historic preservation

Arts Center Update 11.23.2016

Jenn Hulehan Arts, Simpsonville Elementary , , , , , , ,

Planning and Zoning Manager, Mr. Jason Knudsen has provided Council with the most recent update on the Arts Center Feasibility Study.

The organizational analysis portion of the feasibility study is now complete.  Read more about the components of the study here.

The team is still working on the building analysis.  Both the City Fire Marshal and Building Inspector have inspected the school building. And the team arranged for a certified inspector to do an initial assessment for mold, asbestos, and lead–and they got him to do it for FREE.  They’ve really done some amazing work over the past few months–at no cost to the city. Next up: cost analysis.

Next meeting is Monday, November 28th at 6:30 PM, City Hall.

Read previous reports about the feasibility study here.

Here’s the report, which will (per decision of the Council) also be posted to the city’s website.

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Arts Center Feasibility Study Update

Jenn Hulehan Arts, Community Development, Simpsonville Elementary , , , , , ,

1462888226112On July 8th, a meeting was held at the historic Simpsonville Elementary School to begin the work for the feasibility study for the Arts Center (read previous posts related to the Arts Center here). This feasibility study will be completed under the leadership of Mr. Jason Knudsen.

Community members representing these areas of experience will work on the study: grant writing, historic preservation, performing arts, visual arts, architecture/engineering, Simpsonville Arts Foundation, and the Simpsonville Revolutionary War Museum. Each member will volunteer their time and work together to research and answer the questions within each section of the study.

This feasibility study will determine whether an arts center can be successful in Simpsonville. The purpose is to identify roadblocks that may prevent the successful implementation of an arts center. The study will consist of four main components: market analysis, organizational analysis, building and equipment analysis, and financial analysis.

A. Market Analysis

Market analysis is extremely critical in determining the success of an arts center and should be completed first. If the analysis concludes there isn’t a need or a customer/user base, the project is deemed not feasible and the study concludes. Finding answers to the following questions is vital when conducting the market analysis:

  1. What is the current demand for the proposed services/products?
  2.  What are the target markets/demographics?
  3. What are the common characteristics of the target markets/demographics?
  4. What competition exists in the market, how do they operate and what services do they provide?
  5. Can a market niche be established to enable the arts center to compete effectively with existing competition?
  6. How successful is the competition (user counts, profits, occupancy, etc.)? Is the location of the arts center likely to affect its success?

B. Organizational Analysis

If the market analysis supports and shows a need for an arts center, the next step is to determine how the center should be managed. The legal business structure needs to be identified first in order to best understand personnel needs. The following questions will help form the organizational structure:

  1. What legal organizational structure is right for the arts center?
  2. Is a board of directors or a single program director appropriate?
  3. What qualifications should the board/director have?
  4. What qualifications are needed to manage day to day operations?
  5. What other staffing needs will be required and how might that change over the next 2-3 year?

C. Building and Equipment Analysis

In repurposing an older building, renovations and new equipment will be necessary. A thorough analysis of the existing structure will identify required renovation. Equipment needs can cover a wide range of items from telephones to ceramic furnaces and specialized equipment. The key at this stage is to identify what will be needed and the cost. The following are questions to consider during this analysis:

  • Building: What will require renovation? What is the itemized cost and timeline for renovation? How does the ability to complete renovations affect the start-up timeline?
  • Equipment: What are the equipment needs for the arts center? Where will the equipment be sourced form? When can the equipment be obtained?How does the ability to obtain equipment affect the start-up timeline? What is the cost associated with each item/service?

D. Financial Analysis

Financial analysis is the last step to a feasibility study due to the other components being necessary for an accurate understanding of costs and revenue. If the previous steps are not thorough, the financial analysis will not be adequate. The risk here is that the study may show the arts center to be feasible when in reality it’s not. Financial analysis is broken into the following five categories:

  • Start-Up Costs: These are the costs incurred in starting the arts center. These costs include renovations, equipment, etc.
  • Operating Costs: These are the ongoing costs, such as utilities and wages.
  • Revenue Projections: This is an assessment of estimated monthly revenue fromrent and programing.
  • Sources of Financing: Potential lending, donation, and grant sources should be identified.
  • Profitability Analysis: Using the costs and revenue analysis, this step shows the “bottom line” and if the arts center will bring in enough revenue to cover operating expenses. If it’s determined the center will lose money, changes may be made to the proposed programming to see if the bottom line improves.

Since the meeting, the team has started the market analysis.  Stay tuned for more updates!

Arts Center Feasibility Study Update

Jenn Hulehan Arts, Community Development, News, Simpsonville Elementary , , , , ,

Arts Center Feasibility Study Update: The Study Committee should be finalized no later than May 13th, 2016. Once finalized, staff will organize an orientation meeting for all involved, based on their availability. The goal of that meeting is to familiarize everyone with each other and the role they will play in the feasibility study. Groups will be formed from the Committee and given tasks to complete concerning the study. Each group will be responsible for creating a timeline to complete their tasks. Staff will support each group and ensure progress is made in a timely manner.

See previous blog post for more on the Arts Center Feasibility Study.

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Q&A: “What is Your Vision, Jenn?”

Jenn Hulehan Uncategorized , , , , , , , ,

Earlier today I posted this on my Facebook page:

Screenshot 2015-10-08 21.40.57

Tonight, I received a response on that post that asked this: “What is your vision Jenn?”  As with my last response to a Facebook question, I have a little more to say than fits into a Facebook comment box, and I want everyone to have the opportunity to see my response, so I’m posting it here:

First and foremost, I envision the future of the school as a place that is truly for the people, by the people, and of the people. What do the people want? What will most benefit them? How can they make use of the space to improve their lives?

To this end, I think it’s great that Councilman Taylor Graham attended our concerned citizens meeting, recognizing that citizen input is key to determining the best possible usage of that building. I am happy that the city has some sort of plan for focus groups sometime in the future to get citizen feedback.

Regardless of what we decide to do with the elementary school, I firmly believe we need access to the arts for all of our citizens and a stronger commitment to community and cultural programs and services. It is my opinion that the school offers us a unique opportunity as a place that could help us fulfill such a commitment. It’s there. It’s empty. We own it. We need to do something with it. Why not this?

Imagine the school once again alive with the sound of children laughing, playing, learning. And imagine it weren’t just children.

Imagine adults—people of all ages—laughing in the auditorium seats or singing on its stage; drawing, painting, or sculpting in studio classrooms; or browsing halls lined with the work of local & regional artists. Imagine them learning more about Simpsonville’s history during programs like those presented by the Simpsonville Museum of Revolutionary War Museum. Imagine them attending a book reading by a local author.

These are just examples—the specifics of what could and would be offered there would be determined by the people. As I said originally, it would be something that is uniquely Simpsonville—something that encourages community pride for our citizens through arts and culture.

So imagine a place that would enrich all of our lives and our community through a variety of cultural activities, through exposure to the arts, through a shared sense of community. That’s my vision.

And it’s a vision that will yield multiple social and economic benefits to our city. It’s a vision we can accomplish if we’re all working together towards the same goal: one better Simpsonville for all.