a cultural and educational destination.
s Promote professionalism and financial stabilitv: Continuously provide high quality service to
visitors and the local community, Offer enthusiasm and commitment to clients, be respectful and
flexible, and promote ethical practices. Develop good financial habits and develop and implement
strong financial, regulatory, and supervisory policies in the interest of financial stability.
�/$�/��
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 rnembers and the community by providing affordable space for e�ibitions, education,
and professional endeavors.
/ /
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 Whitted 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
13
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 funders, 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 1 (months 1 - 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
Orange County Cultural Center Confidential Page 7 of 30
Strategic Business Plan(v.1.0) 9/8/2011
14
• D1T1C0S
. Reunions
. Conferences
. Weddings
Rent out the cafe 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�manths 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.
Orange County Cultural Center Confidentiai Page 8 of 30
Strategic Business Plan(v.1.0) 9/8/2011
15
Create new partnerships with private and public funders for ongoing operational support(ie,Duke,
IJNC, UNC Hospitals, Durham Regional, Sports Endeavors, PHE, other local businesses and
individuals).
On�-oin�/Future
Design and offer in-house creative programming to increase earned income.
Partner with funders or existing groups to ultimately purchase the building so that further
improvements do not become `sunk costs'.
I
• 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%�ace s�aces� (minimum) yearly rentals for:
• Visual artists
• Music teachers
• Writers
• Incubator offices
2) 2 la�ge 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 audito�ium/theat�e �for larger events (max 250-300 persons)
• Workshops and classes
• Plays, musicals, theatrical performances
• Lectures and large conferences
• Fundraisers
Orange County Cultural Center Confidential Page 9 of 30
Strategic Business Plan(v.1.0) 9/8/2011
16
• 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
s 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 vaxiety
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.
/ T 1� /
Industry vervie
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.
Orange County Cultural Center Confidential Page 10 of 30
Sirategic Business Plan(v.1.0) 9/8/2011
17
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 stulziner, 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.
Chalienges & Opportunitie�
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
Orange County Cultural Center Confidential Page 11 of 30
Strategic Business Plan(v.1.0) 9/8/2011
18
cultural center would serve as yet another magnet for visitors,whether their visits are for leisure or for
business.
�(1SIdV�SS-7"O-�C1SIlVE�� CiJ�TO1I�ER A/Vo4LYSIS
e er rganization sa e eeds
ONange Communitv Plave�s �theatre, classroom, and dedicated rehearsal space
Hillsborou�h Arts Council-�-art classes,movement and drama programming, musical performances,
after-school and st1mi11er programming
Historic Hillsbo��ough Commission/Burwell School�historical programming, gallery exhibits, and
fundraising
Orange County Historical Museum/Historic Foundation ofHillsboNOU�h�historical progra�nming,
gallery exhibits, fundraising events, off-site board/committee meetings
O�ange Countv Artist Guild�gallery exhibits
O�an�-e Countv Arts Commission�arts programming
Oran�e Countv School Svstem�theatr°e, classroom and gallery e�ibits for and by kids
Other Art / Gultural Organizations
Hillsborough Actors Theatre Compan��has hosted an annual Christmas Carol for the past 9 years,
featuring renowned authors Michael Malone and Allan Gurganus. They hope to host their l Oth
anniversary in the Cultural Center.
The Purple C�ow 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.
oterotial Future sers
Hillsborou�h Radio Station�local microstation is looking for a broadcast booth and 2 studios.
Svmphonv O�chestra� gives concerts at Cameron Park in the summer. They could offer a winter
concert/series in the auditorium.
Local musrc 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.
Gallerv 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
Orange County Cultural Center Confidential Page 12 of 30
Strategic Business Plan(v.1.0) 9/8/2011
19
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 Groubs�there are numerous music groups in town from jazz orchestras to bluegrass groups
who would be eager to play for dances and concerts.
Lectu�e 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".
Fun ers
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.
(iOIVIPETl771/E e4�1�4LYSIS
eneral ve ie of the o etiteve nviron ent
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 progranuning 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.
Orange County Cultural Center Confidential Page 13 of 30
Strategic Business Plan(v.1.0) 9/8/2011
20
Corr�pe#itors that offer �pace
The Big Ba�n 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 CenteN o�Carrbo�o
300-G East Main Street, Carrboro,NC 27510, 919-929-2787
(13 miles/25 minutes from the OCCC)
• http://www.artscenterlive.or�/
• 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:
o Earl and Rhoda Wvnn 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.
o 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.
o 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.
o 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
o 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.
Orange County Cultural Center Confidential Page 14 of 30
Strategic Business Plan(v.1.0) 9/8/2011
21
• 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, quinceaneras, 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.
Car�rboro Century Cente�
100 North Greensboro Street, Carrboro,NC, 919-918-7365
(13 miles/25 minutes from the OCCC)
• http://www.carrboro.com/centurycenter.html
• The Carrboro Century Center has five fiunished rooms and a fully equipped kitchen available for
rental as described below:
o Centurv 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/$13 8 weekend.
o Activitv Rooms (4 avail�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
o 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 e�iibits, 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 G�ound Theater
4815B Hillsborough Road, Durham,NC, 919-698-3870
(9 miles/ 13 minutes from the OCCC)
• http://cgtheatre.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 Spm, other times are
negotiable upon availability.
Orange County Cultural Center Confidential Page 15 of 30
Strategic Business Plan(v.1.0) 9/8/20ll
22
• 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 Performin�ANts 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 B1ueShield 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 party space for groups of up to 500 guests. Pricing starts at$3,000 (plus
staffing, security, clean-up and other expenses).
o Capitol Broadcastin�Plaza: 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).
o President's Club Loun�e: 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.
Orange County Cultural Center Confidential Page 16 of 30
Strategic Business Plan(v.1.0) 9/8/2011
23
Golden Belt
807 East Main Street, Durham,NC 27701, 919-967-7700
(16 miles/23 minutes from the OCCC)
• http://www.�oldenbeltarts.com
• The Golden Belt is a repurposed textile manufacturing `campus' that offers art gallery and artist
studios rentals as follows:
• The LabourLove Gallerv: 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 fiu�lcy 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://hillsborou�hdepot.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.
Orange County Cultural Center Confidential Page 17 of 30
Strategic Business Plan(v.1.0) 9/8/2011
24
o etitors f r un raisin
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.
'
I T� T
rand tate ent
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.
IVlarketing I�lessage
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 Whitted
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 cafe, 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.
Orange County Cultural Center Confidential Page 18 of 30
Strategic Business Plan(v.1.0) 9/8/2011
25
�� t� y
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.
�lI�4I�KETIIV(a COi1�11V1(IIVICi4T�lOIV� PLAIV
rketin o unications Ve ic9es
Publie 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 commuruty 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.
I'otential Tlenues � Contacts:
Erin Wiltgen—News of Orange County, e.wilt�en(a�newsoforan e.com
Dan Way—Chapel Hill Herald, DWavn,heraldsun.com
Mark Schultz—News & Observer, Durham Section, mschultz(�a,newsobserver.com
Our State Magazine, editorial(a�ourstate.com
Dan Shannon—Chapel Hill Magazine, danshannon(a�chapelhilima�azine.com
Elizabeth Shugg - 15/501 —eshu��(a�wakelivin .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.
Orange County Cultural Center Confidential Page 19 of 30
Strategic Business Plan(v.1.0) 9/8/2011
26
Poterztaal T�enues c& C'ontactsa
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-- 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.
Adver4ising e ia
I'lyer: 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.
Orange County Cultural Center Confidential Page 20 of 30
Strategic Business Plan(v.1.0) 9/8/2011
27
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 IVledia: 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.
l�ewsletter: The Coordinator will send out a monthly electronic newsletter.
l�Tetvvor `ng
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
funders.
L L
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.
OPERo4TION�, PERSOiVNEL, e41VD IV1�4N�4GEi�ENT
The OCCC will be overseen by the OCCC Board of Directors and initially managed by John Delconte,
the Chairman of the Board.
.Tohn I�o 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
yeax-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
Orange County Cultural Center Confidential Page 21 of 30
Strategic Business Plan(v.1.0) 9/8/2011
28
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 marlceting, 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.
L. /
art-time oordinator
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.
Orange County Cultural Center Confidential Page 22 of 30
Strategic Business Plan(v.1.0) 9/8/2011
29
• 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.
s 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.
art-time usto ian
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.
Res�onsibilities:
• 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.
Orange County Cultural Center Confidential Page 23 of 30
Strategic Business Plan(v.1.0) 9/8/2011
30
� 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.
/ T
The OCCC will carry the following insurance coverage:
• Property 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.
TI
• 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.
L l � L/ Tl
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.
LI , I , L. l
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.
Orange County Cultural Center Confidential Page 24 of 30
Strategic Business Plan(v.1.0) 9/8/2011
31
�r�lVIT�V����y O4,s��I@l�e�� � �IIV���sl�� �����I{�Ie�
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.
l l , IT l
• 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.
PI44CESSES
rtist tu io / ffice entals:
o 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.
lassroo / u itoreu / allery entals:
• 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.
Orange County Cultural Center Confidential Page 25 of 30
Strategic Business Plan(v.1.0) 9/8/2011
32
• The OCCC will provide custodial services.
• Organizations will be allowed access to the rental spaces via the Coordinator.
Access to Professionals/Coueasel
• 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.
T
hase 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
Orange County Cultural Center Confidential Page 26 of 30
Strategic Business Plan(v.1.0) 9/8/2011
33
• 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
v 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
Orange County Cultural Center Confidential Page 27 of 30
Strategic Business Plan(v.1.0) 9/8/2011
34
I m
OCCC Staternent of Activitie� '
_ , YEArt l ,I.
: I�OfdTHLY ' �4NNU�4LLY '
BEGIC�lNIIVG IdEY peSSET BALANCE $12,0�0 "
FZE�/ENUE _
Studio Rentals
. (7 units - assume 6 rented @ $175/mo ea) $1,050 $12,600 ;
Classroom Rentals
(15 hrs/mo @ $20/hr) $300 $3,600 '
Auditorium Rental
(4 events/mo @ $300/event) $1,200 $14,400
Conference Room Events .
(1 event/mo @ $100/event) $100 : $i,200
Gallery Rental '
_ _ _
($300/mo) $300 $3,600
Cafe Rental '
($300/mo) _ $300 $3,600 ;
Bar Rentaf
($50/event, 4 events/mo) $200 $2,400 '.
Storage Rental . �
($100/mo) $100 $1,200 i
Rental Subtotal $3,550 ' $42,600 ',
'Hillsborough Tourism Grant : $12,000 ';
General Fundraising , $4,200 ',
TO�T�lL �ZEVENUE $5�,800 '
EXPENSE
:Whitted Building Rental $2,333 $27,996
;(Includes Utilities)
Part-time Coordinator $680 $8,160 ,
(10 hrs/wk @ $17/hr, 48 wks/yr)
,Part-time Custodian $360 $4,320
(10 hrs/wk @ $9/hr, 48 wks/yr) . '
Insurance ' $4,000
I Tax Preparation / Review Books $3,000
Phone/Fax/Internet $3,000
Postage $1,500 '
Printing _ $1,500 '
'Office Equipment/ Suppiies $2,000
Contingency $2,124 '
TOT/AL'EXPEP�SE $57,600 ''
EfVDIi`!G G�lET ASSIET �ALANCE $13,200 '
Notesc _
The more acts and classrooms are booked, the more we can pay the coordinator.
'At full capacity, we would earn about $100,000, and that extra money would go
mostly toward making the coordinator a fulltime position.
Orange County Cultural Center Confidential Page 28 of 30
Strategic Business Plan(v.1.0) 9/8/2011
35
OCCC Staternent �f Activities .
_ YEAIt 2
_ __ _
IMOIV'THLY ANNi)ALL°d '
�EGIfdhIIFdG NET�SSET$i�f:AIVCE : `$13;200 :
lZEVEnIIJE _ _ _ _ _
Studio Rentals
(7 units @ $175/mo ea) _ _ $1,225 $14,700 '.
Ciassroom Rentals '
,(30 hrs/mo @ $20/hr) $600 .$7,200
'Auditorium Rental
,(6 events/mo @ $300/event) $1,800 , $21,600 '.
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 Renta! , , _
?($100/mo) __ __ _ $100 _ $1,200 !
;Rental Subtotal . . $4,825 ? $57,900
Hillsborough Tourism Grant $12,000 !
General Fundraisin9 $7,500
TOTAL'itEVENUE $77,40� i
!EXPENSE ___ _
_ ,
Whitted Building Rentai . $2,333 , $27,996 '
(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 ;
'Posta9e ' $1,500
Printin9 _ _ $1,500
�ffice Equipment/ Supplies $Z,000
ContingencY _ _ $2,384 `
:TOTAL' EXPElVSE $78,500 :
NET ASSETS : $12,100 -;
Orange County Cultural Center Confidential Page 29 of 30
Strategic Business Plan(v.1.0) 9/8/2011
36
OCCC ��aterv►ent of Act6vities
YEl�ft 3
h'I�lil7'HLI� ' ANP1l1ALL.Y
BEGYfVf�IING NET ASSETBAL/AfVCE :$12,100
,FtEi/ENi.iE _ _ _
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 $� .:
'Y`OTAL �tEVENUE $1,m93,900 .
EXPENSE
Wh.itted Building Rental _ $2,333 $27,996
,(Includes Utilities)
Full-time Coordinator $2,947 ' $35,360
(40 hrs/wk @ $17/hr, 52 wks/yr)
Part-time Custodian $720 ' $8,640
(20 hrs/wk @ $9/hr, 48 wks/yr)
Employee Payroll Taxes (est 25%) $917 $11,000
Insurance $5,000
Tax Preparation / Review Books $3,000
Phone/Fax/Internet ' $3,000 ,
'Postage _ $1,500
,Printing $1,500
Office Equipment/ Supplies $Z,000 "
:Contingency $1,000
Fundraising Consultant ' $7,300
Build-out Costs $890,000
TOTAL'EXPEf�ISE ` $99Z,296 !
'fdET'ASSETS �8,704 `
El�[��VVNIEf�T $100,OQ0 `>
Orange County Cultural Center Confidential Page 30 of 30
Strategic Business Plan(v.1.0) 9/8/2011
� �
r�'��
�
���� ���—�'��`. ���
������� � � � �
��. �� ���.���.� �� �
� ; � �� ���
�
����
�, �� ��}��� �����
� �
�� "
���
���. � ��
� �
., � �3'::' k-�
S�-���}
`
+�:£r�"
hapel tll
rt� �� � � � � �� �� � �n, ��
� � �� ��� ��� � � �� ��� � �
�������F� ����.�� � �� � � �
Vis�tc�rs ��ar�e�u
;
�
� � f � � � ��
� � �
�r �� ����� � � a� `� �� 3, s?\ 3 � ,�� , �'a��"�4'-� ,9 ,. i t�3 :�,n;. -'�:� � f' a
3�t�.� .'�a y-r t�,.,.'�s;E.,���c-� F�'�'��" `�� �-:s" �' € � +,3 �. -� �5'r7� � 3��. ,i-� �- 't �, p s
. -..� "' ;{ '. t... ``., :P �4'�z'__
„ k 1I s' k �.,fY � �'s'� '} Y Y� :- �."£' tf G � � ' \ L� " ;' i�� 8
5 t.. �i a 3 5' § �:�r �.2,,r,, 2�.° .t � J; � ? , ..._
.�_.. , .x. ,�. 3� ::. `,. .�;�. .,> ' �...
,...,.� � ... ; � �.,..
,.._.. ;� l �, a:� � c ��::> ., . �. ..., ..,,.,.. ._.
..,.. ?-: .,;: r� .�.:., r����. fl �-.�:. . _ ... .,..�..
..,i� .:.,., :: Y y � �::i �. � ,£ f r,-,. ..t ` F ! Y. . ..�
r..,.,: �'r ,.<- 'z'� ..i � �,�-�� � ,� , �-v�.;:� .".: t �1.: 3 ='a-: -; � ",
.�� � :ri�f < r �-� � ,S �� � t ;/�- �`� A i- � b. �
4� & E�'� �-.:z_�;� z��, �... '-?, u, �:. ^�;.��:. t'' �-� j s ,c> -2.. �..�.
� f � �.,:r �; -�- a^- � �' �t �, �v. rr s�.. �` e � � _ =r r; -
'"�'t f :c � � '��� ,�- `� `' � ::'�"�3 s ,n v� e� t: � } � ` y p�
�:• I. 2 E --� ?�.} a � t ' 'S
�"€ 5 �4� � u F x i -� � �.��. :�` 3, - 3 -Sr � ;�° .
f �•� 4- � t ^` :h �'€ ¢ ¢ �' � ,S��y
�
,��. � � � 'z -� �:7 .� - - � } �
€-.'�. '� z�a # 1 t � �..z � ....:,, .� r< .t � e i;' �'.
,__.: Y � �v � :� ,. r :.._ c 7� ,€- .. ....: 4' r.:;�., ;: '�
...,i:. i .. �3 ...'.. J '�L .t i .y �-�'�,. t�` .,e �..... .. ���.
�" � ^?.: ;1 -< €� /
im=' F E . i:�, . .�: ..,.. r„e
..,_ .3�:� (' .�i 3' 9; .�.>� x �.a,,, f�.
_ G .� P '2. _ J r t �� �:. 13 � ..C` ✓,.. '3 �.. 7 i; 3.,,.,
� Y�.z � �. „ � .�"� S'u j".. ^.�. `€` e - t T v �9
:
�,. �,� � r fz�^ t- u" �"Y �--� .. � � 6 � }��� � n
a1 � 6 ✓
'.� r X, ;z E:. � y,�,� E s�1 ��,.��,?�'� a� � t ' � .� .� �.�, r �
s T - � r r � � �.. � 3� � ��, ��� "�. � t. P�.3
: � � .'7 � .� � �� .S �1�( t � �`� . } �.F s�,.
�� � E� � `> .:.+? � � �� � <.s:. � � i � 3 ��
� :�T . 1 �. f3T '_ . ��. � �. f'"`. .f.-1 €. :�f} } .'J Y
f 4 � k I
J I 3
$ .a .. Y �Y `S
� x .f;.... _.. .�rtx .,..,,r�. .. .�,t�_...� .,x--
v Y.
€
-�4 1 � 3 �' f � :L '�
� � : � t t S � � J •"' � �- -..`S '�`-,K��I T Y y' � F �� ��
_%aY � .'� yt � 5 , Z', �� C." . : 4 ��
� . j ! F � l ' � 1 d �� � �y Fe :� ;y�'S � k �. � �
� �. Y ) ; t pY � g U° /..3t�' 'i �' .�. r Y`S A t�,e. 5 T �,
< Z
C � : I'� � Y .� K +` y
f ; i2' �€ S' S�" ? Y. Z � 7s4
3 },- 3 £
"., � . Y ��'" X � � .�3£ .{ 1: ,� �' � .i
E ;�a �z�`�'� 4' ; 7 '' -c � F r r
�
r� ?.. �'� � �c� ,s: "'�a�` i s t` ;�.? � � '� '..: � r. �-
r
t t ",5.� ?. LF r.w� a �,,. r.r ; �Z t z
3. r � �'.?., ' �.r�i- �: ,� s � i 3 a , I
ta- �-'�_x 3 `��.:,,�3'� :,,,�.s``r r � .� � �iF -i` �e r .�� ? 4 .� � ;�I
j ��� � E x � �?��.�f"�"��'�z �. f � � �:� -�.._ � 3�- �,: :y �� '' ^,i���. '�. ,.
-� �'. °'.� � �.. '�;r�. �� f `�� � �. � �:�.c�. .x .5
r.t ��,..�,�,�. a,., Y h � �, ���c ,� �-�' � ''' �' .�-?,a :Y�. o�: :1 7
�� ,�� � �' � ;.: Y� r�€��-1:� � �
,�;a - ,`'i � s ��' 3 z�.,� � ��7����-��4.,.�,„z� t;. � � r�f _,�+ � sz v c .: .., , ; : ^,
�`- ' 3 S�'���� � .. # �:� �y }��� a'.n s a�.a���� .�a��e.ts,au . �.wA..,.:..:YU+ti..w�2.._�.a..,:. .u� . 3... ......_,-�,`s.ct...m�.«..�w..a.<. .6.... .._._._,.mn.....�....s..,.. :-»,a....� ....��,�.... .wm..,v..t:,
_..t�i�����.,�.>��..,��.��:::�,a.,.�-�a�..,:>:::�`���"`-,.�.'Z.:f��,s,�,.�su-,c<.z'�,�,..d.:_Y,,.�.�s., a a.a....:�.�, -a v:�.� ... ._ �
��
�� �� ,: ���]��
�. �_ ` � �..
�� .
� s
■ ■ ■ -�' _
h i tte u � I i n ���������� � �
����°°��� ``����:�, �,i
Vis�tc�rs Bureau
. ■
� ■
. ■
7
government and industry.
• The Whitted �uilding offers attractive space
that could be used in a rnultitude of vvays .
• The build � ng vvill require sorne budget for
upkeep , design and fine-tuning for ANY
options selected f�r the space .
W
�
�° �� :` ��11?�
� 3
�1S �
�
■ ■ - .,,� �£�.
Chapel Nill
��c������� �.'���,'t �''-°`
Visitors B�reau
� � � 3
� ����� � ����� �� ����
• T e ri ar "Lar e � ��� � � ��� � � � �` �� � ����� � � �
� � `�� -� �� ��� � `y����,z!��" ��� ?.�;��£`,`����� r
� (� ��,� �'�`� � c� �
� :� -�� k'����� � "` . ( �
€ � t s ,� ��'� a .� �� � ��`�r`
� ,.r � � s�,� �. �`��.�,'�r�"��s���fi r `� �"°�,'�'�Sl ��� e
oof� " es elr�g � �� � ��� ���� �� ; �
�.� � � =�` ' Sr�5�*ts t � ������� �
' � :` �' `�'�� -� . ; ��'� �r�`J�� .
� , E�3 . � YC, � ,
�� � �� � ��� ��� � : ,
` =s, LL� '� :��'v(`�'�, � 'zs�'`''`�i ��'"
S3� � n � .+ F�� � ���
' I " ., - � � ��cv.,`,
desire a perrnanent � _
�� �- � ���e � ��� 5 ��
� �� � � ������
�.. i ..� ����'�`"���J ' �� �`z'� �� ;
ce f r st ndar y������� ���� ���� � �� � � - �
-� �� ����� ��������� �� ,� �� �
p ����� � � ; �, �
� ��� �����m����� ��. � .� u � �� v
� �c����n�;r����' �c�� i�c,. , �
i � ���,�����, ��
����t,� n , ��
7 .:��,,� `
I
w
�
■ ■ ��
�,����- 3 ��;����
� �� `' ;'
�� IT
■ � �.
� ��"I��}8��"�1�� .�
�..�.��"'��'i:9��� �..���i���.'i`c`�
�iS3�OrS�UCB�U
• Raise floor area in back for �OCC .
• Partition that area off fror� the rest of the
roor�- allowin it to be both rotected ,
g p
.
.
. .
'
.
.
.�
0
�
���z:
s����. ; =����3��
, �
� } �
��
� ��
�
■ ■ ■ Chapel Hill
������ � �,��°k�� �:r;..
�lisitors Bureau
� s� � 3 � • lac I r r r
t � r ��
�. ,,.�,� , r ...r�tx F�����i� ������ .,U�-��..�- �� �?
����� � ��� ���� �� ������ ��� �� t h e I a r e ope re i
� �,_�`�� ,,.�s��-� �'���3ay����� � �'7.,,�� �r., � g 1
� � � r �.`��"'' �y �. ��t a �?s�
��"�t.�`� i � c, `�`" �a ¢ ..�,� + �
a r- t
t � �� `� ,� ,�,�` .
� � � ��� � � �� �� ��� �� ,������ ��- back section i ng � e
�� �� ���� �
�
� � � �
,�
�� ; � � � � _� ��,� � � 9
�c < �
�� � @��� ���� ` ��` ���� entire rr�ain roorn off
� � ���z �� � �
�
a . . ,
� � �
i
�g ;� � ��
� �.: s.� U 1
_ ,�;.{, �. �� � �K..�
� fror� the rest of the
��°� � �
� �
,
. , � ,�
rx; ;', ��, ��,,�...
l0 I ; I [
����
�� �`����"`�"��� �� ��
� �
�������� � � ����� �� o�her rooms �o be u�ed
� �� ������ z3 i ��j��"� �Y �.� , e �:
�= ���� �v��������. s`'-��
�R�� ��r
� �� ��"�E��r`� "�'�`` �� ��
H:�� � r��
�r'� � �.�., , �,< < .�
;,���,_.� �� ,
� main area and keeping
that space privatee
.�
��
�
�;��,��� � ����;
,� ,�, �;
� � � �
�
■ . � �
�.. �_��. y
.
■ Chapel Hill � .
��������� �'£ i�: �: �;F
Visitars Bureau
.
� 7
. . I I
' °
. .
° '
tvvo (2 )separate roor�se
• Roorn on the right is a good size roonl for up
to 40/50 people depending on roorn set up .
.�
N
��,
�,��� �����
�
�
��,
� �
� � ' � � �� � �� ' � � Chapel Nil! �
� ��.����p�:�� .tid���:� � _�
Visitors Bureau
��� �������
�� 4Y q:.. ��. r i
���� �4}���v
�I
`3 `y T ( ` �{ ' .
� i : ������� r
,
� r ,� ,������ ,�
� o
�. ;� ,....,.
� : � . rii , i
. a�
_ .
, . meetings etce
.il� ry� �: ��� � �. On the Ieft side could be
� ��f �� �
� ����� ��_ ���� ����� �
�� ����� ���� � ��_� � � � � turned into 2 separate
}�
��� �� �� '
� �'�� R��
�.�����,��,�,-
�� � -� roomse
.�
W
�
�,��F
3.§�ca.r L �t ,�{���.
� �
■ ■ ■ ■ � � �
' t � el o o n ct'� n a I �t ���pe����� �-
���.�����>.. �� �:���' ��:'
v�s�tors��,r���
r t ri t, ff ����� �� � �3��R�° �����
. � � s��� �
� � �������
� � � � ��� �� .
r : : �v �z ������� � � �
, �,��� � �,�� � ���
� �� ��k��� �. �
• Great rneeting roorr� space �� � � � � ����� f��
�
�r� ������� �
� �;�,�� � �
� f � �������
� ` � � ��
good lighting etc. f .� �
� ` � 4� � �
�
� � � s ���� � �p
4
. , �'s � �� r�� .
� �' �� � � � . 3 . � �-: C ���iy3f� �`�!<52� E3� _
,� �� ���k �?� f,y ��ny: ,.
��,�,. ��
fr r. 3 � �
�� s ;
� �� ��
;
�
_ � �.
• Access to re�t of the first floor ��_ � a
frorn back of roor� and ������� �� }��� ��
����� 3�,�..' ��
bathrooms. _ ��?� � ��s�� �� �
� �� ���
� �� � ���tt��3�� �����
� � ������ ��',��������`�
u s e I I f r re ��� ������� � � �
��;,�� ����� � �
f ti a � ����� �u�� .
• I set rea i roo o f r
t r f r t les n c air .
.�
.�
;�.,
�� � :,` �1
� �
� � \_�,
■ �" ��_:=i
Chapel Hall
�,��������' ����.� � ��..
Visitors Bureau
■ ■
■
■
• Enlar e and u rade kitchen area to
g pg
.
events .
.�
�
■
r e e en s ' ���� F� ����_����
� � � 3 t
�
�.
` , �
,:
� ;
chape� H�I�
��� �� �.��,�������«
�� �,���.����. �.. �
Visitors Bureau
• County Governrnent �
• State Governrx�ent — Hillsborough is centrally
located and easy access off I-�5 and I-40 .
� • Civic Groups
• Social/Wedding Groups — Could be a big
draw since there is no space available in �
F-lillsborou h for groups over 100/150 ppl .
g
.�
�
. S�
T
.S 'ai .�s' < R`���� �'
_ � r. ` � ..�. ' ' s
"� i 3' -:..L=:_n�,
■ ■ ■ ��18(3@��-{1�� %
��,�a�i'��r �.��;� , ,a.
�/ISIkOt'S�UI'8�U
r r t —
r
� �
better hote! selections �� ^ '
��
� � � ��
f r n co r o rate = �� � � �
� �= �� � �..� ���
�, �� , �
groups �nd address � ��-.� � � ..
f
�� �� �� � �� � � � ���� �
� � F.
���x �- �. �����
location v Perceptions of � � � � � _ � � -��������
� � E�� �
I II �
. � ;
� - :
��� � .
stur�blin block. A ood �� £ � ������.£��u�� �
g g � �«:
t ��
raa; p� ��
_
o�vest of Hillsborough .
.�
�
� �
�3�t:�U.[� ����� �
�: }; �'�,4"` -
�
�.
� i ■ � � .i
y� „°
��"td�"1Bl�'{1��
z;..?�r�'���s€>>:>�. �'�.��tw,,�. �:;�:
Visitors Bureau
r I - I It t I I
r I r er t r
r — I , ir , i �
i il
u�ed for rr�eeting or other events.
• \/Vho wiil be responsible for roorr� set ups and
cleanups.
• VVho will be respon�ible for space during evening
hourse
• All this is a full �irr�e position for r�ore than one persone
.�
�
� ■ z�
���; F ,�������
� '
� 5,4 � , ,
■ � .;�
Chapel Hill `� N���<
�����,�F��� € `,���� �'y�
VisitQrs Bureau
' I
i r �
i
i I fsaco
• n/lost calls are for social events and the Big �arn is
dated �nd not attractive to many groups. e�lso their
cost is extrer�e for the condition of the facility.
• \/� has vvorked vvith sor�e governrnent groups and
distance to rneeting space is a concern .
• However price is a driving factor in r�aking a
seiection . A rnarketing campaign could help prornote
the facility �nd the location . The �/isitors �ureau
cou6d supply this.
.�
�
�
�'t� C O 1 S S 1 O 3 �; � ., ���� ,
r�i'll � O la 11 t � z r : �� � � � �
� ;, . .
. ��
ehape� Hill �
��,����� �::,�-�„�k.`�
Visitprs Bureau
i r t
rate/ag reerr�ent,
��'���— ����� ����� ��
F-lillsborou h's arts � ` ���� ��`� �� ��
g ��
���������� � � �
�.���c��������� �`� �``� t�� '�� z `
� r �
. - ����t�� �� .��� i - t � � ���
—`�-�>"� ����� � E '
I ��,3::�','. ���'�S�a��.��;"��� ��c� '�"�t���,�s-,����'.
� ��
� �� �� �, �
� ���X-3a{ ��r '" �`� f � e,�
school� could be � � ���� � �� A� �������
S"P�� � � �i r �� _
� � v
b
I r t I - �
� '✓ ` ;? 3�- �;`" � �� ' �.- _ ���,t
� '� �y„x �� ' ��-
�; r
� ��
up raded �� �� ��
� ��� � �� ���, � \a
�. �� � <
� �� � � �
rneeting/perforrnance £.: � � :
� � � �� �
`�r, � �' ; � �
°��� ��`'� ��, �
�� , e { �
' ,°. ..: _ ._. .. � _���. .�_�. . .��. ,., ��.w. �
the 0/Vhi�ted �uilding .
�
0
�F_
■ ■ ���� , �11��
� ;�.. , ' � ; ,. � '
�� �
e c o e n d at I o n s ����E����� ��
���;.����� �;�. � �;.
Visitors Bureau
. . ■ ■ '
I g
7 '
p
resentations , lectures , exhibits , etc. in various
i ' i
.
� �=��� � � ��� � �
� �� ���� �
��v ����#
��..
�� '���� �
�� �
��,• �
�� ��x�
�-,
� �
� � �� "�. ��� '' �°:��
F. �
F. ' � � �
�' � .3. �.:��£; ��;.
�aa
� �;.
��'�
���
� ��'
�
' �\7�.
■ � ` U�J-,d.�: S� � ����� £
3 r ? � �
� - k : �
■ S�. .. F� �51�
�.��
Chapel Hill
�€��:.���'h����...,.!�,-. ?,..z���...�t w�".
Visitars Bureau
. ■
. ' '
7
.
.
7 ° 7
. . 7
_ ' _ r . .
�
N
.��
�� �. ���� �
�
� ��- � �
n,. �_
� �
Chapel N�ll
���������� ��s,��� ��.
VisitQrs Btareau
A itte il i oul rovi via le, alternativ eeti s ac
i ills r — a of r n e ounty that oes t c rre tl
se enou eetin s ace.
• itt il i oul e seful for bot isitors ure , rts
issio r n ou t o issioners.
• V1/hitted �uilding would create modest demand for social events
such as reunions, school planning r�eetings and government
groups.
• ental rice is a rivin factor.
r etin ca aign woul e necessary.
• cilit ra es woul e re uire .
�
W
r n e ount rts o issio � ��� � ���'�' �
, � ..� ,
� � _ ° , ''
■ � ?
Chapel Hill �
4�`�����.� � ;;`+§ ' .
Visitors Bureau
. . . . . . .
7 7 ' 7 I
.
9
. . .
' . I ■
• The rental rate/agreement and qu�lity of the
perforrnance space wil ! either increase or
decrease �rts bookings .
�
.�
� � ____.
��' ;-�
{ � _. �.._ �, _._
f
_. _, :
� I
;°F -
ir-:�'�
S ' S9•-11•
�
1
i
�t_`:
i _
E i
�:i
1'
.'a:..Altt.?v
tM
�
1�' �"
� i
�
_ -,�.w �.� 3� 'i - ....,�-;_ - _.e_"_ ;�,v,.. �e . .__¢ j_..,,.. �..
—n' _.._ 3o tu• ___..._..— ___ ._� ....
_,,.
/, !: _
f ' ;. � ,......�__�-_._ ..,..;.__._.�__.._ .._..._._ .__.__ _ . ,...... � _
... _. .� '"_�
....s�...�"r :.,ia.._ � � .w�...z.... _'
�____'"„_ .-� .., :-,., �
�_�C---: �� _ .
;____�,_�__�_� : , I
:; —? ��'.__.._ ___... —,— , � ,.:� � . . _..^ :.;
�.
_�,,i I� - 1 .... _ . I . -- i
�:
. � "..�....�. E
� ~ , ..__....._..._... � .......___�_ __..._.1 ;_._.�, _....___�. --_<u w,M� __ _. ___ __..._.. _._...__ _....... r��
' �
,
, � ,, _.........._ _...__... �. __..... . _° _�....: _.�: �__._._.�;._ ,
��'_ �
�»--, ___ '
� �__,
i
. � ; ,� . .r � ..._�_._ . ___.__. . __..... ______._ __.._.__ � . #j
65'-5' �'... �_ .....E. $ �
W .c_ ...., sss.a._,.__ ....'?Rr. _.... j � ��R.
� w . .. .....^. ,>,
J�
: : � —._� _._. � �. `� �'
i i N�. J
: �. �; :. ...."'"_ . 1 _..�_ � ...'*-._". ; � _.._. __'__ "___. . ..._.___ —
' . � ' �: ,: ,"..,'� ___ ...._ . . .._._._._. � �� ;
`
: _ i :' I_..__ � _ i ; �/\. � ' ; �\..,� � �
. ,_. : / -: �... '. �. �
I �
4 . �.. . � �.. . �i
M.1� & 4J'-�' S.
.<
� s��' �r_ _4~--�-� � ' C�_. �3
._._ ' — "_ >fii�: •. __ (� �
�, �-_... % �.. � ...ww � � �. ( ��
,\ _ - �E/ 1{_._�- -- �'.m,� �� F .. �i ���' �\.,k' � m�'
I R y ��� � 1 } v �v..Y t�a'�' .x.,5...': . - i i 4 �
� , I� � �-;� ���
r.v�. ���'. _.� � � � ,_-< +_,
i._ _ ..' _., —�—°�-r -=--ns:��� � e 7 .:_. : — ?,.b .�.,,� . _._. . /
_... _ _ . . �..�.._.__........_:. _. . .... ' _ __ _ ,..___
� 1 �� � ._.�,.�.. ��. - .y .._..-..__.......t_ : d '_
�:,.� . � �..
' _._.�_..w.�..�...___._.. , ,*� ��¢ ;�A� ;
.._ . .� / '� . . , ._ _ ... . �
�
�
�
�r�s Comrviission Sprinkler and Strucfure Reimburs�ment Pr�posal
Whitted Bldg A GSF 34,149
1st Floor GSF 13,282
Arts Comm. GSF Proportion 38.89%
Sprinkler$/SF' 6.88
Sprinkler Cost Share 91,397
(based on %GSF)
Arts Comm. Sprinkler Reimbursement 91,397
1 st Floor Structural Steel Reimbursement 27,300
Total Reimbursement 118,697
1.$224,988 Sprinkler Cost,plus$20,000 Sprinkler Design Cost,less$10,000 credit for avoided ground rated corridor/code costs.
�
��.
�°
��
�
�
�
�
�
�
�
i
�
rn
S� � '
� �
� ,-`d t�t���''���4��~`�'t`�` °°�a 57
Notes from the County Commissioners wall<through of the old Library space at Whitted 1-23-2012
Present:
o Alice Gordon
• Eric Hallman—Town Commissioner
• Pam Hemminger
• Barry Jacobs
• Earl McKee
• Steve Yuhasz
• Donna Baker
• David Hunt
• Pam Jones
. '.��/�.!`.., , .i.�`✓�.'�/\/\/�/`•iW�/�./�/�i'W��'�/�/�/W�/�/\i\/W��'�/�,'�'�/�/�/�/\/W�/\/��'�/�/�_^./�✓V��^/�/�M/�i\/'N\n.^/`�/��\/�/�
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;
o 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;
s Debated fixed vs. movable seating—no clear winner;
• Discussed long-term possibility of creating a TV studio in the area previously I<nown 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)
s 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.
Attachment B
-IV
ri
`- IP2.
Yyil 1 `
t
1 •t L�{ t fT i
c
— — - -- — —
f;
I _ ,»
49
a
z
lip,
K.Jg .. l� t
' �t
a9: 1 4 t
u
�� fall �`�� �i ��"k+l >•� � -
=, 62
1.i-
w
r
z 12 4 AREA �-
GYM,PAn
t tix 'r AND REE i '�
t' OFFICESI ': a
#
M
LDIN64
BUILDING A B r '1. �� � Y`
E
v
t
a
r
� i t
ARDA
� ,
S s�
4 .
Parking Summary
� � '•�§ '� � Area 1 75
i
Area 2 22
Area 3 0
�;,�; Area 4 62
s. S Area 5 4
J r r._ Area 6 56
s �. Total 219 Existing Spaces
Whitted Building Parking Study
Hillsborough,NC b Existingp-- g
Parkin . corley redfoot architects
Scale:P=50'-0" October 23 2012 °"''"etl'I`"9".I"6'"°'
s _
541 t
Al
+
� r
a
t
'P
3 c �
4 as :fit;. ` '°y. "• +�,1 }n t;N :+ tr 1 l`V—A&
�# i
A m
x
4
AA 'i
p" SW x�
AL
14,
w
�' } c r �
AREA . ,
GYM,PAR W"—
AND RF r .1, r
' s A �I
Pi A
_ }
*' BUILDING A
a
Am
✓ a i� r
t
Z
I
+fir
�,
: ®' S Parking Summary
Existing Possible Additional Total
Spaces Spaces Spaces
Area 1 75 25 100
Area 2 22 0 22
Area 3 0 20 20
Area 4 62 38 100
Area 5 4 138 142
'" Area 6 56 36 92
Total 219 257 476
ki
l P
Additional ona Parking
Whitted Building Parking Study Possible g
Hillsborough,NC (with Existing Cedars to remain) Corley redfoot architects;��.
Scale:l'=50'-0" October 23 2012 d"" I`"" " I pk.
8 wea'ya.yyggoqp°daY°a"^^'^ 9BS9'l0Y'6t6 Ytt(Z a°'II!41°d°Ya N"° wgoP ZLL i i �j� ° Y
wooy 6uiiaaw l�l{ti(}it a
iuno�saauassiwwoD}o p Dog 06ur»p
a314i�iijl
�o04 paa Aa{aoa JoIuoiionouayJooa}sly [
Bill
V 6u!PRnB Pe*!4M
6uinnoa4 ideDuo,
I
i
am
a� rn
c
i
m
i
[B
J
t
1
U f =�
ui
G 55
S a
Q
m O
ca
Q 8
Q V5, LL O p5K U > Re i
V5,H y C N t6 N fA _
vo3 ¢w c cCO m a r
id
QUO OW ii NU3 O Q
pwz Rr- (� �' w �+o J
Z F N
jZ fA HN ` V 01 ¢ O ZT
¢ox xN _� 3 i a LL N
CL U W w a i7 s i/i N d C Z W
E ¢ N N
_ O x
(:)�2
OU 3 z
mr
m C
J
3 �
w a
z w W +-+F-+++-�i v m c > k" y
N F_ ++++�Z Q N O a Q
c� C.) y v tou
m CEI E U m O ¢ ocrn
w x U'�m .�-I
w
U p¢I y •� II
¢ 4
Lt tt J w O =
d
U �
c �
0
`o
a o o c
Lu
w
a�
a`
4n ;aw
c
m m m
a
U d m
K
woos 6u!�aay� II��!►sa1, y�`
,2,! saauo!ss!wwo�{o RaooB A�uno�a6unap 11 SIDGyyaaa loolpaa �ta�aoa mill
�oVBuipouaaJoo�}}�!j
'd6wPl!n9Pa'µ!4M
6u!nnoad yda3uo7 +
t
a
a
am
m m
S
ma 3
IQ
i
4
J
�l NII
M =
" N��
LIl J £
N
p l0 �
�@ N
G C M N T
O 7 N `l
N U S Q
U y 3 0 0
c
3 c ° y
Ill N d Y 1,to
a j l OI C E'c pN
N 'O
U " F--�7i cv C7
O mr
— m �- U
L^A PTTTTTTTYTTTI CI ' J.+
W
It-3-11:111'�
m a
U O
a
U
z F++
O I�++ ++ +-I
++ t+++
(7
7 61 9
u) u +-
Al rr0,,
LLLL U U
F O� c`
a O Mao
o o ai1 u 0 o
,/Wl c) „O O
p n +++++ 1 U m
o �! iii++ +++++'� 3 r N
11111111)
w
d
Q
L
U �
c ip
0
0
o �
as
a`
c
wR�
U y m
tr