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HomeMy WebLinkAboutNB 4 RENTAL OF THEATER 1-7-80DATE: January 2, 1980 NEW BUSINESS No. 4 -. 1-7-80 Inter-Corn TO: Honorable Mayor and City Council FROM: Dan Blankenship, City Administrator SUBJECT: RENTAL OF THEATER IN EL CAMINO PLAZA Attached is a baCkground report on the.possibility of establishing a Cultural Arts, performing arts center by leasing the theater in E1 Camino Plaza which was formerly operated as the Cabaret Theater (dinner theater). This is a policy matter of the highest order and therefore requires the evaluation of the City Council in light of community interests and needs. I support the con- cept for several reasons. 1. The Tustin community is uniquely suited to attending and supporting cultural activities. 2. Such an active program would make available entertainment opportunities which cannot be provided by the private sector. 3. This is a practical way to make a facility and opportunity available to local cultural arts groups. The facility can be leased at a reasonable rate, is reasonably designed and equipped for our purposes, and can be ready for use with perhaps $150,000 to $200,000 of investment (this was our original guess although the architect has estimated $355,320 and the Community Development staff has estimated $708,700. This latter figure includes developing a second floor in part of the building and a small building outside ($140,000) and and takes a worst case assumption which is too conservative. Actual cost cannot be estimated until a more precise scope of work is developed but probably will be $200,000 to $400,000.) 5. Experts appear to be agreed that the facility could be fully self supporting after perhaps the first six months with good management. The City could loan the initial investment (of about $200,000 to $400,000) to the Redevelopment Agency which could make the improvements. In this way, the City will receive its money back at some future date and yet the Redevelopment Agency's E1 Camino Real improvement project will not be impeded. Time is of the essence if the City were to pursue this opportunity as (1) The facility might be leased to others at any time, and (2) The ideal time to launch such an effort is with a June to August summer season that needs four or five months to plan. Thus, a decision in January and as early as possible would be helpful. NEW BUSINESS -~ No. 4, pa~e 2, 1-7-80 Councilman Ralph Welsh and his Cultural Arts Committee will need time to submit a recommendation to the Council, so we are providing this information to the committee directly for their review. A January 7th decision would make implementation easier but a January 21st decision would still be within reasonable tolerances and may allow more complete consideration by the Council and the Cultural Arts Committee. Alternatives available to Council are as follows: Accept this concept and direct its implementation with revisions if necessary. Reject this concept and direct staff to pursue the feasibility of a permanent City Cultural Arts facility elsewhere. Reject the concept of a Cultural Arts facility at all. Explore the combination of a small performing arts facility (200-250 seats) in a recreation and gymnasium facility as a compromise. ACTION BEFORE COUNCIL: Pleasure of Council. It would be helpful to have at least tentative reactions by Council if the matter is to be continued to January 21, 1980. Respectfully submitted, DAN BLAN~ENSHIP City Administrator DB:mew DATE: JANUARY 2, 1980 NEW BUSINESS No. 4 1-7-80 Inter-Corn TO: FROM: SUBJ EC7 }DNORABLE 5~YOR AND CITY COUNCIL DAN BLANKENSHIP, CITY ADMINISTRATOR CULTURAL ARTS FACILITY What is a Cultural Arts Facility? Cultural Arts activities are a broad category of activities which may involve teaching, performing, observing, or learning about such fields as: dance, music, dramatics, and other variOUs forms of art. A Cultural Arts Facility is therefore a building or place in which one or more of such activities take place. l~y is a Cultural Arts Facility desirable? Cultural Arts enrich our lives and give new meaning to grace, beauty, communications, and artistic skills. One of the goals of most societies is to become more than workers alone, to develop artists and the arts and to become more enlightened about those art forms. But to achieve this, it is necessary to have facilities, an educational process, and an oppor- tunity for artists to create. Sometimes these facilities can be Provided by the free enterprise system because there is a profit potential, although frequently the facilities must be provided by donations or government actions. Such is the case in Tustin, as the risk is sufficiently large and the po- tential of significant profits is sufficiently small to discourage private development. Alternatives for a Cultural Arts Facility If the City Council or the Community believe that encouraging or enjoying Cultural Arts is not worth the price, then one solution is to abandon efforts to establish a Cultural Arts facility and direct its efforts in other di- rections. On the other hand, if Council and the Community believe that Cultural Arts are worthwhile, then an effort must be made to prioritize this "need" with other community needs. A City cannot atten~pt all things which some residents may want in these days of Proposition 13 and Proposition 4. It must be selective andkeep its priorities in perspective. If the provision of a Cultural Arts facility were to create a new, regular, and high-operating cost, then serious thought needs to be given whether or not the Community could afford such a "luxury." The size and cost of the facility and its usefulness will affect whether or not it makes a profit, breaks even, or.pperates under a deficit. Another factor is the degree of community interest and support for such a program. Honorable Mayor and City Council Re: Cultural Arts Facility January 2, 1980 Page Two The alternatives which appear to be available at present include: Lease and renovation of the Cabaret Theatre. Time to implement - approximately four months Initial investment - $150,000 to $200,000 Duration - 15-year lease at '$5,000 per month ($5,000 per month equates to principal and interest on $675,000 loan over 30 years at 8 percent) Operating Prognosis - Slight surplus or break even Comments - A compromise solution based on untested demand Acquire land and build a new facility Time to implement - approximately two years Initial investment - Land at 5 acres at $6 per acre = Building of 20,000 sq. ft. at $80/sq. ft. = Equipment and landscaping = Parking-800-seat auditorium, one space for 3 seats=267 spaces X 940 = $1,285,500 1,600,000 600,000 2S0,000 $3,735,500 Duration - Permanent, relatively speaking Operating Prognosis- moderate to heavy annual deficit based on $S2,000 in annual principal and interest over 30 years at 8 percent, plus maintenance of parking and larger building. Comments - This would provide a permanent, closer-to-optimum facility, but at substantially greater cost. This alternative can be varied greatly by reducing the size of the structure, reducing the property size, using land already owned by the City, or using land that is donated to the City. Defer for further study or discontinue efforts in this area. Staffing Requirements The key to having a reasonable chance of making the facility self-supporting is good management. The staff must be creative and hardworking. The following is a description of the staff needed. 1. Booking Agent - This is probably a contract employee who keeps on top of Variety and what is happening in the entertainment field to.~ secure special entertainment that can fill in the season and increase revenues. Honorable Mayor and City Council Re:~ Cultural Brts Facility January 2, 1980 Page Three Managing Director ~ This is a full-time employee who runs the facility, controls its use by users, is always on duty, supervises custodial staff, and might.be the producer of some of the local performances. Secretary orclerical support - This employee provides clerical support, answers phone questions, and sells tickets during day. Stage Manager - This may be a part-time employee who knows stage craft, sets, lights, curtains, etc. He/she would be expected to secure volunteer light and sound operators, grippers, and other stage personnel who may be compensated by a dinner at the end of the run. 5.. Custodian - This employee would clean facility plus know how to operate sound and light equipment. Must have flexible hours or help. Ticket takers and Ushers - These are usually volunteers who work for a free ticket to the performance. Stage, Light and Sound Hands - These are usually volunteers who enjoy the involvement. 8. Actors and Actresses - These are volunteers. E. Ticketron Potential Attached is a detailed memo on the possibility of having a Ticketron Facility at this location. It would not be a money maker so much as a source of advertising about the facility's own productions and a conventional service to the co~nunity. It would be worthwhile to pur- sue if the Council proceeds. F. Quality Foremost My evaluation of the Tustin Community is that the facility will only be successful if the facility is attractive and worthy of respect, and the performances are of high quality. In that event, it will be supported and people will return. Many Tustin Community residents are sophisticated theatre devotees who will compare this theatre with others and will demand a reasonable level of quality. Many who have less experience will, never- theless, judge the theatre by instinct. This means that the facility must be made more attractive, and sufficient funds to accomplish that end must be included in the original investment. The quality of performances will be more the responsibility of the booking agent and )~naging Director who must know the skill of the directors of the individual productions. Honorable Mayor and City Council Re: ultural Arts Facility January 2, 1980 Page Four Ho Initial Improvements The initial investment ~st cover the following items: 1. Enlarge stage from 20X20 to 30X30 with new curtains amd more lights 2. Change to raked (angled) floor 3. Install 500 new, quality, fixed seats 4. Redecorate: paint, mirror lobby 5. Renovate front marquee 6. Construct new Reader Board sign to rear, along freeway. In addition to these initial improvements, the following are items which may be considered when the facility is paying its own way: ?. Construction of 2000 square foot storage building behind the theatre 8. Reinforcing floor supports and constructing second story above dressing rooms, etc., for workshop, meeting rooms, and possible V.I.P. box. 9. Further aesthetic improvements. Estimate of Operating Budget The project is not small in cost but is expected to be self-supporting after the first six months. The following estimates represent the basic fixed costs of the facility. Not included are production costs which would be also offset by production revenues such as set and costume rental, royalties on plays, musicians for musicals, concession supplies, and the like. Fixed Costs 1. Building Rental $60,000 2. Utilities 15,000 3. Salaries (Managing Director, Stage Manager, Secretary, Custodian-including fringe benefits) 80,000 4. Constact Services $. Advertising 6. Supplies and Services 10,000 20,000 10,000 Honorable Mayor and City Council Re: Cultural Arts Facility January 2, 1980 Page Five Use of Facility following are some of the potential uses of such a facility: ~_mical and Drama productions and series by outside and local groups Dance and 5hsic recitals College and High School Productions Annual Cultural Event Touring Groups Jazz Festivals Travelogs Film Festivals Art Shows Lectures Rental by business groups Rental Sunday mornings by a church Concessions in conjunction with performances The facility must be under the control of one agency, such as the Parks and Recreation Department, with an Advisory Cultural Arts Committee with broad representation. The facility should be planned to operate five nights per week (Wednesday through Sunday) for 50 weeks per year (exempting Labor Day week and Christmas~ N~v Year week). The dark times can be leased out as well or be used for refurbishing. The facility is expected to be highly used for several reasons. The first is the interest in the area and high utilization experienced by auditoriums in the County. The second is that increasing gasoline costs will encourage local patronage of entertainment. Ticket Sales Ticket prices might be in the range of $7.50 (for the front 300 seats) and $6.50 (for the back seats) for the productions in the principal seasons. These prices would probably be reduced by $1.00 per event for season tickets and would probably vary by day relative to the demand with Friday and Saturday evenings being higher. There can be a senior citizen discount of $1.00 or so, and there might be some potential of banks, etc., buying groups of tickets to give to senior citizens ,.employees, or customers. An opportunity would exist to provide special senior citizen tickets at perhaps no charge on evenings when a less-than-full house was expected. Civic organizations can be con- tracted to buy out an evening and sell the tickets as a fund-raising effort. Honorable Mayor and City Council Re: Cultural Arts Facility January 2, 1980 Page Six J. Facility Name Since the facility will attempt to attract people from the general area the name Tustin should probably notbe part of the basic name. Thus, a name such as "El Camino Theatre" might be appropriate (keyed to the name ofthe E1 Camino Plaza Shopping Center and E1 Camino Real as the adjacent street). The theatre could perhaps be identified as "The City of Tustin (smaller type), E1 Camino Theatre (larger type). Local Participation The facility must be operated with a keen eye on financial self- sufficiency. Therefore, the operating policies must give the priority for prime time to productions which will be well attended and generate a profit. Our area is fortunate in the quality of local Cultural Arts groups and may be able to integrate their programs into the main series offerings. As the local groups demonstrate an ability to draw a large attendance and generate a box office profit which helps to carry the facility, they should be given a share of the prime time. Since per- formers will be volunteers, there will be a large opport~mity for local artist participation throughout the year. The facility and program should have an advisory conmittee available to the Managing Director and City Council, with representatives from the key local Cultural Arts groups, the Tustin Unified School District and the Saddleback Coramunity College District, if they wish to participate. Attachments Attached for additional information is the report on Ticketron, an Intercom from the Parks and Recreation Director on the City Operating the E1 Camino Theatre, and a report by the Community Development Department on potential building improvements and their estimated cost. CONCLUSION This report attempts to address in a brief manner many of the facets that would be generated by a Cultural Arts program sponsored by the City. I believe this report shows some of the complexities of such a program, and also shows that many of these areas have been considered in a limited manner. Further detaitingwill be necessary if the Council proceeds, and that detailing can take place in parallel with the renovations of the theatre. DB/hlr Attachments DATE: DEC~IBER 7, 1979 Inter-Corn TO: FROM: SUBJECT: DAN BLANkT2NSHIP - CITY ADMINISTRATOR GARY 1',hiPPER - ADbIINISTRATIVE ASSISTANT TICKETRON RESEARCH Investigation into the feasibility of having Ticketron establish an outlet at the Cabaret Theatre uncovered the following information: A. Location: Ticketron Administrative Offices 51S1 West Imperial Highway Inglewood, Ca (213) 642-5700 Contact: Sandy Cauble B. Contract: They presently have a waiting list for outlets, as it is a strong attractor of business. They do not currently have an agreement with a municipality in Southern California, but they preliminarily feel there is nothing prohibiting it. Most of their outlets are with Sears and Broadway; all others are termed "Independent" contracts. C. Financing: Ticketron pays for: 3. 4. 5. 6. Installation costs (all) Terminal Data Line charges (bB.) Maintenance costs Supplies Training of Personnel City of Tustin would pay for: Enough cabinet space to house equipment Two (2) AC outlets next to each other near outlet Phone installation and monthly charges for public infomation Personnel costs of manning office $250.00 monthly rental fee for Ticketron costs noted above. Memo to Dan Blankenship from Gary Napper Re: Ticketron research December 7, 1979 page Two Do Reporting Requirements: Ticketron requires 2 accounting procedures: 1. Monthly rental fee paid on time 2. Ticket receipts turned in weekly Eo Profit: The revenue for both parties comes from the service fee charged in addition to the regular ticket cost. The rate of service charge varies with each type of ticket, and the fee is regulated by Ticketron and is uniform to all outlets. The individual con- tracting agencies have no input into the setting of the service charge. For example: - Continuous tickets - Ski lifts, camping, sports events - Major events, rock concerts $ .60 charge .70 1.50 Ticketron would not reveal the actual profit an agency receives from the service charge, as that becomes a part.of the final agreement. They have estimated, however, that an outlet must sell between 1600-2000 tickets a month in order to recover the monthly rental fee of $250.00. Rough Estimates: 1600-2000 tickets per month averages 67 tickets per day estimate profit for agency: .125¢ to .156{ a ticket estimate 34 people a day average (Ticketron says average of 2 tickets per person; I feel that is a little lo~). Memo to Dan Blankenship from Gary Napper Re: Ticketron research December 7, 1979 Page Three Fo Operating Hours: Ticketron desires uniform hours for all outlets to assure dependable service to the public. Mon-Fri. Sat. Sun. 10:00AM-8:00 PM 10:00A~-6:00 PM 12:00 PM-5:00 PM Weekly Total: 63 hours That high of open-office hours carries a staffing requirement of 1.6 full-time persons. Nearest Ticketron outlets to Tustin: Orange Mall - Broadway & Sears Newport Beach - Broadway UCI - Campus Costa Mesa - Sears & Wards Ticketron will be sending us informational brochures and materials shortly. The contact said our proposal "sounded very interesting." .&tministrative Assistant Gm /b2r cc: Don Biery DATE: December 31, 1979 Inter- Corn T0: City Administrator ~r,~ ~.j ~ FROM: Parks and Recreation Director SUBJ£C%: PRELIMINARY REPORT RE: CITY OPERATING THE EL CAMINO THEATER The purpose of this report is to give a preliminary review of what the City might anticipate if it was to lease and operate the E1 Camino Theater as a performing theater. It should be noted that it is based on limited experience and preliminary information received from other "community drama play houses", such as the Gem Theater and the La Mirada Civic Theater. It is also assumed that there will be "up front" funds for improvements to the facilities for the various alternatives indicated below, each having advantages and disadvantages. This may be the only practical method of providing theatrical and musical productions of any quality in Tustin for many years. Therefore, a serious and thorough study of this facility is recommended. ALTERNATIVES: 1. Use facilities basically as is. However, this would require some improvement to the decor of the theater with emphasis on the netrance and lobby in order to give a feeling of quality. Then, some improvements to the stage area. Advantages: 1. Least initial cost to put into operation. 2. Allows time to measure interest before putting money into new seating and other improvements. 3. Could be converted back into a dinner theater. Disadvantages: 1. Number of seats restricted to 312. 2. If new seats not put in initially, they may never be installed. 3. Current chairs are to movable and not as comfortable as theater seats. 4. Lack of additional seats reduces revenue potential. 2. Re-install theater seats in proper rake (approximately 500 seats) plus other needed and desired improvements. Advantages: 1. Gives a quality theater appearance. 2. Provides more seats per performance. Disadvantages: 1. Initial cost of seats and problem of installing a proper rake (slope). 3. Install only 300 to 350 theater seats, leaving and modifying the back area as a combination banquet room, extra lobby, art gallery, practice area, and an overflow seating area. · CITY OPERATING THE EL CAMINO THEATER PRELIMINARY REPORT RE: December 31, 1979 Page Two Advantages: 1. A smaller seating area will be easier to fill regularly. 2. Gives much more flexibility for programming and renting the facility. 3. Reduces initial cost of purchasing seats. Disadvantages: 1. May encourage too many miscellaneous uses. POLICY REGARDING OPERATIONS AND USE It is anticipated that this facility is to be on a self-financed basis; however, a 6-12 month "lag" time may be needed. This will also dictate that heavy emphasis will be placed on bringing in productions that will do well financially. Therefore, it is estimated that at least 42 weeks will be needed for such "outside" shows, leaving some 10 weeks for local functions. (Thus, this facility will not fully meet the local needs for a community theater.) Ail other related and compatible uses will also need to be considered and scheduled for the non-prime times. For example, (1) an art gallery could be installed in the lobby area; (2) family movies could be held on Monday evenings, and (3) a church could be allowed to rent building space for Sunday morning services on a short-term basis, etc. POTENTIAL REVENUE Pending how the facility is arranged and improved and on the policy of operation, will affect the anticipated revenue. As a guide, the following revenue is possible: 1. Outside productions, averaging 4 shows per week for 42 weeks based on 50% of ticket cost (average of $5.00) for 500 seats a. 50% filled house b. 75% filled house 2. Local weekend productions a. 10 weeks, 4 shows/week @ $1.00/seat b. 20 mid-week shows @ $1.00/seat 3. Art Gallery commissions $ 84,000 $126,000 $ 10,000-$ 15,000 $ 5,000-$ 7,500 $ 2,000-$ 5,000 4. Family movies $ 5,000-$ 7,500 5. Rental for church services $ 5,000-$ 7,500 6. Refreshment concessions TOTAL REVENUE (BASED ON A 50% AVERAGE HOUSE) $ 10,000-$ 15,000 $121,000-$183,500 PRELIMINARY REPORT RE: December 31, 1979 Page Three CITY OPERATING THE EL CAMINO THEATER ANTICIPATED EXPENDII~RES 1. Building Rental 2. Salaries a. Manager b. Theater Technician c. Clerical/Box Office Sub-total d. Fringe benefits Contracted services Utilities Advertising o 4. 5. 6. $25,000 $15,500 $10,000 $50,000 $15,000 Special equipment, repairs, materials, etc. TOTAL OTHER POINTS AND COMMENTS 1. $ 60,000 $ 65,000 $ 5,000-$ 10,000 $ 15,000 $ 8,000-$ 20,000 $ 5,000-$ 10,000 $158,000-$180,000 Compare cost of leasing vs cost of constructing. 2. When might Tustin be in a position to construct a theater. 3. Value of having freeway visibility for advertising. 4. Opportunity for the citizens to demonstrate their interest and support for theater before making a large capital investment. 5. Method of providing one needed facility without hampering the development of other needed facilities. 6. A facility with the potential of being financially self-supporting. 7. The need for providing quality drama, music, and dance productions. (The recreational and cultural values to Tustin citizens.) 8. How serious or interested is the City in having good cultural programs. SUM~t~RY With an active and progressive program beaded by an experienced and capable theater manager, it is very likely that this facility could be a self-financed operation. NOTE: Not included is the initial costs to put the facility back into operation and the initial period ot get the operation fully scheduled. DATE: January 7, 1980 TO: FRO~: SUBJECT: Honorable Mayor and City Council Members Corrmunify Development Department Feasibility Study for Cultural Arts Facility The City staff has given preliminary consideration fo the Cabaret Theatre, lo- cated at 690 El Camino Real as a possible location for a City Culfurat Arts facility. To gauge the economic feasibility of the proposed refurbishing, a preliminary cost estimate was developed. The total is a range derived from two sources; an architec- ture firm fhaf was involved in the remodeling of the Cabaret Theatre, and the City oS Tustin Corrrnuni~y Development Department. A full scope o¢ work program has not been developed for the remodeling, consequently these are cursory figures, subject fo revision. Originally, the building was the site of the Old Tusfln Theatre, a single screen motion picture theatre. This single theatre was subsequently divided into two screens, but was unable fo continue and closed operation. Approximately one year ago Use Permit 78-21 proposed fo convert the motion picture theatre info a live entertainment cabaret-style theatre. Of the two theatres, the smaller one would be converted into dressing rooms, kitchen, storage, buffet area, and corridors. The stage and dinner seating was situated in the larger theatre. It was approved by a Zoning Administrator hearing which provided for live stage shows and musical entertainment. It was felt that the theatre would represent a definite asset for the on-going revifilizafion of the El Camino Real area. If refurbished into a City Cultural Arts facility, remodeling and improvements are required. The cabaret-style seating will be converted to auditorium seating, with a full house capacity of approximately 400 seats. To adequately upgrade the structure, demolition and remodeling work is required, along with decorating walls and refinishing floors. The preliminary cost figures are based on these tentative goals. The foal cost figure is broken down by the theatre (stage equipment, seating, lighting, etc.), lobby and kitchen, storage, dressing rooms, etc. Stage equipment includes re- surfacing the stage, curtains~ curtain tracks, control board, all lighting systems, and the extended stage. The City's figure for stage equipment is based on a "worst case" assumption that the majority of the systems need fo be replaced. Additionally, the City figure includes a 3,000 square foot second story addition, a workshop and storage build- ing behind the theatre, and exterior decoration. The architectural firms' figure has little modification to the stage equipment, taking info account the extended stage, new curtains, and minor additions fo light- ing, etc. The second story addition, workshop and exterior decoration are not in- cluded. January 7, 1980 Cultural Arts Facility page 2. To reiterate, these figures represent a first stage cursory review. Hopefully though they will provide a framework where the development of speci, fic goals and objectives can be established. EMK: rr~ January 7, 1979 COMPARISON STUDY PRELIMINARY CONSTRUCTION COST ESTI~LATE - TABLE I THEATRE SHOEMAKER & RUTHERFORD, CITY OF TUSTIN ARCHITECTS COMMUNITY DEV. DEPT. Demolition, remodel and finishes Stage Equipment Approx. 400 seats and installation Sub-Total $161,210.00 included in above figure 60,000.00 221,210.00 66,400.00 300,000.00 45,000.00 411,400.00 LOBBY Demolition, remodel and finishes 59,850.00 47,000.00 KITCHEN, STORAGE DRESSING ROOMS, CORRIDORS Repairs Remodel rehearsal and work space 13,960.00 10,000.00 30,000.00 Sub-Total 3,000 square foot second story Workshop and storage building 13,960.00 40,000.00 90,000.00 50,000.00 Decorate Exterior 10,000.00 Sub-Total 150,000.00 Contingencies Architect & Engineer Fees 28,000.00 32,300.00 28,000.00 32,300.00 Total 355,320.00 70 8,700.00 CATEGORICAL BREAKDOWN OF CITY COST ESTIMATE - TABLE II T HE AT ~rCE FLOORING FLOOR COVER RESURFACE STAGE DECOR3tTE AUDITORIUM WALLS STAGE EQUIP~NT (CONTROL BOARD, CURTAIN TP. ACK, CURTAIN, LIGHTS, STAGE, PORTABLE STAGE) WIRING SUB-TOTAL 450 DELUX SEATS $90.00 PER TOTAL THEATRE $ 10,000.00 5,000.00 2,400.00 40,000.00 300,000.00 9,000.00 366,400.00 45,000.00 411,400.00 LOBBY FLOOR WALLS ?LUMPING FIXTURES TOT.~L LOBBY 3,000.00 40,000.00 4,000.00 47,000.00 KITCHEN, STORAGE, DP~SSING ROOM, BUFFET AREA DEMOLITION REINFORCE EXITING FOR REHEARSAL AND WORK SPACE PROPOSED SECOND STORY 3,000 sq. ft. + @ 25.00/ FIVE SPRINKLERS FOR SECOND STORY SUB-TOTAL $ 10,000.00 30,000.00 75,000.00 15,000.00 130,000.00' DECOP~TE EXTERIOR WORKSHOP & STORAGE BUILDING BEHIND THEATRE CONTINGENCIES ARCHITECT & ENGINEER FEES SUB-TOTAL 10,000 . 00 50,000.00 28,000.00 32,300.00 120,000.00 TOTAL 70 8,700 . 00