Tag Archive for garfield traub

Garfield Traub Development DPAC Rated #1 Top-Selling Theater in U.S.

DPAC also rated #2 top-selling theater in the world

DPAC

Durham Performing Arts Center - Durham, NC

The Durham Performing Arts Center (DPAC), developed by Garfield Traub in partnership with Chapel Hill architect Szostak Design in Durham, North Carolina, has proven itself yet again against the best of the best and is now rated #1 by trade publication Pollstar as the top-selling theater in the U.S. for the first half of 2012.

If that were not impressive enough, DPAC scored the #2 position in the top 100 selling theaters in the world, second only to Mexico City’s Auditorio Nacional.  And since the rationale for the development of the DPAC was doubted by many prior to its opening in 2008, this is a very special achievement for all those involved in the DPAC from development to delivery.

“It all starts with great shows, and for us to have two big multi-week blockbusters in the same season really tipped the attendance scales”, said Bob Klaus, DPAC’s General Manager in the Durham News Service. “It’s a credit to Nederlander and PFM and the great shows they bring us, this will truly be a season to remember.”

Today the attendance statistics have been released for DPAC’s 2011-2012 season, which includes 200 performances bringing in a total of 417,180 guests and 67 total sellouts. The highest attended shows were Radio City Christmas Spectacular with 38 performances and Wicked with 32 performances.

“We at Garfield Traub are extremely proud of what the DPAC has accomplished,” said Garfield Traub Principal Greg Garfield. “It is an honor to be able to say we participated in the development of the project, and we could not be happier for all those involved.”

Since the opening of the DPAC in 2008, the theater has consistently ranked on the top of Pollstar’s top-selling theater rankings, but has also won other awards such as:

  • Numerous local Reader’s Choice Awards
  • The Independent Weekly’s “Best of” winner for Best Theater Venue – 4th Consecutive Year
  • The Herald Sun’s Reader’s Choice Award for Best Live Entertainment – 4th Consecutive Year
  • Raleigh’s Metro Magazine’s Standing Ovation for Best Theater – 3rd Consecutive Year
  • Durham Magazine – Best Place for Live Music and Best Place for Live Theater – 2nd Consecutive Year
  • And #3 in gross ticket sales among venues with a capacity of 5,000 or under in the soon to be published July 28th mid-year charts for Billboard Magazine.

Since the DPAC’s opening in 2008, 520 ticketed events have been presented drawing in more than one million attendees.  For more information about the DPAC and how it was successfully developed, visit the Garfield Traub website.

In Memory of Jerry Robert Thoele

4th June 1943 – 14th July 2012

Jerry Robert Theole

Jerry Robert Theole

This memorial article was created in the memory of Jerry Robert Thoele, a former member of Garfield Traub Development, who passed away at 69 years of age.

On Saturday, July 14, at 11:51 a.m., Jerry Thoele, a loved and respected former member of the Garfield Traub Development family, passed away at Baylor Medical Center. We send our condolences and deepest sympathies to his family, business associates and friends, and acknowledge what a special individual he was, and leader and mentor to so many of us in the real estate and hospitality industry.

In the time Jerry spent as President of Garfield Traub Development’s Hospitality Division, he built bridges to the most important hotel corporations in America and forged alliances that were so important to him and to our firm. Notably, Jerry introduced Garfield Traub to the Interlink Group in Puerto Rico, where he and the leadership of Interlink developed the Sheraton Puerto Rico Hotel & Casino, which serves as the headquarters hotel for the Commonwealth’s convention center in San Juan.

The Garfield Traub team remembers him to be one of the most knowledgeable, caring, honest and decent persons we’ve had the honor to know and to be associated with.

Jerry was born in Seymour, Texas. He graduated from Midwestern State University, and earned his MBA from the University of North Texas. Jerry served proudly as a Lieutenant in the U.S. Army. Jerry began his business career in 1968, as a CPA for Arthur Andersen LLP. After leaving public accounting, he began a career in the hospitality industry with the Registry Hotel Corporation where he led developments in Scottsdale, Arizona, Naples, Florida, and Dallas including the hotel now known as the InterContinental on the Dallas North Tollway. In the past decade, Jerry served as President of the Hospitality division for Garfield Traub Development, Managing Director for Hotels & Resorts with the Interlink Group in San Juan, Puerto Rico, and was responsible for developing many prominent hotel establishments including the St. Regis Bahia Beach Resort, Sheraton Puerto Rico Hotel & Casino, and San Juan Marriott. During his distinguished career, Jerry was President of several luxury hospitality organizations. He was an active industry leader and prominent speaker at numerous hospitality conferences in the US, including a visiting lecturer at the Harvard Graduate School of Design.

Jerry will truly be missed, not only by his family, but by so many of us that he mentored and influenced in our careers. His family has requested that memorial donations may be made to the Juvenile Diabetes & Research Foundation. This Memorial Donation offers you a thoughtful, caring way to remember a loved one while contributing to an important cause of finding a cure for diabetes. Once completed, you will receive an acknowledgement letter, and the person of your choosing will also receive a letter notifying them that you have made a gift in the honoree’s name (Juvenile Diabetes & Research Foundation does not disclose the amount of the gift).

Public Private Partnerships in the Travel Industry

What makes a city great? What sets a city apart from others in attracting new industry, new growth, civic pride, and robust economic development? We have found over and over that the magnet that draws business and tourism is most often found in the heart of the city, its convention center. Although the travel industry, like so many other facets of an economy, is vulnerable to the economic cycles that periodically impact the nation, it is vital for a city to be able to constantly attract conventions, association meetings, exhibitions, leaders of industry, and tourism in general.

Top Factors in Choosing an Event Location

Source: 2006 Meetings Market Report, Meetings and Conventions Magazine

Certainly, being located in an inviting climate and an accessible part of a region and the nation is important to a city’s success. So, too, is having modern infrastructure and attractions, such as museums, performing arts centers, sports, and entertainment activities to enhance the allure for business associations, as well as the casual traveler. Keep in mind also that the first introduction to a city for prospective business leaders who might decide to relocate headquarters or establish regional offices in your city may be their experience when they attend a conference or convention at your convention center.

When reviewing the top reasons for choosing a particular event location, group planning experts determined some years ago that second only to a city having a modern convention center with the available meeting space needed by its group,
is the number of quality hotel rooms attached or adjacent to the convention center. If your city has no modern and attached or adjacent headquarters hotel with “room blocks” available for a majority of convention delegates, planners are likely to select another city that offers that critical combination. This is supported by numerous exit interviews of groups that cite the lack of a dedicated onsite hotel as the reason they selected one convention destination over another.

Approximately 50 cities have successfully built, expanded, or modernized their convention centers and developed connected headquarters hotels over the past decade, and about half of them have used public private partnerships to accomplish those developments. Surprisingly, about another 50 cities have tried
and failed to develop the headquarters hotels so essential to ensuring the success of their convention centers. Those cities that succeeded in completing their developments have several characteristics in common, just as those that have failed have very similar stories about why they are still on the outside looking in. What separates success from failure in funding this vital economic engine for a city?

First, this undertaking can be highly politicized and controversial. The public must be informed as to the benefits to the city of the development, and all-too-common disinformation campaigns by narrow interests opposing such a development should be addressed head-on. There is room for debate about the right approach for a city to take in funding, developing, operating, and maintaining the facilities given political, legal, and economic factors, but there is no denying the benefits of having competitive, modern public assembly facilities and related headquarters hotels. Those cities that have recognized this and value their ability to “sell” their city as a convention destination, know they must build and maintain their public assembly facilities, which must include a headquarters hotel, to be successful.

Tangible benefits of such a development include tens of thousands of new annual visitors, who stay two or three days in the city and spend money on hotels, transportation, dining, entertainment, and shopping. Millions of dollars in annual visitor spending creates jobs, generates substantial tax revenue, and stimulates development of related, private mixed-use development. The incremental travel-related tax revenue is more “profitable” than property taxes, due to the limited burden of visitors on city infrastructure—like police and fire departments, schools, and hospitals—when compared to community residents. Increased tourism-related tax revenue bolsters other revenue to operate the entire city and reduces reliance on resident property taxes.

Returns to the public from a development of this nature are real and substantial—but public investment is required to realize the benefits. Too many cities, however, have failed to recognize or have tried to deny the obvious—the substantial cost of designing and constructing a full-service, first-class headquarters hotel including all the extra meeting space required, versus the limitations on adequate revenue to pay the mortgage and provide an appropriate return to the owner. Those cities too often succumb to the “best sounding” solution—the promise of little to no public financial support asked by developers,
who hope to be selected and to amend their low-budget targets by asking the
city for more money once plans and pricing show the real costs. The loss of time associated with a failed procurement alone hurts the city immeasurably when conventions are lost for three, five, or ten years. But the loss of confidence in civic leadership can be even more devastating through dashed community hopes and aspirations and broken promises to develop those facilities.

Overton Hotel and Conference Center

Overton Hotel and Conference Center, Lubbock, TX

Two recent examples of public private partnerships that have been boons to their cities are the Overton Hotel and Conference Center in Lubbock, Texas, and the Durham Performing Arts Center in downtown Durham, North Carolina. The Overton in Lubbock is that city’s first full-service, first-class conference hotel, situated across University Boulevard from Texas Tech University. It not only serves as Lubbock’s modern conference center, but is also the teaching facility for one of Texas Tech’s restaurant hotel investment management classes. The project financing included grants funded by foundations supporting Texas Tech, a Lubbock city bond issue, plus equity and debt raised by the private development team.

Since the Overton Hotel and Conference Center opened in August 2009, Lubbock has been able to attract associations that have either never hosted an event in Lubbock, or have not done so in many years. Examples of these groups are the Texas Apartment Association, the Texas Payroll Conference, and the Texas Hospital Association. In Fiscal Year 2010-2011, 17 of the top 20 room night-producing events hosted in Lubbock used the Overton Hotel and Conference Center as their headquarters facility. The Overton Hotel and Conference Center has allowed the Visit Lubbock staff to provide decision-makers with more options in facility space and facility features. Lubbock is also seeing an increase in repeat business from groups that experienced the first-class service provided
by the Overton staff.

Durham Performing Arts Center (DPAC)

Durham Performing Arts Center - Durham, NC

Similarly, the Durham Performing Arts Center, or DPAC, is a public private partnership in which the capital necessary to finance the facility included Durham city bonds amortized by revenue from a portion of citywide hotel occupancy taxes, a grant from Duke University, and naming rights Theater operations and promotion of events and talent are handled by a private sector theater operator. Profits are shared between the operator and the city, with the operator guaranteeing a minimum number of annual events and no operating loss risk for the city. This award-winning touring Broadway Theater was ranked number 9 in attendance among U.S. theaters by Pollstar in 2010, and number 4 in 2011, and generates $28 million in annual economic impact to the City of Durham.

Financing public assembly facilities and related hotels is an activity that mayors and city councils, even city managers, may undertake only once in their public lives. The costs of designing and building these facilities are significant, and the economics of operating and paying for these facilities is complex to grasp. Hence the need for public private partnerships and the selection of well-qualified developers, consultants, and other specialists to help lead the city in understanding these facilities and their financial structures and to help ensure their successful completion. We are aware of a number of Texas cities that are wisely taking these steps in considering or planning public assembly facilities and headquarters hotels, following the example of cities like Lubbock and Durham.
Ray Garfield is a principal of Garfield Traub, a development services firm focused exclusively on essential public facilities. For more information, please visit www.garfieldtraub.com or e-mail rgarfield@garfieldtraub.com.

Click here for the original print out as seen in the April Edition of Texas Town and City Magazine: Private-Public Partnerships in the Travel Industry

The Omni Dallas Hotel Revenue Equals Savings for Taxpayers

The Omni Dallas Convention Center Hotel

The Omni Dallas Convention Center Hotel

What if your city could develop a hotel like the Omni Dallas Hotel at no cost to taxpayers and help transform your city into a place where investors, developers and new businesses come to create new jobs, new revenue and a variety of new and improved amenities that ultimately equate to financial security for the city and for those who live in it? It so happens that cities everywhere are doing this successfully with the construction of large developments such as Hotel and Conference Centers, Performing Arts Centers and other large mixed-use developments that attract tourists and visitors from other cities and promote growth and tourism.

As a very current example, the Omni Dallas Hotel, owned by the city of Dallas, reports that it is thriving to the degree that hotel officials project that it will bring in enough net revenue to meet its first-year debt obligations, not requiring Dallas taxpayers to contribute to the mortgage payment. Furthermore, financial projections also show that taxpayer support may continue to be unnecessary in years to come.

The Omni Dallas hotel was built with $477 million in city-backed bonds, and with the current performance, the Omni Dallas Hotel Manager Ed Netzhammer sates that he is confident that every penny of the city’s financing will be accounted for by the hotel’s revenue, indicating an excellent outlook for Dallas taxpayers.

According to the 2012 forecast displayed in The Dallas Morning News, the following was reported for the Omni Dallas Hotel.

The Omni Dallas Hotel 2012 Financial Forecast

  2011 2012
Occupancy Rate 58.5% 57%
Daily Room Rate $121.97 $169.34
Revenue Per Room $71.39 $96.52

The above numbers are steadily rising, and the Omni Dallas Hotel officials noted that in January, paid occupancy was a remarkable 65 percent, or 11 percentage points above projections. These 2012 numbers put the Omni Dallas Hotel on the same level as the Hilton Anatole. The combination of November – January numbers alone exceeded projections by 34%.

The most important information from the reports comes from the fact that in 2012, the Omni Dallas hotel expects to get 70 percent of sales from groups and conventions alone. “The inclusion of headquarters hotels is crucial for convention centers,” says Steve Moffett President of the Hospitality Division of Dallas-based development company Garfield Traub Development. “The numbers show that headquarters hotels enhance the performance of their convention centers, allowing them to meet and often exceed expectations.”

In the The Dallas Morning News article titled, “Omni’s 2012 sales expected to cover first-year debt payment,” the Omni Dallas Hotel manager Mr. Netzhammer expects his hotel to be the headquarters hotel or co-headquarters hotel in 16 citywide conventions. The 16 conventions are expected to fill up most downtown hotels, meaning not only great news for the Omni Dallas Hotel, but also for other hotels, restaurants, departments stores and other various businesses located in close proximity to the Dallas Convention Center.

Another great example of this type of success is not a hotel, but a Performing Arts Center. The Durham Performing Arts Center (DPAC) in downtown Durham, NC, had its skeptics before it was built, but now the development is very successful generating revenue to not only operate profitability, but enhance the numerous businesses surrounding it in downtown Durham. In addition, it now ranks among the top 10 in attendance of touring Broadway theaters nationally, and generated multiples of its originally-estimated net revenue. Since opening, the DPAC created new demand for restaurants, hotels and shops surrounding it.

To discuss how your city can achieve similar success like the Omni Dallas hotel and the Durham Performing Arts Center by building facilities which create new economic development for the community, contact Garfield Traub Development.

DALLAS CONVENTION CENTER HOTEL DEVELOPMENT BRINGS BIG BENEFITS TO CITY

Omni Dallas Convention Center Hotel

Omni Dallas Convention Center Hotel

The new 1,000-room Dallas Convention Center Hotel made front page of the Dallas Morning News today announcing its debut this Friday. Along with that debut, the City has a lot more to be excited about with actual revenue earnings climbing well above the originally projected numbers.

This rise in revenue is not uncommon with Convention Center Hotels despite the down economy. Convention Center Hotels have proven, if planned well, to bring not only success in city revenue, but also in creating more jobs, boosting revenue for surrounding businesses, and in bringing more visitors to their cities.

The idea for the almost $500 million Dallas Convention Center Hotel stemmed from the City wanting to reap the benefits mentioned above. Luckily for Dallas, the hotel is already doing just that and it has not even opened yet.

Omni Dallas Convention Hotel Roof Top

Omni Dallas Convention Center Hotel Roof Top

According to City figures, The Dallas Omni Hotel has booked 273 meetings and conventions through 2017. And the Dallas Convention Center is already reaping the benefits from 89 of those that will use their space. Additionally, figures presented to the Dallas Morning News by Chief Financial Officer for the Dallas Convention Center & Visitors Bureau Matthew Jones, cited that in fiscal years prior to voters approving the hotel, the city booked 31 large conventions. In the fiscal years immediately following the vote, there were 45.

It is these reports that also have the City excited that they will more than likely not have to use any of their reserve funds to pay back any part of the $497 million in bonds used to build the hotel. The numbers also ease the City’s concerns that the taxpayers, who almost killed the hotel project in May of 2009 with a referendum will be angry with them in the end.

Durham Performing Arts Center (DPAC)

Durham Performing Arts Center - Durham, NC

“This anger is not uncommon with taxpayers ever since the onset of the current recession,” said Ray Garfield of Dallas-based Garfield Traub Development. “Taxpayers worry that their money is going to frivolous desires by the City, but it is actually projects like the Dallas Omni Hotel, Durham Performing Arts Center in Durham, North Carolina, and many others that prove that even though times might be tough, it is hospitality and entertainment developments like these that are helping to keep cities going and looking their best.”

To find out more about how a Convention Center Hotel or Performing Arts Center might help your city, contact Garfield Traub.

Utah Performing Arts Center Development Case Strengthened By City Successes

During a recent interview with KCPW, Utah’s first and only 24-hour commercial-free news and information radio station, three theater experts from Denver, Durham, N.C. and Dayton, Ohio discussed why theaters such as the proposed Utah Performing Arts Center in Salt Lake City are vital to the success of a City in a down economy and over the long term. The cost estimate for the proposed Utah Performing Arts Center is approximately $100 million, but other big theaters have made up for their initial cost in tenfold benefits to their cities.

A yearlong study commissioned by the Redevelopment Agency of Salt Lake City and conducted by Garfield Traub Swisher, the Utah-based company selected by the RDA in October 2009 to develop the theater, identified a bevy of cultural and economic benefits the proposed Utah Performing Arts Center would bring to the capital city.

Here is a sample of what each expert had to say about their Performing Arts Center experiences:

Ken NeufeldSCHUSTER CENTER  REPRESENTATIVE KEN NEUFELD, President and CEO of the Victoria Theatre Association, operator of the Benjamin and Marian Schuster Center, the Victoria Theatre, and the Loft Theatre in Dayton, Ohio

KCPW: How did your community pay for your facilities?

Ken Neufeld: Public Private Partnership

  • $40 Million in Philanthropy
  • State, County and City Supporters
  • Regional Transit Authority with Federal Money
  • Bonds

KCPW: Was there an economic benefit to building your Performing Arts Center?

Ken Neufeld: “Dayton, Ohio was behind the scene and needed to be put in favorable position to recruit businesses and people. Statistically, arts amenities are one of the top three things people are looking for when moving or coming there. Over half of ticket sales for the Lion King Broadway show were made up of those who had never been to theater before, thus bringing in new customers for all businesses located around the Center. Performing arts centers are an infrastructure that smart cities have to have and it has paid off for Dayton a lot.”

KCPW: Did the new performing arts center take away from the other local arts facilities and are you just ticket shifting or actually getting more visitors?

Ken Neufeld: “There is no crossover. We know from studying our audience what other kinds of venues they go to and are engaged in. When we did “Wicked” the Symphony actually captured more buyers as new subscribers from the “Wicked” audience then we did. So, it actually went in the reverse and we developed more of an audience for them. Our market is very different from others.”

KCPW: You mentioned you have an historic theater already. Why invest in a larger theater if you already have a theater that can bring touring productions into town?

Ken Neufeld: “The idea of having a retrofitted old theater is never really an acceptable option. It is like a city that looks at their sewer system and says, “We can patch up those cast-iron pipes, they will last another 10 years.” But that is really not the smart idea in the long run. You really have to look at these buildings as part of a city’s infrastructure, and these arts centers are a part of a smart modern city’s infrastructure in order to attract businesses and people to move to the community. These amenities help people to do this.”

KCPW: Final advice as to whether the Utah Performing Arts Center should be built in this economy.

Ken Neufeld: In times of a recession you can benefit at getting a facility at a better budget point. In 30 years when everyone is still enjoying this facility and it is doing everything it should be doing, I don’t think anyone is going to be talking about the $100 million bond issue at that point. They are going to be slapping themselves on the back saying ‘wasn’t that a great decision?’”

 

Reginald James JohnsonDURHAM PERFORMING ARTS CENTER REPRESENTATIVE REGINALD JAMES JOHNSON, Interim Director of the Durham, North Carolina Department of Community Development

KCPW: How did your community pay for your facilities?

Reginald James Johnson: Public Private Partnership

 

  • $30 Million in certificates of participation paid by hotel occupancy taxes
  • Naming Rights Partnerships
  • Duke University provided $7.5 million

KCPW: Was there an economic benefit to building your Performing Arts Center?

Reginald James Johnson: The Durham Performing Arts Center opened in bad economy in 2008, and when the center first opened they sold out and restaurants surrounding it were thriving despite others in most other cities plummeting in sales.”

KCPW: You mentioned you have an historic theater already. Why invest in a larger theater if you already have a theater that can bring touring productions into town?

Reginald James Johnson: “Because we did not have one that could actually hold a Broadway play in Durham. Stage requirements did not accommodate all the equipment a Broadway theater needs in the historical theater and we wanted to have a Broadway play come to Durham.”

KCPW: Is this the right time? The economic climate is not great, as we all know. If you had to make this choice again in your respective cities, would you do this now?

“We can’t pull back in a down economy. Everything can’t just come to a halt. We have to keep moving forward regardless. We in Durham look toward the future and we have visions of what we want the quality of life to look like. And even now, we are doing the largest revitalization project we have ever done. We need to move forward in times like these because life goes on, and our children and our children’s children need to have something to benefit from.”

 

Randy WeeksDENVER CENTER FOR PERFORMING ARTS RANDY WEEKS, President of the Denver Center for the Performing Arts

KCPW: How did your community pay for your facilities?

Randy Weeks: Public Private Partnership

 

 

  • Naming Rights Partnerships
  • Bond Issues
  • Facilities Development Admission Tax (FDA) – This tax comes from each ticket sold to service bonds, this tax has paid for the facility two times over

KCPW: Did the new performing arts center take away from the other local arts facilities and are you just ticket shifting or actually getting more visitors?

Randy Weeks: “The vibrancy of the local theater scene is really quite incredible and flourishing. We are feeding the cultural economy. The more exposure people have to an art form the more they want it.”

KCPW: Is this the right time? The economic climate is not great, as we all know. If you had to make this choice again in your respective cities, would you do this now?

Randy Weeks: “The main advice I would give is you should have done it 10 years ago, and putting it off more is just going to cost more. With the older structures and little amenities people just don’t want to go downtown anymore.”

In order for this state-of-the-art theater to be completed, the Utah Performing Arts Center needs to have the support of sponsors like you who would like to add their name as a “UPAC Playbill Partner” and receive regular project reports, upcoming UPAC Newsletters and exclusive, partners-only opportunities!

To see how other existing Performing Arts Centers have benefited their cities, visit the Utah Performing Arts Center website.

Garfield Traub Public Private Development Group Growing Fast

The term Public Private Development is quickly rising in popularity due to the success of those using Public Private Partnerships to obtain much needed funds to renew government infrastructure, improve transportation, and construct new projects that state, local and Federal governments could not afford before due to budget constraints.

Due to the importance and rapid growth of using Public Private Partnerships in today’s developments, Garfield Traub Development decided to create a Public Private Development group within LinkedIn, the world’s largest professional network. The group specializes in helping public/private sector decision makers involved in building developments to network with others in both the decision making and facilitation process of their developments.

“I am extremely happy with what our Public Private Development LinkedIn group has accomplished thus far. The quality of material that has been posted by members has exceeded my expectations,” said Mr. Garfield. “This has turned into such an impactful tool for those like me who are involved in the development process and for those looking for others to assist them in their developments.”

The group was started by Garfield Traub six months ago and already has more than 550 members comprised of public and private sector decision makers specializing in site identification and acquisition, zoning and entitlement, financing, investment, design and construction, leasing, management and asset management, as well as professionals such as general contractors, architects, engineers, specialty consultants, investment bankers, mortgage brokers, lenders and investors.

“Our goals are for professionals to get answers to their questions and for them to have the ability to give answers and suggest resources to help each other to succeed. This is especially important in this economic environment where constrained government budgets have made financing and development of essential facilities quite difficult,” said Mr. Garfield. “It is more important than ever for us to find ways to come together as we emerge from this recession and help each other and our clients succeed.

If you or anyone you know are involved in any part of the commercial real estate development process and would like to contribute or ask questions involving public private partnerships, you too can join Garfield Traub’s Public Private Development group on LinkedIn today for free. For more information on how you can get your public developments financed and completed, please visit the Garfield Traub website.

Utah Performing Arts Center Community Forum

Utah Performing Arts Center Map

Garfield Traub Swisher, the Utah Performing Arts Center development consultant to the Redevelopment Agency of Salt Lake City, would like to announce that a panel of representatives from around the country will talk about the successes and challenges of building performing arts centers in their cities. Salt Lake City Mayor Ralph Becker will invite and encourage audience members to join the dialogue.

When:
Wednesday, September 28, 7 p.m.
Salt Lake City Main Public Library Auditorium
210 East 400 South, Salt Lake City


Panelists:

Ken Neufeld

President and CEO of Victoria Theatre Association, Operator of the Schuster Center, the Victoria Theatre, and the Loft Theatre in Dayton, Ohio

KEN NEUFELD, President and CEO of Victoria Theatre Association, Operator of the Schuster Center, the Victoria Theatre, and the Loft Theatre in Dayton, Ohio

Mr. Neufeld is a 28-year veteran in executive management of performing arts centers, professional theatre companies and civic museums in the United States and Canada. He has developed a national reputation for successfully diversifying audiences and expanding programming to include under-served and nontraditional audiences. A creative thinker in dealing with economic downturns and urban revitalization, Mr. Neufeld has a reputation for being a collaborative arts and community partner with a track record in studying ways to share services for increased efficiency.

 

Reginald James Johnson

Interim Director of the Durham, North Carolina Department of Community Development

REGINALD JAMES JOHNSON, Interim Director of the Durham, North Carolina Department of Community Development

In addition to his Community Development responsibilities, Mr. Johnson is the liaison to Durham’s two city-owned theatres – the 1,000-seat Carolina Theatre built in 1926 and the 2,800-seat Durham Performing Arts Center (DPAC), the largest theatre in North and South Carolina. From November 2003 through August 2011, Mr. Johnson was the senior assistant to the Durham city manager, advising Durham’s city manager on public policy and management issues and serving as the city manager’s liaison with the City Council and the Durham community.

 

Randy Weeks

President of the Denver Center for the Performing Arts

RANDY WEEKS, President of the Denver Center for the Performing Arts

Mr. Weeks’ past titles include Executive Director of Denver Center Attractions and Theater Operations Manager for the John F. Kennedy Center for the Performing Arts. His career has been highlighted by securing Denver for the openings of the national tours of A Chorus Line, Sunset Boulevard, Carol Channing in Hello Dolly! and Disney’s The Lion King, as well as the pre-Broadway run of Disney’s The Little Mermaid. In addition to presenting up to 22 Broadway touring productions a year, Mr. Weeks added cabaret productions in the Garner Galleria Theatre to Denver Center Attractions’ offerings in 1992. He is a member of the Independent Presenter Network and serves as a Governor for the Broadway Theatre League.

Please visit the new Utah Performing Arts Center website to find out more about the goals and economic impact the development will have on Salt Lake City, Utah and how you too can get involved.

Garfield Traub Development DPAC Proves Skeptics Wrong

Durham Performing Arts Center (DPAC)

Durham Performing Arts Center - Durham, NC

The Durham Performing Arts Center (DPAC), developed by Garfield Traub, is getting a lot of media attention lately with its key role in the transformation of downtown Durham into a thriving destination with an array of restaurants, entertainment and shopping. Although some openly doubted the project in the past, many of those same people are now retracting their criticism and praising the development instead.

“We are proud of what DPAC has accomplished for the redevelopment of Durham,” said Garfield Traub Principal Greg Garfield. “Durham’s downtown dining and shopping experience has been greatly enhanced by the DPAC, and we at Garfield Traub are glad that we had the opportunity to lead the development.”

In a July article entitled “DPAC: Proof is in the profit,” one local correspondent admitted he wrongly thought in 2007 that the Durham City Council was “digging itself into yet another financial hole” with the project. Now that same reporter has gone on to say, “bully for all the people who gave life to DPAC. You have a big, brassy hit on your hands. It couldn’t have happened to a more deserving burg.”

Additionally, a recent article in The New York Times Travel section attributed a big part of Durham’s success to the development of the Durham Performing Arts Center.  And if that were not enough, trade publication Pollstar announced DPAC as ranking second nationally in theater attendance for the first quarter.  This is a huge honor for Durham, which is competing against other widely-known theater markets like Los Angeles and New York City.

The Durham Performing Arts Center operator confirms that the design of the DPAC ensures there isn’t a bad seat in the house. It is this design that keeps popular performances such as Broadway favorites Wicked, Billy Elliot and RENT, comedians and actors Bill Cosby and Al Pacino, and musical acts such as Leonard Cohen and B.B. King coming and attendance so high. And with a highly-attended theater comes many businesses that have flocked to the area to reap the benefits from the many concert-goers the theater brings.

“Garfield Traub was instrumental in the planning for the DPAC,” said Alan DeLisle, Assistant City Manager for Economic and Workforce Development (2002 – 2009). “The City of Durham has benefited greatly from their leadership and expertise in this process.”

Read more about the development details of the Durham Performing Arts Center. To learn how you can get your public infrastructure financed and developed contact Garfield Traub.

Sheraton at the Overland Park Convention Center – References

Sheraton at the Overland Park Convention Center

Sheraton at the Overland Park Convention Center, Overland Park, KS

City of Overland Park, Kansas Director of Public Works Robert D. Lowry

March 14, 2006

TO WHOM IT MAY CONCERN:

During the period June 1999 through December 2002 I had the distinct privilege of serving as the Owner’s Representative for the City of Overland Park, Kansas for the design and construction of a new Convention Center and adjacent headquarters hotel. This was a very unique and complex project because the City Council made a commitment to fund the hotel without expending any public funds.

To make this happen, a request for proposals (RFP) was issued by the City for a development team to design, construct, finance, operate and maintain the hotel. The team selected for this project was led by Garfield Traub Development LLC. To say that the performance of this team exceeded all expectations of City staff and the City Council would be a gross understatement.

Given a very tight hotel market and a major down turn in the economy, the odds were against this project happening. But because of the leadership and expertise that Ray Garfield, Tony Traub and their team provided, the hotel was completed well ahead of schedule, under budget and the City Council made good on its commitment that no public funds would be used for the project. The end product was adopted by the Sheraton Hotel chain as its new standard, and the project was nationally recognized as the Public Sector Project of the Year by the Design-Build Institute of America (DBIA).

I have been involved in construction and construction management for almost forty years and have never seen a project executed as flawlessly as the Overland Park Sheraton Hotel at The Convention Center. The Garfield Traub team never lost sight of the desired outcome, was totally focused on exceeding the expectations of their client, and was comprised of the most professionally competent group of design, construction and management professionals I have ever had the pleasure of working with. I would actively seek an opportunity to work with the Garfield Traub organization on any type of development project in the future. They truly “under promise and over deliver.”

Please feel free to contact me at any time if you have any questions about this world-class organization.

Sincerely,

Robert D. Lowry
Director of Public Works

City Manager of Overland Park, Kansas (retired) Mr. Donald E. Pipes

February 2003

To Whom It May Concern:

In November 2002, the City of Overland Park, Kansas opened its new Sheraton Hotel and adjacent Convention Center. The dual project was a challenging goal of the City for fifteen years. The financing and development of a project of this magnitude is the most daunting and crucial phase of a project such as ours. Financing of the hotel component was key to the ultimate success of the complex and necessary for the City to move forward with the financing and development of the convention center.

Serving as City Manager of Overland Park from 1977 – 2002, I was deeply involved with all aspects of this project. Most important of all was the financial impact of the undertaking. Overland Park is a city of approximately 165,000 residents and enjoys a AAA general obligation bond rating from Moody’s and Standard and Poor’s. It was imperative that the City hire a strong, knowledgeable group to work on the financing and construction of the hotel.

Development proposals were gathered and carefully analyzed. Garfield Traub was selected as the most qualified and able to successfully negotiate all project documents and to structure and place the financing for the hotel. During the negotiations and structuring of the financing, Garfield Traub also provided vital leadership over the design, value-engineering and pre-construction process. The group exhibited extremely competent leadership and creative financing skills allowing us to break ground on the convention center and hotel for a 2002 grand opening.

The group also provided oversight of construction and pre-opening activities for the hotel and the facility was completed ahead of schedule and approximately $1.5 million under budget. Garfield Traub is also the Asset Manager for the city’s Hotel Corporation.

I highly recommend Garfield Traub Development. Their expertise proved to be invaluable to the City of Overland Park. Anyone considering site visits during the selection process is urged to include Overland Park on your visitation agenda.

Sincerely,

Mr. Donald E. Pipes
City Manager (retired)

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