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The Members of the Downtown Redevelopment Committee, 9 10 ,/!/
The Village of Tequesta. 4
July 19 , 1994 . TIM t} 1
fU� ,
Dear Sirs, z O 199y
VILLAGE
Redevelopment Proposal MANAGER'S
Downtown Tequesta. 'air. OFFICE
Thank you for the invitation to attend your meeti ,.,.on Frid
morning, which I received today. I enclose a package of d ents
that it was my intention to present to your full Council. In
consequence,the reference to the press release is inaccurate, and
I await your view on when it should be published. I look forward
to answering your questions.
In summary, the documents set out the case for the redevelopment of
the downtown center by Christopher's Village Foundation, in
accordance with our master plan.
You have wisely attempted to bring the Landowners together in one
meeting, but without success. The major Landowner has sat on his
land for many years, and has not at any time suggested that any
development he would carry out, if any, would achieve anything
resembling the ideas that you sought to implement in your own
master plan. The other main ownership ' is still under a
conditional sale contract, and I believe that the advice that you
have shows that if it is concluded, it will be on the, basis that
the new owner would do what he wanted to do, in his own time, and
for uses that would almost certainly prevent the comprehensive plan
being effected.
You now have to make a decision. Either you will support the
implementation of the master plan, or you will not. If you don't,
the consequences are not difficult to foresee, and are unlikely to
prevent the. present trends in Tequesta.
We believe, as did PMG Associates, that you have to declare the
downtown area a Community Redevelopment Area. That does not mean
that you have to take all of the risk, nor a risk that is more than
you can cope with. It will allow you to negotiate in a way that is
appropriate and fair to all the residents of Tequesta, not just the
principal Landowners; and not effectively under duress, which is
the current situation.
Under a CRA you will be able to retain control to the extent that
makes you feel comfortable. The Act gives you the right to
comprise the entire board or not as you think fit. You have the
right to adopt a master plan, and to implement it directly through
the CRA, or to appoint a developer to control the development for
you under the ultimate control of the CRA Board.
701 HPlin^ Oriv:-. r .):in1Pr. FInrir!r: 33477 + 407-744-7796 + Fax 407-747-0823
Page 2.
cont 'd. . .
We propose that you appoint us in whichever way makes you feel
comfortable. We will either become the Master Developer or take on
the management of the CRA on your behalf, designating Joe Benjamin
to represent us. Fundamentally, the only differences consequent
on that choice will be the method in which the project is financed,
and that the donations necessary for the Tequesta Institute for the
Arts will be outside your control in the first case, but within it
in the second.
Please bear in mind, that until you give a decision, that clearly
shows to all concerned that you are going forward with this
project, it is not sensible for us to try to bring in those
entities that can make it happen. Everyone is waiting for you to
say, "Lets Go! " Now is the time for you to do so.
The general support for our plans has been more than any of us
could have expected at this time. We have worked for more than
twelve months on the project, and have invested a very considerable
amount of time and money into it. We will find it difficult to
retain the enthusiasm of our helpers and supporters if we continue
to be left in this uncertain state.
You have made a number of wise and courageous decisions in the
past, and it is appropriate that you now make another. It is our
belief that support for our proposal will bring you lasting praise
for your initiative and foresight.
We look forward, optimistically, to your immediate decision to.
recommend the full Council of Tequesta to accept our proposal.
Your sincerely,
/A11/\‘(00„/TAN)
Joe Benjamin
Chairman of the Board
TABLE OF CONTENTS
1. Chairman' s Narrative.
2 . Redevelopment Plans.
3 . Appendix A. A narrative description of the principal
changes to Christopher 's Village initial
Redevelopment Plan.
4. Appendix B. A general description of the financial
implications of the project.
5. Appendix C. Concept Statement for Tequesta Institute For
The Arts.
CHRISTOPHER"S VILLAGE
A PROPOSAL FOR REDEVELOPMENT BY
CHRISTOPHER"S VILLAGE FOUNDATION
Introduction
A lot of water has passed under the bridge since March 1st, when we
first presented our proposal to you, the Village Council. We have
found that you, and the public at large, have been very receptive
to that proposal, and you and your officers have been very
constructive in assisting us in moving this project along. Press
comment has been surprisingly favorable, and the general response
from potential users, donors and investors has been all that we
could hope for. Now it is time to come to grips with the
implementation of the project. Before suggesting how we would
propose to do that, it may be as well to reflect on what brings us
together, and it' s implications.
The Village of Tequesta and Christopher's Village Foundation share
a common goal. The goal, simply stated, is to implement a
redevelopment program for downtown Tequesta that will revitalize
the downtown and create a favorable framework in order to encourage
the establishment and development of commerce, trade and culture,
and at the same time enhance the quality of life for the residents '
of Tequesta, and of the surrounding areas.
Until our approach, a number- of both incremental and comprehensive
approaches had been conceptualized and studied in recent years, in
an attempt to determine the most appropriate way to achieve that
goal. None of these have proved feasible from a market point of
view.
The most recent proposal by Christopher's Village Foundation
embodies many of the elements which are representative of the
highest standards of community life styles. Village officials and
numerous community leaders have responded favorably to the
proposal. Additionally, the proposal has had the effect of
increasing public awareness of the critical need to take some
action which will halt further deterioration of Village assets and
reestablish the economic and cultural vitality of the community.
Despite heightened concerns, as with any endeavor, if a program of
redevelopment is to succeed there have been and still are many
challenges to be met and obstacles to overcome. Significant among
these challenges has been the search for an optimum risk method of
financing that can be implemented to initiate and complete a
suitable redevelopment plan.
•
cont 'd. . . Page 2
The Community Redevelopment Act and Tax Increment Financing
Clearly the cost of a redevelopment program should be borne by
those who stand to benefit - the local government and its citizens, '
and elements of the private sector. Although a number of strategic
financial alternatives exist, tax increment financing would appear
to be the most promising approach which could be used by the
Village to secure the needed funding, and I am pleased to note that
the Village Council 's Consultants have drawn, so strongly, the same
conclusion.
Financing community redevelopment by tax increment financing is
authorized by Chapter 163 , Part III, Florida Statutes, and is known
as the Community Redevelopment Act of 1969. The act was created to
assist counties and municipalities in eliminating and preventing
slum and blighted areas that are detrimental to the health, safety,
and welfare of the residents of the state. In 1977 , the
Legislature expanded the act to provide for the use of tax
increment financing through the creation of a redevelopment trust
fund.
In essence, authority granted by the Community Redevelopment Act
permits the Village to issue bonds and to create a Board to be
known as the Community Redevelopment Agency. This Agency will have
absolute and complete control over the Redevelopment Area. It
would seem that the bonds, subject to certain conditions being
satisfied, can be issued directly by the CRA. As I will explain a
little later, such an issue will not, necessarily, affect the level
of bonding to which the Village is limited under other governing
laws, and since the cost of financing those bonds will be met by
the future tax increment, which would not otherwise exist, it will
not affect the revenues of the Village, as they are now enjoyed.
Nor will it limit the power of the North Palm Beach Water Control
District to carry out infra structure work, including the provision
of parking, roads, sewers, landscaping for the benefit of the area,
and to separately fund those works through a bonding issue, the
cost of which would be recovered by assessment on the area over a
period of years.
By combining these powers, the front end costs associated with the
redevelopment plan; to acquire real property; to install utilities;
to construct roads and streets; to build an institute of higher
learning, can all be met. These activities, once commenced, will
stimulate the interests of private developers and traders, to
construct and locate businesses in these areas, thereby
strengthening the economy and increasing the assessed value of real
property. •
cont 'd. . . Page 3
There seems no reason why the CRA cannot, in addition, construct
the new premises required by the Village. Under the Community
Redevelopment Act the CRA will be able to expend tax increment
financing dollars to construct or finance the new Village
Administrative Buildings, upon a showing that such buildings are an
integral part of, or are necessary for carrying out the CRA's
redevelopment plan.
To the extent that the money borrowed by the CRA is secured with
Village Revenue streams, other than the CRA's tax increment, the
Village 's future ability to borrow money for non-CRA projects would
be evaluated by third-parties, taking into account the prior
commitment of all other revenue streams, including those committed
as security for CRA projects. However, once the tax increment
materializes, it can be used to replace the security provided by
the other Village revenue streams. Bonds issued under section
163 . 385 of the act are specifically excluded from indebtedness
normally incurred by statutory debt limitation acts.
Authority and management of the community redevelopment program
will rest with a Community Redevelopment Agency (CRA) created by
the Village. The CRA may be a separate board of commissioners
appointed by the Village, or the Village Council may adopt a
resolution declaring itself to be the CRA, or some combination of
the two.
Following the approval of a community redevelopment plan, a
redevelopment trust fund will be established for the CRA. Funds
allocated to and deposited into the trust fund will be used by the
agency to finance or refinance the community redevelopment
activities undertaken in accordance with the approved plan. Future
revenues for the' trust fund, which will be used to repay bond
borrowing, will be obtained by allocating all monies received, as
a consequence of the increase in taxable assessed value, from the
area covered by the plan of redevelopment.
It is recognized that using the tax increment, as an economic tool
for financing redevelopment, is not without risk nor disadvantages,
and PMG Associates have brought your attention to these examples.
There are a number of factors which must be given special
consideration if risk is to be minimized. Of particular importance
are:
1. The formulation of a redevelopment plan that
will meet the desired goal of the Village and
contain most, if not all, of the features
necessary to ensure community acceptance.
cont 'd . . . Page 4
2 . A sound economic feasibility, analysis of the
redevelopment plan, including an accurate
projection of the incremental tax base with an
emphasis on the' scale and pace of development
and the stability bf the anticipated tax rate, and
3 . The careful selection of local government officials
and/or competent and dedicated members of the
community to serve on the CRA.
Although the tax increment financing would appear to offer a
feasible approach to securing the necessary funds, there are two
major concerns of the Christopher 's Village Foundation. The first
is that the emphasis that will be placed on commercial and civic
center redevelopment must not be allowed to override the importance
of establishing an institute for the arts. The second is the need
to secure, separately from the cost of establishing the Institute,
a perpetual annuity, or income that will be available to support
the Institute after it has come into being. These concerns,
critical to achieving our common goal, must be addressed.
Proposal
To this end , it is requested that you, the Village Council of
Tequesta, work with us, the Christopher's Village Foundation, to
ensure that the Institute is constructed, and that provisions for
it's continuance are properly made. An arrangement with the
Village should be made that permits the Foundation, through it's "
"earnings", to make significant financial contributions to the
Institute.
Specifically, it is proposed that Christopher's Village Foundation
be selected to facilitate the Village redevelopment plan. The
Foundation would become the developer of record operating in
agreement, and in accordance with directions of the Board of the
CRA. It is requested that the Village appoint a body to negotiate
terms with CVF which will safeguard the Village from unacceptable
risk, but allow CVF to pursue the implementation of the whole
project, in coloperation with other Developers, and to organize and
. effect the establishment of the new Arts Institute.
It is not suggested that the decision to adopt a CRA implies that
a sole developer be appointed. The Act allows many variations,
including piece meal development, that is development of parts by
individual owners. It must be born in mind, though, that such
development is only successful where the entire land is attractive
to each individual developer for his required use. In this case
there is an overall plan. It can only be achieved if the
development is specifically carried out in accordance with the
plan. Some owners may be contented to conform, but others
cont 'd. . . . Page 5
certainly will not. What is more, proceeds of areas of high value
will need to be used to develop areas of low value. Comprehensive
development is the only way to deal with this problem, and that is
why the Act gives Authorities the power to develop in that way.
The proposed role for the not-for-profit Christopher's Village
Foundation would provide that all revenues earned for professional
services, and all surpluses created by the redevelopment process,
over and above that required to meet the costs of the development
will be held in trust for the benefit of the Arts Institute, and
in effect will become a continuing source of funds to be used to
sustain that Institute.
PMG Associates have, in the main, confirmed that the economic
arguments underlying CVF's development plan are sound in every way.
The Foundation is therefore confident that it will be able to
satisfy all reasonable financial requirements of the Village
without placing further financial burdens on the main body of tax
payers in the Village of Tequesta.
Advantages of the CVF Proposal
In addition to maximizing overall operating efficiency for the
Village redevelopment program, the Foundation's proposal offers
several advantages to the CRA. These advantages include:
1. CVF has already produced a well designed conceptual
plan which can be adopted as the basis for the CRA.
This plan has received considerable public support,
and it's architectural excellence has been well
noted.
2 . CVF has already consolidated a group of a dedicated,
experienced, and innovative professionals that share
a common goal with the Village.
3 . CVF is a group that has developed an operational
concept and a design for an arts institute that has
taken into full account the desires of the two
principle artistic organizations of Tequesta, the
Lighthouse Gallery and BRITT. This will become a
keystone for redevelopment and -a prized community
asset for current and future generations.
4 . CVF is a group that has actively promoted the
redevelopment plan and the institute;
established relationships with commercial,
arts, and civic organizations; and obtained
support from the community at large.
cont'd. . . Page 6
5. CVF is a group that has evaluated numerous financial
alternatives for redevelopment and the
construction and continuance of the institute,
and devised strategies to maximize the prospects
for early returns and optimum risk for both
public and private involvement.
6. CVF is a not for profit organization. It's only
legal aims are to bring into being an Arts Institute
within the Village, and to sustain it financially in
perpetuity. CVF would not be able to take profits
from the development as would a developer from the
private sector. "Surpluses" , or profits, in the
sense that a normal private sector operating
corporation would think of them, will all be
reinvested by CVF into the project and thence to the
Institute. It is for this reason, above all others,
that CVF can truly say that they have the same
vested interest in this project as the Members
of the Council of the Village of Tequesta.
7 . CVF has made reasonable attempts to discuss
the project with the principle landowners concerned,
and in a number of instances have reached agreements
and support. CVF have every intention of
negotiating a basis of co-operation with existing
owners, where such existing owners want to carry out
development. The only restriction, CVF would wish
to reserve, is that all development must conform
with the basic concept of an art's village. The
conceptual plan can be changed so long as the basic
principles adopted in it' s design are not lost.
8 . CVF has made every effort to liaise with local
trade and professional interests, and would
anticipate working closely with them.
Additional Considerations
In concert with its role as developer, the Foundation will continue
to evolve and define operational aspects of the institute, unify
and expand local and regional interests in arts and architectural
education, and establish an appropriate legal structure for the
institution in a timely manner.
It is recognized that the surplus revenues "earned" by the
Foundation in facilitating the redevelopment plan will not totally
meet the future financial needs of the institute. A broad based
fund raising campaign will be initiated by the Foundation to secure
a sufficient endowment to be held in trust to construct and sustain
the Institute.
cont 'd. . .
Page 7
CVF has already interviewed a number of Nationally operating,
reputable professional Fund Raisers. Assuming that the Foundation
is now given the support of .the Village, it is intended to make a
firm appointment in August so that the campaign can be commenced
during the latter part of 1994 . A selection process has been
commenced to fill the position of Development Director of the
Institute. It is planned that he or she will be appointed at about
the same time as the Fund Raiser, so that their efforts can be
immediately integrated .
The leadership role proposed to be undertaken by Christopher' s
Village Foundation, and the innovative concept of "earning its way"
by providing productive and tangible services, are unique among
not-for-profit organizations. Recognition by the Village that it
is more advantageous to allow "surpluses" to be used directly to
further municipal purposes, rather than taken as "profits" in the
private sector, can only be considered as progressive and
commendable thinking by the governing body.
Subject to the matters raised above, it would appear that the
Village can benefit considerably. The burden of financing, and
then producing, their needed new facilities can be taken from them
by the CRA process, and effectively by the Developer, Christopher' s
Village Foundation.
The Redevelopment Plan
•
Today, we are taking the opportunity to release our latest version
of the plan which we are asking you to adopt as the core of the
Master Plan for the CRA. You will see that we have amended it to
take into account some of the comments made since it was, originally
released at the beginning of March.
The Fire Station, and the Police Station have been omitted. This
is in response to the generally expressed opinion, that the
Villagers would like to see those uses retained, but improved, on
their existing sites.
This change has allowed an increase in the area allocated to homes
for sale, and also has allowed for an area to be allocated for the
provision of units for artisan workers use.
The current plan allows for the integration of certain land already
owned by the Village. In itself this will be beneficial, since
the cash that will be released on the sale will be available
towards, and possibly sufficient for improvements to the Water
system, already being considered by the Village Council Water
Department. It will certainly improve the area to the south of
Bridge Street to the advantage of the business users there.
cont 'd Page 8
In preparing the new plan, we have taken the opportunity to
incorporate a new private car park for Saint Jude ' s Church. It
is sited immediately to the north of the Church and as close to
the existing entrances as we can reasonably locate it. It should
prove a major convenience to the Church, which after all will be a
major focal point of the new Village Center.
In consequence of these changes, a reasonable assessment of the tax
increment benefits produces an increase approaching 25% of the
figures put forward by PMG Associates. At the same time, the
amount of 'CRA bonding that can be covered by tax increment funding
will be increased by the same 25% These figures use the same
method of calculation as PMG Associates have adopted in their
report.
It is worth noting, and it is certainly gratifying, that a number
of owners, and potential owners have now been stimulated to
consider the possibility of doing something. There has been little
evidence of such interest in the past few years. It would be the
hope and intention of CVF that, as the Developer of record it will
be able to negotiate agreements with those parties, so that they
will be able to carry out such development as they have -in mind,
subject to that development being in accordance with the master
plan. To us, the master plan is a living thing, and can and will
be adjusted where such an adjustment is shown to be advantageous.
If interested parties wish to see changes, and can justify them, we
will arrange for those changes to be affected.
Conclusion
Finally, I would like to refer to the comparisons that have, quite
naturally, been made of Christopher's Village and the Mizner
Center in Boca Raton. In so far as that comparison relates to the
architectural treatment, this Foundation is flattered. However, in
most other ways comparison has no relevance. In particular it must
be evident that the effect of this project on Tequesta will be
substantially greater than that of the Mizner Center on Boca Raton.
The beneficial force the project will exert on the values of
surrounding properties, which in this case means virtually all the
commercial properties of Tequesta, will be considerable. The
population will increase by approaching 25% Nothing like that
could be stated for the Mizner Center, and it would have been naive
to think that Center could fundamentally change the nature of such
a large and successful commercial center as that of Boca Raton.
Perhaps the disappointment of the Boca Raton Council with the size
of the tax increment that has been achieved is the consequence of
unreasonable expectation.
The challenge is both to the Foundation and the Village of
Tequesta. Together they must make a success of this endeavor.
There are few opportunities such as this, where a common goal is so
cont 'd. . . Page 9
unified, and where an opportunity to join in partnership can
provide such wide spread and lasting benefits for the community.
It is hoped that you, the members of Tequesta Village Council, will
have the foresight and courage to take up the challenge.
•
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The Tequesta Institute For Arts
THE VILLAGE OF TEQUESTA
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• •
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•
APPENDIX A
Principle Changes to the initial Plan of Christopher' s Village
Principle Changes
The latest version of Christopher's Village takes into account
comments that have been made since the original plan was released
at the beginning of March.
The Fire Station, and the Police Station have been omitted. This
is in response to the generally expressed opinion, that the
Villagers would like to see those uses retained, but improved, on
their existing sites.
Provision has been made to allow the Post Office to continue in
it's existing location or to move to another, if it's Management
prefers.
The Site has been extended to the north and south.
The number of homes for sale has been substantially increased to
about 250.
A provision has been made for the construction of Artisan's
workshop/studio units. These will be predominately workshops each
with integrated living accommodation.
The provision for the building allocated for hotel use has been
modified to allow alternative use in case the view expressed by PMG
Associates concerning demand proves to be correct.
A new private car park for Saint Jude's Church has been
incorporated. It is sited immediately to the north of the Church
and as close to the existing entrances as we can reasonably locate
it. It should prove a major convenience to the Church, which after
all, will be a major focal point of the new Village Center.
Schedule of Uses.
1. Retail. This use class will include shops, restaurants,
banks, realtor offices, etc.
The total provision will be approximately 150,000
sq.ft.
Rehousing of existing tenants and owners will take
up some of this accommodation.
Appendix A.cont'd. . . Page 2
2 , 3&7 . Retail Rental Units. Aapartments will be sited over the
shopping frontages. These apartments will be served
by elevator, and built to a high specification. It
is intended that they will be suitable for people in
the early part of retired life, and also those
people who will enjoy living in a bustling downtown
environment.
4 . Retail Offices. These will be good quality offices, to be
used for general purposes, and will be sited above
the shop units. Entrances will be appropriately
placed along the frontage to the street. It is
anticipated that tenants requiring smaller than
normal spaces, particularly those that serve the
local community will be accommodated here.
5. Saint Jude ' s Church. The views to this imposing building
will be opened up as the major focal point of the
development.
6 . Church Car Park. Provision has been made to place a
substantial new car park to the north of the Church
for the exclusive use of Saint Jude' s Church. It
will accommodate approximately 200 cars, and will be
sited in very close proximity to the existing
Church entrances.
8 . Hotel. A new hotel is planned to be sited above the shops
to the north eastern frontage of Tequesta Drive.
This hotel is anticipated to be constructed along
lines utilized in certain European university
campuses. Rooms may be used for the benefit of the
students during term time, but by the public at
large at others. It works particularly well for
extra-curricular institute courses.
In the event that there proves- no demand, the
flexible nature of the conceptual plan will allow an
alternative use, probably residential.
9. Arts Institute. See Appendix C.
10. Theater Complex. See Appendix C.
11. Office Building. A two story building to be constructed to
very high specification for general office use.
12 . Car Park. This two level car park structure, for general
public use, will provide space for about 250 cars.
13 . City Hall. A new civic building to meet the requirement of
the Village Council,as and when they are established.
Appendix A, cont'd. . . Page 3
14 . Library. A new building to be built to meet the requirements
of Palm Beach County. It is anticipated that it's
size will be slightly larger than the present County
Design, and it will be integrated to form part of
the new Civic Complex.
15. Banquet Hall. A new facility of about 5, 000 square feet
to be operated by the Village for public and
private meetings and functions. It will be designed
as part of the Civic Complex.
16 . Public Works Depot. A new building to be designed to provide
accommodation that meets the requirements set out in
the Needs Study of 1993 .
17 . Existing Post Office. Since it has not been possible to get
a response to any enquiry made of the Post Office
Management, provision has been made to leave it in
it ' s present location. However, it is anticipated
•
that the present facility is inadequate, and two or
three other locations, forming part of the Civic
Complex, can be made available to meet their assumed
requirements.
18 . Medical Center. A medical office building. This is
intended to provide an emergency surgery unit that
can deal with minor injuries and operations.
A department of dental surgeries for practitioners
with full modern facilities.
A department for general and specialist
practitioners.
A department for opticians, both specialist and
general.
Accommodation for chiropractors, with appropriate
facilities.
All existing practitioners in the area affected by
the project will be given priority in the first
instance.
19. Adult care facility. A facility to be designed in
accordance with the needs of the area. It is
anticipated to be a building of high quality with
high specification appropriate to the Village of
Tequesta.
20. A day care center. A facility to cater for the general
parenting public.
Appendix A, cont'd. . . Page 4
21. Artisan Studios. A complex of buildings, designed to
be used as workshops, with and without living
accommodation, to form a working environment
associated with and ancillary to the Arts
Institute.
22 . Eco Site. Existing preserve.
23 . Rental Apartments. 174 apartments to be built to
accommodate students and staff of the Institute and
Medical/Adult Care Complex, as well as people
working in and around the new complex.
24 . Single family homes. The development to be planned will
provide sites for about 250 homes. The section will
be laid out in the form of a Mediterranean Village.
25. Pool and Clubhouse. This will form the entrance to the
Mediterranean Village, and will serve the homes
within it, as well as the retail rental units.
26. Water Treatment Site. This complex exists.
27 . Designated open space.
28. Aged Care Facility. Provision has been made for an
extension to the Adult Care Facility to be
constructed at a later date, that would allow fuller
nursing care to be given.
APPENDIX B
Financial Implications of the Christopher' s Village Project
The core development, that is Christopher's Village, will involve
a capital investment in excess of $100 million. Taking into
account improvements to existing buildings that will be included
within the CRA, but lay outside the core development, the total
investment anticipated will probably range between $120 and $150
million.
The majority of this investment will be put up by the commercial
investment fraternity.
In general, it is anticipated that the amounts committed will be in
the following ranges.
1. Something up to $10 million by North Palm Beach Water Control
District (NPBWCD) for infra-structure, landscaping and car
parking facilities.
Note: This will be separately funded by NPBWCD through a
bond issue to be met by an assessment on the property owners
in Christopher 's Village. Owners not in Christopher' s
Village will be unaffected. In assessing the economic
viability of the project, allowance has been made for "this
special cost.
2 . ' The CRA will raise, by bond issue, approximately $12 million
to give incentive to developers, in accordance with the
purpose of the Community Redevelopment Act; and to build new,
and improve existing administrative facilities to meet the
Needs Assessment previously put forward in 1993 . This
incentive will allow the endowment of the land need for the
Arts Institute.
The repayment of the bonds will be met by the tax increment
created by new development. This figure is within the limit
that will be obtained by using the PMG Associates method of
calculation on the enlarged development.
3 . Private donations of $20 million to establish the art
institute.
4. Commercial investment in excess of $60 million to effectively
complete the rest of the development shown in the core
development plan.
5. Commercial investment of something in excess of $20 million by
existing owners to improve by refurbishment and/or possibly
redevelopment of existing properties.
6. The Village will sell the northern part of the Development,
at present part of the Water Department land, as well as the
north part of the land south of Bridge Street for value.
1'
STATEMENT
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Tequesta Institute For The Arts
Respectfully submitted by. the Institute '
Committee of Christopher's Village
Foundation, Inc., May 31 , 1994:
Robert Denning `
Victor Oraham
Richard Kristensen
Fred Landrum
TABLE OF CONTENTS
HEADING PAGE NUMBER
I. Introduction 1
II. Disciplines 3
III. Support Areas Serving All
Disciplines 5
A. Overview 5
1. Computer Resource Center/Library 5
2. Cooperative Program 5
3. Core Studies 5
B. Computer Resource Center Vs.
Traditional Library 5
1. Trends 5
2. Computers and the Arts 6
3. Electronic Messaging/Bulletin
Boards 6
4. Library Resources 6
5. Implications Today and Tomorrow 7
6. Planning Concerns 7
7. Success 7
C. The Cooperative Experience 8
D. Core Programs 8
IV. Associations Regional, National,
International 9
A. Overview 9
B. Co-op 9
C. Master Classes 9
D. Associations . 10
V. Management and Planning to Ensure Success 11
VI. Pre-Construction Instructional Programs 12
VII. Planning Projections 13
Schedule "A" - Projected Enrollments 16
CONCEPT STATEMENT
TEQUESTA INSTITUTE FOR THE ARTS
I. INTRODUCTION
The Institute at Christopher's Village shall be a model for arts and related studies.
The model for the Institute can be described as an "umbrella" under which entities
providing instruction in the different courses of study shall be coordinated and which shall
provide administration adequate to insuring that the whole functions to provide students
with the highest quality education.
The current model envisions the cooperation and participation of the Lighthouse
Gallery and the Burt Reynolds Institute for Theater Training (BRITT). The model
incorporates the successful existing continuing education program in place at the
Lighthouse Gallery, as well as the training program underway at BRITT. We view these
programs as essentially portable, and will provide an initial enrollment under the Institute
umbrella when the first phases of construction are completed.
By way of their participation in the Institute, both BRITT and the Lighthouse Gallery
will gain an unprecedented opportunity to enlarge the scope of their current programs
to encompass the different study tracks described below, as well as international growth
through proposed foreign study programs. Additionally, the individual identities of the
Lighthouse Gallery and BRITT will be preserved. Each will have its name prominently
displayed and will continue to refer to itself as a separate entity. Each will maintain its own
internal structure, boards, etc., and will further continue to operate as it has in the past;
the only difference being that the educational arm of each entity will work interdependently
with the Institute board. Most importantly, both BRITT and the Lighthouse Gallery shall be
represented on the Institute board.
With regard to revenues traditionally derived from the entities' education programs,
our model provides for a sharing of fees between the entity and the Institute. The Institute
will work closely with the entities to work out financial specifics in a way that is fair and
that will insure the smooth operation of the Institute. Revenues derived from each entity's
other enterprises shall be the entity's alone.
Through the umbrella and additional studies provided, the Institute will seek to
provide instruction for students who are dedicated to professional careers in the fields
of dance, music, film, television, theatre, fine and applied arts, arts management and
architecture.
In addition, the Institute will encourage those individuals who wish to pursue
personal interests in the arts by providing continuing educational opportunities in the
subject areas of dance, music, theatre and fine and applied arts.
1
Drab - May 31. 1994
We envision this educational enterprise as private and independent, and will
provide opportunity for students based on talent and aptitude rather than on ability to pay
high tuition costs.
Institute students will be able to select programs of study within three educational
tracks or areas:
1. The Continuing Education Program will serve the personal and
recreational interests of students with a wide range of courses within the arts. (Much as
the Lighthouse Gallery provides currently.)
2. The second track, called Professional studies, will offer certificate
programs varying in length but up to two years of study for students desiring professional
employment within the arts or architecture. A system of three or four credits per course
will be used.
3. The third program, Academic Studies, Area will lead to a three-year
certificate of Academic Achievement. This program serves those students who wish to
pursue, through transfer, a BFA (Bachelor.of Fine Arts) degree, a B.Arch. (Bachelor of
Architecture) degree, or a B.S. (Bachelor of Science) degree. Again, a system of three
or four credits per course will be used.
Students would be admitted to the Professional and Academic areas of study
through auditions and interviews. Demonstrating talent and aptitude will be fundamental
in the admissions process. Criteria will be established by the Institute and the host entity.
We will be exploring and defining the annual instructional calendar, but at this time
we plan a structure based on three 15-week semesters -- Fall, Spring and Summer.
The general instructional program and suggested phasing timetable follows in
Section II, Disciplines.
•
•
Draft - May 31,,1994
II. DISCIPLINES
September 1997 -- Initial course offerings
FINE AND APPLIED ARTS
1. Continuing Education for personal recreational purposes and
enrichment.
2. Professional certificate programs (up to 2 years) minimum 60
credits.
3. Academic -- leading to transfer and BFA (3 year) 30 Liberal
Arts credits, 60 credits in major.
THEATRE, FILM, TV
1. Continuing Education (Theatre only; i.e., Community Theatre
Seminar).
2. Professional certificate program (9 months/Burt Reynolds
Institute of Theatre Training) in theatre. Master Classes and
Performance Option*
3. Academic -- leading to transfer and Bachelors Fine Arts (3
years) 30 Liberal Arts credits, 60 credits in major.
ARCHITECTURE
1. Continuing Education -- none.
2. Professional certificate program (2 years, 60 credits).
3. Academic — leading to transfer (3 years) and Bachelors
Architecture - 90 credits.
ARTS MANAGEMENT -- Fine Arts and Theatre
1. Continuing Education -- none.
2. Professional — Certificate program (2 years, 60 credits).
3. Academic--leading to transfer(3 years)90 credits to Bachelor
of Science.
3
Draft- May 31, 1994
September, 1999 - Additional Course Offerings
MUSIC
1. Continuing Education -- yes in areas to be determined.
2. Professional certificate -- Master classes and performance
option.*
3. Academic -- 3 years to Bachelor Fine Arts (30 Liberal Arts
credits, 60 major credits).
DANCE
1. Continuing Education -- yes in areas to be determined.
2. Professional certificate -- Master classes and performance
option.*
3. Academic -- 3 years to Bachelor Fine Arts (30 Liberal Arts
credits, 60 major credits).
The above general outline of arts and architecture instruction will be further defined
as we continue to explore, research and develop. Curriculum consultants are working
with us to determine specifics. Also, visits are planned to potential transfer institutions so
that articulation relationships can be facilitated and developed.
The information below relative to support areas for the various disciplines is
important to note. With innovation in the following resources, we will be able to produce
well-prepared students ready to accept the challenges of the twenty-first century.
*Performance Option: We will seek to develop professional resident companies in
theater, music and dance. Students will be able to earn credits by being performing
members of the resident companies of the Institute.
4
Draft. May 31, 1994
• III. SUPPORT AREAS SERVING ALL DISCIPLINES
A. OVERVIEW:
Part of our uniqueness can be seen in the development of three specific support
departments serving all disciplines.
1. COMPUTER RESOURCE CENTER/LIBRARY. We envision a computer
resource center in lieu of a traditional library as a major area to offer quantitative support
for the various teaching areas. A new library will be built on the site as an augmentation
to the Resource Center, and we will encourage the new library to concentrate its
collection in the areas of the fine and performing arts as well as architecture so that hard
copy material is available. As we foresee the evolution of education in our disciplines over
the next twenty-five years, we see a great need for strong quantitative support
concerning the power of the computer.
2. COOPERATIVE PROGRAM. We see a qualitative support area in the
form of a formalized cooperative program. This program would enable our students to
experience internships, for example, in the various arts organizations within the region
and beyond.
3. CORE STUDIES. We see a core study department serving all
disciplines providing courses which all professional and academic students would take.
Certainly such courses as English, Business Management, Building Science, Engineering,
Mathematics, etc., would have a place in the curriculum in order to produce a well-
prepared student. Some of these courses will be critical for the transfer student.
B. COMPUTER RESOURCE CENTER VS. TRADITIONAL LIBRARY
The Computer Resource Center will be a shared resource in the truest sense.
From on-line "real time" conferencing with arts colleagues a world away to facilities for
high level CAD/CAM in connection with architectural drafting, the Center will be a twenty-
four-hour resource available to all students and faculty on-site and remotely. Limited
access for the public at large can be made available on a subscription basis.
1. TRENDS. In the past few years, the use of computer networks in
education has gone from being a curiosity to a major component. Thousands of teachers
and students are now using computer networks on a regular basis to learn and interact
with each other, as well as to create and express themselves. It is clear that networks
have the potential to significantly reshape the way we conduct education.
5
Draft- May 31, 1994
2. COMPUTERS AND THE ARTS. The Institute's computer resources will
be used by students as an expressive medium. Computers do not replace the painter's
canvas, but exist as a complement to traditional media. The possibilities are endless:
choreographers can work out intricate dance patterns, stage directors can model scenes
and view them from every angle, sculptors can preview their works in three-dimensions -
all on computers. The Institute will be "State-of-the-Arts".
3. ELECTRONIC MESSAGING/BULLETIN BOARD. On one level, a bulletin
board system (BBS) can provide electronic messaging and computer conferencing
capabilities for the faculty and students. Early in their orientation, students can be shown
a videotape demonstrating how the bulletin board works and be encouraged to use it
during the term of their enrollment. Course materials and assignments can be posted on
the system, but most of the time it is used for informal interaction between students and
instructors. Access to such a bulletin board will be free to students and faculty, and
limited access can be made available to non-students; providing a service to the public
and generating revenue for the institution.
Inasmuch as a number of the students are expected to be part-time
students with full-time outside jobs, such students tend to be very busy and place a
premium on their free time. Faculty spend much of their day in a classroom teaching, and
are often difficult to reach by telephone. The bulletin board provides a convenient and
efficient means for students to interact with faculty and each other.
Another aspect is that students or faculty can be active electronically in a
course without always being physically present for class meetings. This increases the
geographical range of our courses and makes them attractive to students who would not
normally enroll because of their distance from the Institute.
Probably the most significant implication of using computer networks in
connection with teaching is that it can dramatically increase the degree of student-
instructor interaction. Instead of a few questions during or after class, it now becomes
possible for students to post questions on the bulletin board any time they wish.
4. LIBRARY RESOURCES. The Computer Resource Center will be the
repository of the archives in lieu of traditional "stacks" associated with other libraries (It
should be noted that the plan for Christopher's Village incorporates a traditional library
that will be accessible to students and faculty). Today's technology permits scores of
texts to be assembled on a single CD-ROM disc, which discs can be made available over
the network. Additionally, the discs can hold digitized graphics, sound and full-motion
video. A centralized computer library/network offers the possibility of all students and
instructors having access to any course discussion, and makes it possible to participate
in (or at least "browse" through) any materials or course being conducted. Thus, the
network breaks down the artificial walls that traditionally exist between different
disciplines.
6
Draft -May 31, 1994
It is clear that teachers need to use the computer network and library as
part of their professional activities in order to become comfortable enough to use them
in connection with their teaching. Like many universities and colleges, we anticipate
making extensive use of larger, outside networks to interact with colleagues around the
country and world. One such larger network, BITNET, adds a new twist to traditional
research activities. For example, there are a number of electronic journals available for
both reading and contributing.
The envisioned campus network would also allow electronic access to
university library card catalogs. Students and faculty could "sign on" to the catalogs and
conduct extended searches of the other libraries' entire holdings (including periodicals).
5. IMPLICATIONS TODAY AND TOMORROW. While placing us on the
cutting edge, this use of computers discussed above is typical of what is occurring at
many schools and institutions around the country. When students use computers for
class activities, those activities tend to be collaborative efforts that involve small groups
collecting and sharing information with students at other schools.
Over the next five, ten and fifteen years, advances in computer and related
technologies will bring new dimensions to the concepts expressed above. Electronic mail
(E-Mail) will give way to full motion video clips. On-line conferencing will also incorporate
the visual element. The fruition of "Virtual Reality" will make it possible for students in the
fine arts to stroll through the finest galleries in the world from the comfort of the center
and/or their homes. Performing arts students will be able to rehearse on the VR "stage"
of the foremost theaters. Architects can look forward to creating their traditionally two-
dimensional renderings in the third dimension promised by laser holography.
6. PLANNING CONCERNS. Networking will be considered for all
terminals/computers within the center and individual offices, and classrooms during the
planning process. With regard to determining appropriate equipping of the center,
hardware and software will be evaluated to determine:
a. Can the hardware and software be used to achieve an educational
objective or technology?
b. Can the hardware and software be upgraded to achieve future
educational goals?
7. SUCCESS. The success of any computer technology plan depends on
the staff's ability -- both technical and educational -- to take advantage of it. Some
teachers will learn applications on their own initiative and will encourage students to use
what is available to them in the way of technology. Other teachers need more
• assistance; therefore, a strong ongoing training and support program is vital to the
success of our plan. ,
7
Draft-May 31. 1994
C. THE COOPERATIVE EXPERIENCE:
Each discipline under the institute umbrella can avail itself of a unified internship
program. A central office can coordinate placement of students in hands-on situations
with leading organizations and Masters. Centralization allows for prudent use of
resources and an assurance that the internship experiences of students across several
disciplines are uniformly challenging and rewarding. It also makes it possible to better
monitor the interns' performance.
While not a mandatory requirement of enrollment, we envision our internship
program as ultimately placing one out of every four full-time students. The burgeoning
Florida film industry will afford nearly unlimited opportunities in film and television. Our
students will be found both behind and in front of the cameras at Universal Studios in
Orlando and in entertainment industry facilities here in Palm Beach County as well as
nationally. Our second phase music and dance students (performance and
management), will be placed with leading Florida institutions and national ones such. as
the Boston Symphony and New York City Ballet.
•
Internships allow the Arts Institute to place its imprint nationally and develop
and enhance the prestige of the institution and its students.
D. CORE PROGRAMS.
In order to serve the several disciplines, a core studies program will be developed
to insure that our students have certain basic educational qualifications. This is based on
the assumption that many of our students will take what they have learned and go on to
other institutions where such basic instruction will be presumed and required. Faculty
associated with the core studies will be the unifying agents, having access and contact
to and with all students.
While not presently intended to provide a full, traditional freshman/sophomore
liberal arts grounding, our offerings in English, Business Management, Building Science,
Engineering, Mathematics, etc., will focus on providing tools of understanding. Our goal
is enabling the learning process rather than fulfilling degree requirements. A student in
drafting, for example, should have an indoctrination in sound engineering principles.
Likewise, an Arts Institute intern to the business office of the Metropolitan Opera must be
exposed to and possess knowledge of basic arts management. This is essential to
preserve and build the prestige of the Institute and maximize the benefit of the experience
to the student.
We anticipate that many of the same faculty conducting classes within the
separate disciplines can be called upon to teach core studies. This will have the needed
benefit of strengthening unity between disciplines on the part of faculty and, students.
8
Draft- May 31. 1994
IV. ASSOCIATIONS REGIONAL, NATIONAL, INTERNATIONAL
A. OVERVIEW
Because of our location in South Florida, we see a regional connection to such
institutions as the Kravis Center, the West Palm Beach School of the Arts, Florida Atlantic
University, Orlando studios, The Jupiter Theatre, and The Norton Gallery in West Palm
Beach. These organizations are all close by and can be very helpful as we develop
Master classes with visiting artists and cooperative programs where our students will be
able to avail themselves of internships.' The students in Arts Management will have the
opportunity to do their laboratory work with various organizations within our region. With
the proximity of Disney World in Orlando and the film and television industry that has
sprung up around it, opportunities will exist. The nearby Jupiter Theatre brings many
qualified artists who might participate in Master class opportunities.
We also see associations developing with national institutions such as the
Chautauqua Institution in western New York State. There is a movement in Stuart,
Florida, called Chautauqua South, which may provide possibilities relating to the Institute
for the Arts. We will seek out national and international associations, we will explore
arrangements with transfer institutions and professional arts organizations in the U.S. and
other countries.
B. CO-OP. In addition to the internship opportunities for students described
previously in this report, co-operative opportunities exist for faculty, as well. It is
envisioned that persons teaching at the Arts Institute may also hold positions on other
faculties locally and nationally. Our location in South Florida makes it attractive for .
educators from all other parts of the country to associate with us in addition to their other
positions. The environment proposed for Christopher's Village would make this a more
rewarding experience for the visiting educator than he or she might otherwise find. He
or she could "live" the arts and may quite possibly take away more-from the experience
than ever imagined.
C. MASTER CLASSES. The theatre spaces envisioned for the Arts Institute are
ideally suited for Master classes. The Jupiter Theatre and the Kravis Center — not to
mention the various theatres, organizations and industries of Dade, Broward, Palm Beach
and Orange Counties would serve to provide an unlimited flow of talented, gifted and
successful persons who could be called upon to share their experiences and give advice
to our students. Master class instruction is a departure from traditional course instruction
in that the Master interacts with the students in a single session or a limited number of
sessions. The emphasis is generally on applying skills rather than acquiring them and
on professional critiques. A fine model for the Master class program would be that used
by the University of Miami School of Music which coordinates the invitation of
distinguished professionals from the various musical disciplines. The Master classes are
generally open to students of other disciplines on a space-available basis. Faculty heads
are called upon to coordinate a loose structure for the professional or Master to operate
9
Draft - May 31, 1994
within, which is flexible enough to accommodate any direction in which interaction may
flow.
In our model for the Arts Institute, the department or committee coordinating
scheduling of Master classes would handle all ancillary matters (transportation,
accommodations, remuneration), through a discipline liaison position.
D. ASSOCIATIONS. Ideally, the Arts Institute should be seen as an integral
portion of a global arts village. As such, associations with other arts institutions or •
communities and organizations is essential to stimulating growth. The Arts Institute at
Christopher's Village has the advantage of being situated in a community of "ex-patriots"
with strong ties to Chautauqua, New York, and many other fine, well-established arts
communities. The association concept complements the Arts Institute faculty who may
also hold positions at other institutions with that of Arts Institute students who may avail
themselves of one or another program at a college or institution with whom we share an
association. This applies whether the association is as near as the neighboring county
or a world away.
•
10
Draft. May 31, 1994
V. MANAGEMENT AND PLANNING TO ENSURE SUCCESS
Implementation of an effective management and planning process is essential to
meeting the challenges faced by the Institution. Management and planning will be guided
by our goal and vision of establishing a top-quality institution of higher learning which will
produce top-quality students.
Planning must be viewed as dynamic; that is, as a process of formulating "living
concepts" of the Institution and its operations. Development and operations will ultimately
be integrated; only to be modified and revised as mandated by our continuing
assessment and appraisal of changing external conditions and measures of internal
performance.
Responsibility for managing and planning the institution will be accomplished by
a group of professionals. The initial group will be expanded, and its roles and
responsibilities will evolve as the institution is developed and becomes operational.
The Institute Committee's' initial responsibility will be to define the institution and
formulate plans for its development and operations. In time, the Committee will expand
to include representatives from the Lighthouse Gallery and BRITT, and will strive to
improve the definition and plans as herein presented. Attention will be directed toward
implementing the near-term coordination and information-gathering 'activities as
described. The Institute Committee will be a standing committee, representing the
highest level of functional management and planning for the Institute throughout its
development and operations.
During the coming months, and prior to the beginning of Phase I operations, a
Board of Advisors will be appointed. This Board will be composed of individuals who
have attained regional, national, and international reputations in the fields of art and
architecture. The roles and responsibilities of this group will be to advise the Institute
Committee on all aspects of operations ranging from fund-raising to faculty selection and
curriculum development.
'The initial Institute Committee members are: Robert Denning
(Chair) , Victor Oraham (Deputy Chair) , Richard Kristensen, Fred
Landrum and Jim Moon.
11
Draft - May 31, 1994
VI. POTENTIAL PRE-CONSTRUCTION INSTRUCTIONAL PROGRAMS IN
CONSIDERATION
A proposal is currently being considered for the Institute to host a joint
international program with the Christopher D. and Elka P. Norton Foundation for the Arts,
Inc. The Norton Foundation recently hosted a conference in Raleigh, North Carolina, to
contact and meet prospective faculty and to discuss the structure of a high caliber, high
quality foreign study program. Among the factors being taken into consideration are the
long-term feasibility of such a program and the potential positive effect such a program
will have on the Institute and participants.
As proposed by the Norton Foundation, an inaugural program to take place in
Cuernavaca, Mexico, would be tentatively scheduled for February, 1995. This program
would comprise two two-week sessions and possibly feature instruction in the visual and
fine arts, theater and dance. Follow-up sessions in Cuernavaca in 1996 are proposed, as
well as a program in Prague. Additional meetings are scheduled locally for additional
consideration of this proposal and others that will promulgate the Institute and its goal of
the highest quality education.
•
12
•
Draft- May 31. 1994
VII. PLANNING PROJECTIONS
The Institute Committee is actively engaged in initial planning activities. In addition
to providing a conceptual framework for operations, efforts have been directed to defining
the physical size, projected enrollment for each study discipline, and the financial
resources which will be required to sustain development and operations. (This document
is a product of this Committee's initial efforts.) Efforts have been directed toward defining
the physical size and design of the Institute; the disciplines of study to be offered and the
projected enrollment for each; and, the financial resources which will be- required to
sustain development and operations. (This document is a product of this Committee's
initial efforts.)
Initial conceptual plans that have been based on studies commissioned by BRITT
and the Lighthouse Gallery of their potential needs call for the Institute to be constructed
and become operational in two phases. The construction for Phase I-A, will contain
38,500 square feet (gross). This phase will provide facilities that are approximately twice
the size of those currently occupied by the Lighthouse Gallery and BRITT. A "black-
box" theater containing 220-225 seats is included. Phase I-A will be completed in early
1997, and incorporates all of the anticipated needs of the Lighthouse Gallery and BRITT,
as well as certain other accommodations to be dedicated to a sculpting
studio/instructional area.
Phase I-B, will add 20,000 square feet (gross) to the Institute and will contain more
laboratories and classrooms, including those for architecture, and a computer/resource
center. Phase I-B, will be completed in late 1997 or early 1998.
Phase II will add 45,000 square feet (gross) and will contain a 450 seat
performance hall. Phase II is planned for completion in early 1999. The total area of the
Institute upon completion will be 103,500 square feet.
13
Draft - May 31. 1994
A pro-forma cash flow projecting the use and source of funds has been generated for
the Institute through the year 2001. A summary of the data contained in the pro-forma
is shown below.
SUMMARY OF INSTITUTE PRO FORMA CASH FLOW
(Dollars x 1000)
ITEM 1994 1995 1996 1997 1998 1999 2000 2001
Use of Funds
General 149 440 370 483 608 914 1050 1185
Operations/
Administration/
Professional
Services
Faculty 0 0 0 675 868 1292 1485 1678
Development Costs 1000 2000 2500 3000 3500 3500 0 0
Total Funds 1149 2440 2870 4158 4976 5706 2535 2863
Required
Source of funds
Donations 1200 10000 4000 2000 1000 1000 1000 800
CVF Surplus 0 0 0 0 0 0 0 0
Tuitions 0 0 0 762 948 1300 1485 1670
Total Cash 1200 10000 4000 2762 1948 2300 2485 2470
In—Flow
Net Cash Flow 51 7560 1130 —1396 —3028 —3406 —50 —393
Cum Net Cash 51 7611 8741 7345 4317 911 861 468
Flow
Notes:
1. The General Operations/Administration/Professional Services item includes expenses related to resource development
activities(e.g.professional fund-raising fees which are significant in 1995),activities relating to community relations(e.g.promotional
video tape and brochures)and a state and national promotional campaign in 1996.
2. Development Costs include purchases of furnishings,equipment,library/computer resource center,and accoutrements
for the Institute in 1997 and 1999.
3. All cash flows are projected on a consolidated basis(i.e.no distinction is made relative to proportions of revenues and
expenses for Lighthouse Gallery, BRITT,etc.)this matter will be the subject of future negotiations.
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Draft - May 31, 1994
In Schedule "A", attached hereto and setting forth the projected enrollments for
each discipline during the first five years of the Institute's operations, resource
requirements in 1994 include the finances necessary to support efforts related to
gathering information sufficient for planning and decision-making, obtaining
community/regional support by heightening awareness of the attributes and benefits to
be derived from the Institute, and defraying costs associated with professional fund-
raising activities.
Development costs, primarily related to architectural design of the Institute, will also
be incurred in 1994. Beginning in 1995 and continuing through 1998, significant
construction costs leading to the facilities necessary for Phases I and II operation will be
incurred. Prior to the completion of construction for each operational Phase, additional
costs will be necessary to provide appropriate furnishings, equipment, library and
computer resource center, and accoutrements for the Institute.
General operating expenses, and those associated with select professional
services, will continue at increased rates through Phase I, and thereafter. Beginning with
Phase I operations, and thereafter, expenses will also be incurred for full-time faculty and
adjuncts.
The source of funds to support construction and other expenses leading to
operational Phases I and II will be donations. Beginning with Phase I operations in 1997,
significant amounts will be derived from student tuitions; however, the need for donations
will continue throughout the operation of the Institute.
Initial projections indicate that it will be beyond the year 2001 before surpluses will
be available for transfer from Christopher's Village Foundation to the Institute to be used
in support of its on-going operations.
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Draft - May 31, 1994
SCHEDULE "A"
PROJECTED ENROLLMENTS OF FULL-TIME EQUIVALENT STUDENTS
(In order to interpret the following chart, it must be understood that
Continuing Education enrollment is expressed in FTES Units (See Note 1, below)).
PHASE I OPERATIONS PHASE II OPERATIONS
Discipline 1997 1998 1999 2000 2001
Fine Arts 100 120 140 150 170
Theatre/Film 40 60 80 90 100
Architecture 20 30 40 50 60
Arts Management 30 40 50 ' 60 70
Music 0 0 40 55 60
Dance 0 0 25 30 35
Continuing Education* 450 500 550 600 650
TOTAL ENROLLMENT 640 750 925 1035 1145
Notes:
1. The enrollment for Continuing Education is shown in Full-Time Equivalent Students (FTES). 1 FTES = 4
students (During the last 12 months period, Lighthouse Gallery had approximately 1400 students = 350 FTES).
2. ft is assumed that approximately 15%of the total enrollment,exclusive of Continuing Education,will be students
from out of state.
•
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