Agenda 06-22-06
From: 08/22/2008 11:28 1372 P.002/002
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SAVAGE CREATURES WORKSHOP
JUNE 22J 2006
6:00 P.M.
HOLIDAY INN CATALINA
1601 Congress AvenueJ Boynton Beach Florida
AGENDA
I. Review Scope and Nature of the Project
n. ~ew Available Design Information.
m. Regulatory Issues
IV. Time frame for Permitting and Implementation
V. Financial Issues
A. Permitting
B. Project
VI. Board Discussion and Direction
IoYNroN lEACH
CoMMUNnY ~IDEYELOPMENT AGENCY
639 E. Ocean Ave. ste. 103
Boynton Beach. FL 33435
omce: 561-737-3256 · Fax: 561..737-3258
WWW.boynfonbeachcra.org
SAVAGE CREATURES
OF THE ANCIENT SEAS
SUMMARY RcfORT
F resented to:
E.>o~nton E.>each Communit~ R.edevelopment J\genc~
Cit~ ot E.>o~nton E.>each
F resented b~:
5aker Leisure Group, LLC
August 200+
TABLE OF CONTENTS
SECTION ONE: INTRODUCTION ............ ..... ...... .............................. ... ............. .... .......... Page 1
SECTION TWO: EXECUTIVE SUMMARy.................................................................... Page 3
Market Summary ........ .... ...... ......... ... ........... ...... ..... ..... ..... ......... .... .... ........ ............ Page 3
Concept Summary .... ....................... ... ..... ... ............ .... ...... .... ........ ........... ........ ..... Page 3
Attendance and Financial Estimates...................................................................... Page 3
Site Summary................................ ..................... .................................................... Page 4
Next Steps. ....... ....... .... .... ...... ... ....... .......... .................... ... ....... ...... ................... ..... Page 4
SECTION THREE: MARKET OVERViEW........................................................................ Page 5
Competitive Analysis ..... ............. ........... ........ .......... ... ........ ... .... ....... ............ .... ..... Page 5
Site Evaluation. .... .......... ......... .... ............. ........ .... .... ................. ................. ... ........ .Page 5
SECTION FOUR: CREATIVE CONCEPT REViEW......................................................... Page 6
Fi rst I mpress ion.. .. .. .. .. .. .. .. . .. . .. . . . ... . .. .. .. .. .. .. . . . .. .. .. . ... . .. .. .. . ... .. .. .. . . .. . .. . .. . .. . . . . . . . .. .. . . . .. . . P ag e 6
The Big Idea... ... .... ........ ............ .... .... ... ........... ........ ...... .... ....... ............... ....... ........ Page 6
The Visual Appeal.................................................................................................. Page 7
The Story .. ................. ..... '" ... ... ................. ................. ................ ..... ......... ......... ..... Page 8
Creative Conclusions............................................................................................. Page 9
SECTION FIVE: STRATEGIC BRAND ALLIANCE ANALYSIS ................................... Page 10
Benefit/Constraint Analysis - Intellectual Property Alliance................................... Page 10
Benefits. ......... .......... ........ .......... .......... .... ....... .......... ........ .... ................ ..... .... ...... Page 10
High Name Recognition ............................................................................ Page 10
The Intellectual Property Rights............................................................... Page 10
Merchandising.. .......... ......... ....... ...... ... .... ........ ....... ......... ........... ........ ...... Page 11
Theming ...... .... .......... ........... ... ........... ....... ..... ....... .... ..... .... ... .... ...... ... ..... ... .......... Page 11
Constraints ........ ........ ........... ..... ............ ... ........ ..... ............ ................. ........... ....... Page 11
The Intellectual Property. ........... ............ ....... ....... .... ... .... ..... ...... .... ... ........ Page 11
Merchandising ..... ............... ...... ........ .... .............. ........ .... ..... ..... ....... ..... .... Page 11
Theming ...... ........ ....... ...... ................ ....... ........ ........ ......... ... ... ..... ... ..... ..... Page 11
Benefits/Drawbacks With Intellectual Property Provider....................................... Page 12
Benefits of Not Having Intellectual Property Links ................................................Page 12
Theming . ......... ...... ........ ... ....... ...... ... ... ......... ....... .......... ......... ............ ... ... Page 12
Cost of Entry ...... ........... ... ............. ...... ... ....... ......... .... .......... .............. ....... Page 12
Constraints Imposed By Not Having Intellectual Property Links ...........................Page 12
Name Recognition. .......... ... ....... .... ... ....... ......... ........... ........ .......... ........ ... Page 12
Merchandising ...... .... ............. ... ... ......... ..... ....... ........... ....... ............. ......... Page 13
Theming .. ....... ...... ....... ............. .... ........ ......... ... ..... ............. .... ....... ..... ...... Page 13
Cost of Development ............................................................................... Page 13
Benefits/Drawbacks Without Intellectual Property Provider.................................. Page 13
Comparison - IP Parks Versus Non-IP Parks .......................................................Page 14
SECTION SIX: ESTIMATED ATTENDANCE & ECONOMIC AND PERFORMANCE
PARAMETERS............................................................................................................... Page 15
Per Capita Spending............................................................................................ Page 16
Weighted Admission Price.. ......... ........................ ........... ...................................... Page 16
Admission Per Capita ..... ....... ......... ....... ......................... .... .... ...... ....... ....... ... ....... Page 18
Financial Estimates - Expenses........................................................................ Page 19
Financial Summary.............................................................................................. Page 20
Warranted Investment Summary. ............................ .................... ............. ... ......... Page 20
SECTION SEVEN: FINANCIAL ALTERNATIVES AND STRUCTURE .......................... Page 22
Introduction ................. ................ ......................................................................... Page 22
Organization & Governance Issues...................................................................... Page 22
Practical Considerations....................................................................................... Page 23
Current Needs vs. Future Growth......................................................................... Page 23
Tax Support (Levy, Sales and/or Bonds) ............................................................. Page 23
Donor Intent......................................................................................................... Page 23
Transparency & Stewardship ............ ........ ..... ................. ......... .......... .... .............. Page 23
Likely Revenue Sources for Savage Creatures.................................................... Page 24
Annual Fund (Operating support, excluding ticket sales & gift shop receipts)....... Page 24
Capital Campaign....................... .......................................................................... Page 24
Endowment Fund................................................................................................. Page 25
Recommendations........................................................ ....................................... Page 25
SECTION EIGHT: FINDINGS FROM APPLIED TECHNOLOGY & MANAGEMENT
ADDRESSING THE FEASIBILITY OF SITE A ............................................................... Page 27
Summary............................................................................................................. Page 27
Regulatory Feasibility........................................................ ................................... Page 27
State of Florida..................................................................................................... Page 28
Federal Permits... ........ ................... ......... ................................ ............... .............. Page 29
SECTION NINE: CONSTRUCTION ESTIMATES .........................................................Page 30
SECTION TEN: SITE EVALUATION BY EDSA............................................................. Page 33
Site Location........................................................................................................ Page 33
Site Selection....................................................................................................... Page 33
Neig hborhoods & Districts.................................................................................... Page 33
Zoning Evaluation ............................................................................................... Page 34
Land Use Evaluation ........... .............................. ...... ...................................... ....... Page 35
Site Analysis. ....... ......... .............. ... ... ............................................ .................. ..... Page 35
Site Photos........................................................................................................... Page 37
Site B Summary................................................................................................... Page 37
SECTION ELEVEN: NEXT STEPS............................................................................... Page 39
Solidify Political Support....................................................................................... Page 39
Charge Governmental Agencies .......................................................... ................ Page 39
Designate a "Project Champion"........................................................................... Page 39
Procure Grants/Funding ....................................................................................... Page 39
Secure Project Site.. ........ .................... ................. ..................................... .......... Page 40
Streamline Governmental Approval/Permitting Process .....................................Page 40
Promote Tourism Strategy Initiative.... ............ ............ ........ ............ ...................... Page 40
Market and Promote Project..... ... .............. ....... .............. ................. .... ................. Page 40
Develop Creative and Constructive Documents................................................... Page 40
Operational Planning....... ............................... ............. ......... .......... ............ .......... Page 41
Assignment of Project Manager........................................................................... Page 41
Pre-Opening Planning.................................. ........ ............. ............... .................... Page 41
Soft Opening............................... ... .................. .................... .......... ............ .......... Page 41
Grand Opening..................................................................................................... Page 41
TABLES
Benefits/Drawbacks With Intellectual Property Provider....................................... Page 12
Benefits/Drawbacks Without Intellectual Property Provider.................................. Page 13
Comparison -IP Parks Versus Non-IP Parks ......................................................Page 14
Capture Rates and Estimated Attendance............................................................Page 15
Weighted Admission Price.................................................................................... Page 17
Derivation of Admission Per Capita & Total Per Cap Spending ............................Page 18
Operating Revenue ..... ......... .... ............ ........ ............ ....... ... ... ..... ....... ..-........... .... Page 19
Warranted Investment...................... ............................................... ..................... Page 21
Site A Estimates................................................................................................... Page 31
Site B Estimates ....... ......... ......... .......... ..... ... ............ ........................ ... .... ......... .... Page 32
Savage Creatures of the Ancient Seas
SECTION ONE: INTRODUCTION
SAVAGE CREATURES OF THE ANCIENT SEAS
The Boynton Beach Community Redevelopment Agency (CRA) is considering the
development of "Savage Creatures of the Ancient Seas". The project is described as
an anchor project that will be significant enough to attract and influence quality private
sector development and regional destination tourism.
To facilitate the development process, the CRA engaged a team led by Baker Leisure
Group. The task was to answer the question:
"Is the Savage Creatures of the Ancient Seas the right project at the right place at the
right time?"
The proposed project is considered a catalyst for the redevelopment of downtown
Boynton Beach and will blend entertainment and educational elements that are related
to the timeline of nautical experiences, through both man-made and natural elements.
The development team includes teams specializing in financial and market analysis,
architectural design, creative development, cost assessment, fabrication, authentication,
and non-profit organization and development for fund procurement. In this initial phase,
the Baker Leisure Group team has assembled the team to conduct an assessment of
the current work product as completed by the CRA. Each team member will utilize their
expertise to determine the feasibleness of the project and, where applicable, will make
suggestions and recommendations that strengthen the proposed project.
The project team consists of the following:
Baker Leisure Group will be providing a full feasibility study, market assessment and
business analysis of the project. These finding's will confirm the validity of the project.
JBP Entertainment will facilitate the overall interior theming of the building. They will
closely work with Wonder Works Exhibits, EDSA, The Robert G. Currie Partnership and
Baker Leisure Group to ensure the entire project has a consistent look and feel as well
as being budget conscious.
The Robert G. Currie Partnership, Inc. will be responsible for the overall architectural
design of the building, ensuring that the interior and exterior of the building complement
the theming of the attraction.
EDSA will be acting as the planners and landscape architects for the exterior of the
building as well as providing content analysis as their expertise relates to the exhibit.
Applied Technology Management will be acting as the environmental engineers for
the project. Their expertise will be extremely valuable in determining the environmental
The Baker Leisure Group Team
September 2004
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Savage Creatures of the Ancient Seas
impacts the proposed facility will have on the Intracoastal Waterway.
Wonder Works Exhibits Company will provide expertise in the field of Paleontology.
This will ensure the credibility of the exhibit in the eyes of the guests.
Conway Company, LLC specializes in identifying and securing sources of funds for
non-profit developments. BLG brought them in to participate on the team because BLG
will coordinate the financial analysis and presentation of conclusions with the Conway
Company to ensure that the criteria required for third party groups can be coordinated.
Cumming McGillivaray, LLC will be acting as the cost estimators for the project. They
will work with BLG to compare warrant investment levels in relation to the feasibility
study and market assessment that has been completed and contrast it with the efforts
by the architects (Currie Partnership), landscape architect (EDSA) and the creative
group (JBP Entertainment). They will determine use of funds based on a budget for the
proposed project as determined by the rest of the project team.
The Baker Leisure Group Team
September 2004
Page 2
Savage Creatures of the Ancient Seas
SECTION TWO: EXECUTIVE SUMMARY
Market Summary
Given the residential population (4.9 million) and visitor market (23.1 million), the total
potential market for the proposed facility is estimated at 28 million. This effectively
ranks the market as one of the top MSA's in the United States.
The South Florida market area is lacking in any high-profile attraction. The two primary
reasons to visit the area is shopping and the beach. There are no major entertainment
facilities that qualify as destination attractions.
Concept Summary
The study team believes the "Savage Creatures of Ancient Seas" concept is a unique
and attractive idea. However, the test of its success lies in the implementation. Even a
great idea, if poorly done, is doomed to failure. Successful projects are built on solid
creative foundations. Refining this concept into a tangible Big Idea, creating a structure
with iconic Visual Appeal, and developing a compelling answer to the question "What's
the story?" would all be giant steps toward that success.
The BLG study team believes that concept of Savage Creatures of the Ancient Seas
has strong potential for presenting a highly interactive, entertaining and educational
experience. We believe that concept is strong enough to act as a stand-alone venue
with a singular theme.
However, it is the team's recommendation that the eRA considers engaging
discussions with a national or international brand that would supply strategic links to
intellectual property. Intellectual property is defined as any type of creative property that
has some measure of intangible value.
Attendance and Financial Estimates
For the purpose of financial estimates, the BLG study team utilized the low range of
attendance projections of 680,000. It should be noted that attendance figures include
full admissions, tour groups, school groups, complimentary entries, and other
categories.
At approximately 680,000 annual visits, gross admissions revenue is estimated to be
$8.275 million, food and beverage at $1.020 million, and merchandise at $1.530 million
for total gross revenue of $10.825 million. This reflects a per cap spending of $15.92.
Expenses including cost of sales at $1.1 million, and operating costs at $6.739 million
results in "earnings before depreciation, interest and taxes (EBOIT A) of approximately
$2.974 million.
The Baker Leisure Group Team
September 2004
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Savage Creatures of the Ancient Seas
The warranted investment level was calculated by using a mortgage constant method.
The warranted investment is driven by total revenue, which consists of admissions,
merchandise spending, and special events/functions. Total revenue minus the
estimated operating costs for the facility equal the earnings before depreciation,
interest, taxes, and amortization (EBDIT A). The following table presents the warranted
investment level for the project at 20 to 30 year terms and cost of debt between 5% and
15%. Based on the mortgage constant, the calculated warranted investment for the
project is $18.6 to $45.7 million.
Based on the designs completed by Currie Partnership, Cumming McGillivary
developed two separate estimates: one based on Site A requirements and the other
based on Site B requirements. The total estimate for Site A is $28.058 million and the
total estimate for Site B is $33.365 million. This falls within the estimated range for the
warranted investment of the project.
Site Summary
Two sites were considered for the development of the visitor facility, referred to as Site
A and Site B. Site A is located within the Intracoastal Waterway and is considered the
primary site for consideration. Site B is located several blocks off the Intracoastal
Waterway and is adjacent to the current children's museum. Both sites were
determined feasible. The over-water sitting of the exhibit is considered feasible with
challenges, although possible, in terms of gaining regulatory approval from the State
and Federal Agencies.
Next Steps
The BLG study team is optimistic that if the Savage Creatures of the Ancient Seas
project is executed with the hybrid vision of entertainment and educational, it will be one
of the top attendance-driven facilities in South Florida. To develop this initiative, the
study team suggests the following next steps to opening, which is detailed within this
study. This follows the logical progression of the development of attendance-driven
attractions.
1. Solidify Political Support
2. Charge Governmental Agencies
3. Designate a "Project Champion"
4. Procure Grants/Funding
5. Secure Project Site
6. Streamline Governmental
Approval/Permitting Process
7. Promote Tourism Strategy
Initiative
8. Market and Promote Project
9. Develop Creative and
Construction Documents
10. Operational Planning
11. Assignment of Project Manager
12. Pre-Opening Planning
13. Soft Opening
14. Grand Opening
The Baker Leisure Group Team
September 2004
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Savage Creatures of the Ancient Seas
SECTION THREE: MARKET OVERVIEW
The Boynton Beach Metropolitan Statistical Area (MSA) is within one of the strongest
MSA's in the state of Florida as well as in the United States. The Boynton Beach MSA
is part of the overall Ft. Lauderdale-Miami MSA, which has an estimated population of
4.9 million.
The South Florida market is also one of the highest visited markets in the state of
Florida as well as in the United States. The South Florida market is separated within
three regions: Greater Miami, Greater Ft. Lauderdale, and Palm Beach County.
According to the latest data (2003), the area received an estimated 23.1 million visitors.
This is broken down by Greater Miami (10.4 million); Greater Ft. Lauderdale (8.3
million); and Palm Beach County (4.4 million).
Given the residential and visitor population, the total potential market for the proposed
facility is estimated at 28 million. This effectively ranks the market as one of the top
MSA's in the United States.
COMPETITIVE ANALYSIS
The South Florida market area is lacking in any high-profile attraction. The two primary
reasons to visit the area is shopping and the beach. There are no major entertainment
facilities that qualify as destination attractions. The top attractions in the market are
nature and/or animal-based attractions, which include Miami Metrozoo, Miami
Seaquarium, and the Parrot Jungle and Gardens. In addition, the area also has several
historic-based attractions and museums. It is our opinion that, if executed correctly, the
proposed project would be a strong asset within the attraction facility inventory.
SITE EVALUATION
Two sites were considered for the development of the visitor facility. referred to as Site
A and Site B. Site A is located within the Intracoastal Watervvay and is considered the
primary site for consideration. Site B is located several blocks off the Intracoastal
Watervvay and is adjacent to the current children's museum.
Both sites were determined feasible. The position of the museum on Site A would serve
as an anchor for the development along the Intracoastal and create a unique
environment along the water. However, the budgetary requirements to build on Site A
are higher than Site B. In addition, the logistics of Site A make the construction more
complicated. But, the overall guest experience external to the building could positively
effect the operations of Savage Creatures of the Ancient Seas. Additionally, there may
be an opportunity to incorporate areas of the Intracoastal into the guest experience.
Therefore, BLG would recommend that Site A be considered priority as long as the
budget for the guest experience is not impacted.
The Baker Leisure Group Team
September 2004
Page 5
Savage Creatures of the Ancient Seas
SECTION FOUR: CREATIVE CONCEPT REVIEW
Visitor facilities that feature an educational component have been increasingly
incorporating a higher guest experience impact to present educational material in an
entertainment environment. This shift from traditional facilities has been precipitated by
a higher guest expectation that has been developed through other experiences: both in-
home and out-of-home entertainment programming.
Therefore, facilities that have been developed over the last ten years have incorporated
elements that were typically associated with entertainment venues. However, many
designers and programmers are utilizing the technology to present an entertaining guest
experience and are presenting educational experiences instead. These include 3-D and
4-D experiences, hands-on exhibits, and immersive timeline programming. In addition,
many of these facilities utilize a strong employee-guest interaction program. This
program trains the employee to consistently engage the guest in discussions about
his/her current experience and offers additional positive guest impacts through this
engagement.
The task given the JBP Entertainment Group was to evaluate the creative content of the
"Savage Creatures of Ancient Seas" concept. After review of the proposal dated
3/5/2003, the following are our conclusions and recommendations.
First Impression
At a glance the project seems intriguing and ambitious. In the introduction it states the
objective "to attract and influence quality private sector development and regional
destination tourism". It goes on to say, "the project is of scale, quality, and content to
become a major attraction anchor".
This is where we would ask the question, "What makes a good attraction?" In order to
compete and succeed in the tourism-heavy market of South Florida, a new project must
stand above the others. And, although there are dozens of elements that play into the
success of an attraction, from the early development phase, or big picture point of view,
it all begins with:
The "Big Idea"
The Visual Appeal
The "Story"?
These elements are vital in creating a solid creative foundation. And so, these will be
the focus of this review.
The Big Idea
"Is it marketable?" "Does the idea have a broad enough appeal to reach the target
audience?" "Does it have a purposeful tie to the surrounding area?" All these are
questions that must have a "YES" answer in order to build a momentum of confidence
for a new attraction.
The Baker Leisure Group Team
September 2004
Page 6
Savage Creatures of the Ancient Seas
In this case the Big Idea is stated in the proposal as a "Prehistoric Marine Reptile,
Ancient Fish, Extinct Aquatic Mammals and Sharks themed Museum". An intriguing
concept, despite its bulky description. We believe the sticking point here is not in the
desire to bring to life the 'Dinosaurs of the Deep', but rather in its description as a
"Museum". In defining a new idea, it's always best to phrase it in an attractive manner.
This goes beyond the connotative boredom that the term "museum" conjures in our
minds. But, rather, extends to the very essence of the experience for the guest.
The demographic study in the proposal points to the need for an appeal to all ages in
the family, and talks about the universal and insatiable appeal of dinosaurs. Both valid
points. But, are dinosaurs more appealing in a "museum", or in an "adventure'? What
seems like a simple semantic choice in early development can lead to two very different
experiences once the doors open for business.
While the subject of "Savage Creatures of Ancient Seas" is a very attractive palette to
begin with, the prospect of a "museum exhibit" approach seems to work against the
strength of the concept, and the ultimate success of the attraction.
Making those creatures vivid and real, monstrous and mythical with light and shadow,
mood and music, makes them exciting. Therefore, we would recommend re-visiting the
concept, and creating an experience where the "-tainment" is not lost in the "edu".
The Visual Appeal
Any stand-alone attraction needs a clear visual identity. It needs to create a landmark,
an icon worthy of being photographed and talked about. It should compel the viewer to
say "I want to go in there" - to pique their curiosity and move them to action.
When one thinks of museums that create this architectural identity, three jump to mind;
the Whitney in New York, the Guggenheim in Bilbao, Spain, and the Louvre pyramid in
Paris. Each envisioned and created by a world-class architect. Each a photograph-able
landmark known throughout the world.
When one contemplates the iconic images of attractions we need to look no farther than
just outside our demographic "region" (75+ miles) to central Florida. Here is where one
will find the largest collection of purpose-built tourism structures in the world. And, here
the examples of signature architecture range from the fantastical (the Walt Disney
World Castle), to the kitschy (the gaping jaws of Gatorland), to the clever (the classic
edifice turned upside down of Wonder Works). What each of these has is an
unforgettable image. It gets talked about and remembered - two pivotal elements of
marketability and repeat visitation.
The Baker Leisure Group Team
September 2004
Page 7
Savage Creatures of the Ancient Seas
In almost every major city around the US today there is a "science center". These were
the first steps in moving the museum genre toward an appealing and "fun" experience.
And, most of these structures are architecturally un-noteworthy. (Can you think of one?)
Many resigned themselves to being an exercise in engineering, like an erector set
covered in plastic. But how many are an exercise in imagination?
Here is where the "Savage Creatures" project can step out, and be recognized. It can
become a compelling structure that beckons people to enter. And, even though the
proposed budget has its limitations, there is no limit on the imagination that could be
applied to create its own distinct visual identity.
So, whether it's inspired by the art glass works of Dale Chihouly, with their wave-like
undulations of blues and aquas; or mimics the waterspout of an ancient whale in a
shimmering, luminescent tower; the "Savage Creatures" building should be as unique
as the project concept. It deserves its own compelling and unique architectural
signature.
The Story
By definition, a museum is a collection of artifacts. An attraction is a cohesive
experience that tells a story. A museum uses exhibits to display its collection. An
attraction uses storytelling and theatricality to involve and engage the visitor.
In and of itself, an exhibit is not a story. It doesn't tell me why I should care. It rarely
reaches out and fires my imagination. And while it can touch my mind, it will not touch
my soul.
So what is the story to "Savage Creatures"? Is it a story of adventure? Or discovery? Or
wonder? The answer to this is key to the foundation of the project.
In order to answer the question, an in-depth creative study should be undertaken. One
which builds the answer through creative exploration and research. But, even in this
preliminary phase some considerations can be made.
In real terms, a 'story' need not be literal. True, it does require a beginning, middle, and
an end. But, it can also be an immersive experience, which leaves the visitor with an
intangible impression.
To that end, we would ask consideration for making the Iwerks movie an integral part of
the experience, instead of an "up sell". And, locate it at the beginning of the experience.
This allows each visitor to start the experience on common ground. The premise and
content of the film will then be able to place all visitors in the same frame of mind before
going any further.
The Baker Leisure Group Team
September 2004
Page 8
Savage Creatures of the Ancient Seas
There are many examples of how this common beginning lays the groundwork to the
story. Sea World's Arctic Expedition is a good one. Here the guests are taken on a
simulator ride to an arctic research station. When they exit this first portion of the
experience, they are all "on the same page" of thematic premise, and emotional context.
Next, by making the walk-thru portion of the "Savage Creatures" experience immersive
with music, lighting, and motion, it makes the creatures more real. Also, instead of
building one cavernous exhibit space; consider dividing it up, perhaps with soft, sheer
fabrics emulating the movement of the sea. As the visitor walks through, the experience
then becomes one of discovery as each new creature is revealed. This middle portion
could not only involve interactivity, but could include subject-based alcoves, as in
Epcot's Living Seas. Here the visitor can take their time to learn more about a specific
subject or creature. Another consideration of physical layout would be to create pathway
options. This would allow a more tame experience for younger visitors, if desired, and a
more extreme experience for teens and others. From the repeat visitation angle, this
could also result in each visit being "unique".
To complete the experience, a final element would be needed. One which reinforces the
story, or message, set up in the opening film. It, too, should be unique to the concept,
and heighten the sensory experience one last time. Optimally, this would be in a
separate space from the main exhibits.
Or, perhaps the end of the story could be a sequenced "event" in the main room. (This
idea is similar to the Warner Bros. flagship store in New York where every 20 minutes,
in their super hero merchandise area, an action sequence is triggered between the
large media screens and life-sized vehicles in the store.)
For us, the lights could dim and the fabrics could draw up to reveal all the creatures
together. And then, with a musical score, and dramatic lighting, all of the creatures
"come alive" in full motion and sound effects, re-creating the "Ancient Seas" of
prehistoric times. Here is where imagination and technology can be combined. And,
here is where the story can make "Savage Creatures" stand above the rest.
Creative Conclusions
In short, we believe the "Savage Creatures of Ancient Seas" concept is a unique and
attractive idea. However, the test of its success lies in the implementation. Even a great
idea, if poorly done, is doomed to failure.
Successful projects are built on solid creative foundations. Refining this concept into a
tangible Big Idea, creating a structure with iconic Visual Appeal, and developing a
compelling answer to the question "What's the story?" would all be giant steps toward
that success.
The Baker Leisure Group Team
September 2004
Page 9
Savage Creatures of the Ancient Seas
SECTION FIVE: STRATEGIC BRAND ALLIANCE ANALYSIS
The BLG study team believes that concept of Savage Creatures of the Ancient Seas
has strong potential for presenting a highly interactive, entertaining and educational
experience. We believe that concept is strong enough to act as a stand-alone venue
with a singular theme.
However, it is the team's recommendation that the CRA considers engaging
discussions with a national or international brand that would supply strategic links to
intellectual property. Intellectual property is defined as any type of creative property that
has some measure of intangible value. Intellectual property can include unique
characters, shows, other media property, and original programming. There are certain
benefits as well as constraints that are associated with such alliances. The following
section identifies these benefits/constraints.
Benefit/Constraint Analysis - Intellectual Property Alliance
There are both benefits and constraints when developing a relationship with an
intellectual property of major presence. Intellectual property can be in several forms,
including animated characters, sculpted characters, films, television series, books, and
historical figures. Within visitor driven attractions, intellectual property linkages also
predominately have strong studio/media linkages. There are several exceptions,
including Sesame Street, Thomas the Tank Engine, Snoopy and the Peanuts Gang,
and Marvel and DC Comic characters. However, a majority of visitor driven attractions
that have incorporated strong character images within their storyline either have a
strong partnership with a studio or are part of a conglomerate that includes a studio.
The primary examples of this are Walt Disney and its associated studios and parks and
Universal Studios, also for its associated production studios and parks. The following
section outlines the benefits and constraints of aligning with an intellectual property
provider within the visitor driven attractions arena.
Benefits
High Name Recognition With a strategic link with an intellectual property provider, it
will not be as necessary to educate the market about the type of entertainment, themes
and characters that visitor driven attractions will encompass. These properties should
already have existing name recognition, so the market will have knowledge about the
product. The added name allows for a high-end approach.
The Intellectual Property Rights This will allow visitor driven attractions to use the
branded names that have been created through the mass media via movies and
television which will allow the developer to maximize the potential to develop the
product e.g. themed rides, productions, and other entertainment attractions within the
visitor driven attraction. It also allows merchandisers the opportunity to capitalize on the
intellectual property through clothing, collectibles, and other types of merchandise.
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September 2004
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Savage Creatures of the Ancient Seas
Merchandising Allows the visitor driven attraction to merchandise the name branded
logo, which is a usually higher priced and higher profit item. Through other visitor driven
attractions, there will be a historical record of merchandise sales to draw from. In
addition. they will already have logo merchandise that is already being mass-produced
for sale in other outlets, which will further lower wholesale prices, the effect being
measured through economies of scale. There also exists an ability to create new
branded merchandise unique to the facility.
Theming There is the opportunity to capitalize on the intellectual property in terms of
theming the facility related to the various characters and storylines of the property. It is
easier to name and theme attractions based on the existing story lines.
Constraints
The Intellectual Property The barriers to entry are often high, associated with the
capital required to attract a major characters and intellectual property owners. It is often
necessary to outlay a large amount of capital in order to secure intellectual property
rights, the property has to be approved by the owner, and a certain amount of creative
control is relinquished. Further, there may be some restrictions on how the name is
utilized. This is in relation to how they are presented in the facility, which they are
associated with the facility, and other guidelines. It is a direct result in protecting the
characters that have been created by the owner group, which is considered a strong
asset. Another drawback is that the property could become dated or the market
saturated. After investing millions of dollars into attractions, there must be an effort to
continue to introduce the characters to the next generation of audiences or the films will
become dated, thus the attraction.
Merchandising There are some costs that may need to be accounted for, in regards to
securing the naming rights for certain intellectual property for merchandise usage. Also,
it is sometimes difficult to determine what type of merchandise will be readily accepted
and demanded by the market.
Theming There are certain limits to creative control and a stringent approval process
that can interfere with the process of development. The process must be clearly
defined and streamlined or the facility may experience delays in the developmental
timeline.
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September 2004
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Savage Creatures of the Ancient Seas
The following table highlights some of the major benefits and constraints involving an
alliance with a major intellectual property provider.
Benefits/Drawbacks With Intellectual Property Provider
Benefits Drawbacks
Name recognition High cost of entering the market
High end appeal Cost of intellectual properties
Perceived as a broad market attractor Challenges with approval process
Excellent merchandising opportunities Restrictions on property usage
Use of property is high Forced to use partner vendors/suppliers
Expanded marketing opportunities
Opportunity of numerous Must adhere to restrictions/parameters
attractions/shows
Source: Baker Leisure Group
There are also certain benefits and constraints resulting from not having links with an
intellectual property provider. The following section outlines them.
Benefits Of Not Having Intellectual Property Links
Theming When theming a facility, the developers have the opportunity to take
advantage of formulas that have been successful in non-linked facility environments.
This allows a wide range of creative opportunities without the threat of interference by a
property owner.
Cost of Entry Without a major intellectual property provider, the cost of entry into the
market is lower. The developers are not required to pay large sums of capital to secure
the rights to utilize a certain piece of intellectual property; therefore this capital can be
utilized in other areas in the development of the facility.
Constraints Imposed By Not Having Intellectual Property Links
Name Recognition Because a facility without links will more than likely have no name
recognition value (unless it is a spin-off of an already existing facility), this creates the
need for more intense media exposure to create the name awareness and general
education of the public on the type of product and experience that is being offered. This
will drive a higher advertising and promotional budget. In addition, it will be necessary
to run more promotions perpetually because there will be no ancillary publicity through
multimedia outlets as there are typically associated with characters, etc.
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September 2004
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Savage Creatures of the Ancient Seas
Merchandising The facility would have to develop a merchandise label from the
beginning. Start-up costs and vendor development would take time and money. In
addition, there are no historical references to what type of merchandise will be a
success and what will be a failure. Therefore, it is a risky and potentially very costly
learning curve to develop.
Theming Without an intellectual property link, the themes are somewhat more "off-the-
shelf' which often lacks continuity.
Cost of Development In order to create a unique experience, which will be necessary
to create a market demand and remain competitive, it usually will require higher capital
investments, e.g. the latest technology.
Benefits/Drawbacks Without Intellectual Property Provider
Benefits Drawbacks
Theming without third party interference Lack of name recognition
Lower cost of entry Merchandise start up costs are higher
Theming would not be as consistent
Cost of development for unique
experience is higher
Source: Baker Leisure Group
In 2003, Amusement Business, a trade publication, conducted a survey of 24 visitor
driven attractions, ranging from Walt Disney operations to small-scale local based
amusement facilities, representing the industry in both capital investments and
geographical location.
BLG used the information from this survey and separated the facilities into two
categories: those that have linkages to intellectual property characters, be it third party
or part of the corporate property, and those that were stand alone properties with no
nationally known characters. The separation was basically equitable, each class having
about the same number of properties surveyed. A comparison was completed between
the different sources of revenue to further quantify the differences between those parks
where the linkages are present contrasted with those parks that do not have the
linkages. The results are presented in the following table.
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September 2004
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Savage Creatures of the Ancient Seas
Comparison -IP Parks Versus Non - IP Parks
Revenue Source
IP
No IP
Variance
% Difference
Adult Admission
$49.40
$35.21
$14.19
40.3%
Child Admission I $38.20 I $22.20 I $16.00 72.0%
I
Parking I $8.40 I $5.89 t $2.51 42.5%
HotDog $2.85 $3.01 i -$0.16 -5.4%
Burger $3.25 $3.79 , -$0.54 -14.2%
i --\
Fries $2.45 $2.34 $0.11 4.6%
I I
- - a
-;
--i
,
---j
T-shirt
$2.10
$11.80
$238.70*
$2.28
$11 .34
$0.18
$0.46
7.6 Va
J
I
~
i
Soft Dnnk
4.0%
Total 2003
!
$175.00 _~L
$63.70
36.4%
Source: Amusement Business, Baker Leisure Group
'Family of four
When comparing those facilities that have the linkages with intellectual property versus
those that do not, the linked parks command on average a higher price in every revenue
category than those that do not. Overall, there is a 36% difference in income to the
favor of those facilities that are linked. Depending on the licensing rights, this could
represent a substantial incremental return on investment.
The BLG study team recognizes that the estimated ticket charge and overall
experience, including the length of stay, will be shorter than larger attendance driven
facilities, it must be noted that the impact of a branded partner would still present a
strong opportunity for the proposed Savage Creatures of the Ancient Seas. It would
positively impact attendance and spending and lend the opportunity to continually
evolve the facility to attract repeat visitation within the residential market. The BLG
study team believes that the strongest partners include National Geographic, Discovery,
Learning Channel, and Animal Planet.
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September 2004
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Savage Creatures of the Ancient Seas
SECTION SIX: ESTIMATED ATTENDANCE & ECONOMIC AND PERFORMANCE
PARAMETERS
To estimate attendance for the facility, BLG attempted to evaluate capture rates at
similar venues relative to their total market size. Capture rates were derived from data
provided by developers, managers and industry sources familiar with the venues.
It should be noted that "reported" attendance figures include comparables, school
groups and other categories, therefore, these capture rates are only a starting point
from which a subjective analysis is undertaken. The following table presents capture
rates and estimated attendance for the proposed project.
Capture Rates and Estimated Attendance
Range 1 Range 2
Resident Market 10% 14%
Tourist Market 0.08% 1.0%
Estimated 674,800 917,000
Attendance
Source: The Baker Leisure Group
For the purpose of financial estimates, the BLG study team utilized the low range of
attendance projections of 680,000.
Savage Creatures of the Ancient Seas will present an experience that is unique in
content and functionally similar to the characteristics of other attractions in South
Florida. Therefore, several of the financial parameters will be based on the assumption
that Savage Creatures of the Ancient Seas will be subject to similar performance
measures. The primary sources of income will result from spending on admissions,
food and beverage, and merchandise and other souvenir items.
Other revenue sources may result from utilization of the facility as a special events
venue. These opportunities include renting the facility to a group for a private function
and use of specific areas of the attraction by television or film crews as a backdrop or
setting. In addition, sponsorship revenue, in-kind, cash contribution, joint marketing,
strategic alliances, and other forms of corporate relationships present additional
opportunities to minimize operating expenses as well as contribute to net income.
Finally, based on the overall concept and guest experience, there could also be a photo
opportunity.
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September 2004
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Savage Creatures of the Ancient Seas
Per Capita Spending
Per capita spending is defined as the total amount of spending per person for each
attendee during the course of one calendar year. This typically includes admission
revenue, merchandise revenue, and other sources of revenue. Although spending will
vary depending on the individual, the calculation of per capita spending is considered an
average statistic. The methodology dictates that each revenue stream is compiled into
the appropriate category and then divided by the number of total visitors, including
group and school tours, complimentary admission, and individual admission. Estimated
per capita spending is applied to the attendance, which will result in estimated operating
revenues.
Admission is typically the largest component, representing up to 75 percent of per
capita spending. In calculating admission per capita, the true ticket price is discounted
from 25 to 40 percent to account for children and discounted sales, complimentary
passes, and other discounts and pricing strategies employed by the attraction. The
actual weighted admission per cap is calculated later in this section.
Merchandise includes all types of products sold within the facility and can include
apparel such as t-shirts, polo shirts, hats, and hard goods with the project's logo. The
performance of merchandise sales can be directly correlated to the intellectual property
that is utilized. This also varies at high degrees, based on the popularity and exposure.
Using Disney parks as an example, they tend to have the highest performing retail
locations of any attraction as measured by "sales per square foot". A primary factor is
that their intellectual property is world-renowned. Therefore, a key component of the
Savage Creatures of the Ancient Seas merchandise program will be its ability to
capitalize on the logos associated with potential intellectual property partners such as
National Geographic and Discovery.
Other revenue sources could include a souvenir photo opportunity, which could include
a "digital" photograph or traditional 35mm photograph. Digital is "green screen"
technology where the guest's image is placed into a fantasy environment through
computer manipulation. A traditional 35mm photo captures a guest in a highly desirable
component of the attraction.
Weighted Admission Price
The following table outlines the calculation of the weighted admission prices for each of
the categories of admission. The weighted price will be utilized in the attendance per
capita model to determine overall admission per caps. Categories of admission include
full price, discounted, packages, school groups and other groups. Discounted tickets
are intended to facilitate an aggressive resident capture program and discounting during
periods of low demand. The category "pre-sales" is intended to facilitate a pre-sales
campaign not only to the visitor but also through other wholesalers or distribution
networks typically utilized by themed attractions.
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September 2004
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Savage Creatures of the Ancient Seas
The "packages" category is intended to capture packages that include a Savage
Creatures of the Ancient Seas ticket combined with another area attraction, an
independent food experience, and transportation to create a package of sufficient value
to market effectively to groups. The actual "group" category is not expected to be a
large percentage of total attendance since Savage Creatures of the Ancient Seas as a
standalone visit may not be attractive to group operators due to its low admission
charge and thin margin for offering incentives and compensation to group operators.
The "discounts" category is for capturing coupons and other incentive programs offered
in-market or out-of-market.
WEIGHTED ADMISSION PRICE
Category
Packages
Groups
Discounted, Coupons, Vouchers
Full Price Admission
School Groups
% Adult % Child
70% 30%
80% 20%
65% 35%
65% 35%
100%
Price Adult
$12.95
$12.25
$12.25
$14.95
Price Child
$8.95
$8.25
$8.25
$10.95
$6.50
Weighted Price
$11.75
$11.45
$10.85
$13.55
$5.48
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September 2004
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Savage Creatures of the Ancient Seas
Admission Per Capita
The following model utilizes the weighted per caps developed above coupled with the
attendance targets by category to arrive at a total overall weighted per cap for
admission revenue. Note that the food and beverage and merchandise per cap are
lower than typical entertainment driven facilities. The reason is that the length of stay at
this facility will more than likely be less than three hours and therefore will not be able to
capture a food and beverage experience from every visitor. This serves to drive down
food and beverage per cap spending. Additionally, the retail per cap reflects a lower
than average because of the educational component. Because there is an educational
component, some of the attendance will be driven from school groups and other, which
are not typical purchasers of merchandise on site. This also serves to drive
merchandise per cap lower.
DERIVATION OF ADMISSION PER CAPITA & TOTAL PER CAP SPENDING
Estimated Attendance
680,000
Ticket Type
Packages
Groups
Discounted, Coupons, Vouchers
Full Price Admission
School Groups
% of Attendance
3,0%
4.0%
41.5%
50.0%
1.5%
Ticket Type
Packages
Groups
Discounted, Coupons, Vouchers
Full Price Admission
School Groups
Per Capita
$11.75
$11.45
$10.85
$13.55
$5.48
Total Admissions Revenue
Estimated Attendance
Admissions Per Capita
Food ServiceNending
Merchandise
Total Per Capita Spend
Total Estimated Revenue
Attendance by Category
20,400
27,200
282,200
340,000
10,200
Estimated Revenue
$239,700
$311,440
$3,061,870
$4,607,000
$55,845
$8,275,855
680,000
$12.17
$1.50
$2.25
$15.92
$10,825,855
Note that the financial estimates do not include corporate parties, facility rentals,
sponsorship, and other revenue sources not correlated with attendance.
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September 2004
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Savage Creatures of the Ancient Seas
Financial Estimates - Expenses
Operating expenses were derived from local characteristics, industry averages for
similar attractions and a subjective assessment of the proposed attraction. Several
categories are shown as a percentage of total revenue. It should be noted that within
each component there are inherent variables, and a more narrow definition of operating
costs should be determined at a later phase in the development process. Specific
categories include Cost of Sales, Advertising & Promotion, Capital Reinvestment
(Capex), Communications, Insurance, Land Lease Payments, Maintenance & Repair,
Other, Royalty Fee Iwerks/Simex, Supplies, Utilities, and Wages-Salaries-Benefits.
Fiscal Year of
Operations
OPERATING REVENUE $10,825,855
TOTAL OPERATING COSTS
Cost of Goods Sold
Food Service/Vending 34% $346,800
Merchandise 50% $765,000
Total $1,111,800
Gross Operating Revenue $9,714,055
Operating Costs
Advertising and Promotion 10.0% $1,082,586
Capex 5,0% $541 ,293
Communications 2.0% $216,517
Insurance 3.0% $324,776
Land Lease Payments $0
Maintenance and Repair 5.0% $541 ,293
Other 4.0% $433,034
Royalty Fee - Iwerks/Simex 0.3% $27,065
Supplies 3.0% $324,776
Utilities 5.0% $541 ,293
Wages, Salaries, Benefits 25.0% $2,706.464
Total $6,739,095
Net Operating Income (EBDITA) $2,974,960
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September 2004
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Savage Creatures of the Ancient Seas
Financial Summary
At approximately 680,000 annual visits, gross admissions revenue is estimated to be
$8.275 million, food and beverage at $1.020 million, and merchandise at $1.53 million
for total gross revenue of $10.825 million. Expenses including cost of sales at $1.1
million, and operating costs at $6.739 million results in "earnings before depreciation,
interest and taxes (EBOITA) of approximately $2.974 million.
Warranted Investment
An important component of a project's feasibility is the calculation of warranted
investment. For the purpose of this study, warranted investment is defined as the total
amount of capital that should be committed to the project based upon the project's
ability to adequately service both the operating costs of the facility and a return on
investment. The intent is to establish an initial project budget that sets forth the
maximum amount of capital that is available for all of the hard costs and soft costs
anticipated for the full development of the attraction. The design team must adhere to
this design budget if the attraction is expected to meet its annual financial obligations
once the facility is constructed.
The warranted investment level was calculated by using a mortgage constant method.
The warranted investment is driven by total revenue, which consists of admissions,
merchandise spending, and special events/functions. Total revenue minus the
estimated operating costs for the facility equal the earnings before depreciation,
interest, taxes, and amortization (EBOIT A). The following table presents the warranted
investment level for the project at 20 to 30 year terms and cost of debt between 5% and
15%. Based on the mortgage constant, the calculated warranted investment for the
project is $18.6 to $45.7 million. The ranges are presented within the following table.
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September 2004
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Savage Creatures of the Ancient Seas
WARRANTED INVESTMENT
Mortgage Constant Method
EBDITA Stabilized Year $2,974,960
Years 20
5.0% 0.080243 $37,074,581
7.5% 0.098092 $30,328,207
10.0% 0.117460 $25,327,514
12.5% 0.138096 $21,542,738
15.0% 0.159761 $18,621,262
Years 25
5.0% 0.070952 $41,928,925
7.5% 0.089711 $33,161,721
10.0% 0.110168 $27,003,833
12.5% 0.131943 $22,547,239
15.0% 0.154699 $19,230,587
Years 30
5.0% 0.065051 $45,732,431
7.5% 0.084671 $35,135,430
10.0% 0.106079 $28,044,696
12,5% 0.128760 $23,104,665
15.0% 0.152300 $19,533,529
The Baker Leisure Group Team
September 2004
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Savage Creatures of the Ancient Seas
SECTION SEVEN: FINANCIAL ALTERNATIVES AND STRUCTURE
Introduction
The proposed Savage Creatures Facility offers the City of Boynton Beach, Florida, a
dual opportunity: to educate and entertain individuals, students and families about
animals and fish from our remote past while improving a site along the city's coast.
Conway Company offers the following observations and recommendations about
making this dream a reality focused upon mission achievement, financial stability, and
stewardship.
Organization & Governance Issues
A museum or other attraction may be organized and governed in several ways.
Excluding for-profit entities, attractions may be a division of city, county, state or
metropolitan governments, a separate 501 (c) 3 non-profit organization or a "blended"
organization which features "ex officio" seats on the governing board for designated
governmental officials.
If operated as a division of local government, the entity is a department. It operates with
a specific budget, employees are generally accorded civil service status and benefits
and it is subject to periodic review by the city councilor county commission. Examples
include many parks and recreation departments, some stadium facilities and other
attractions such as Airlie Gardens of Wilmington, North Carolina.
If an attraction is organized as a separate 501 (c) 3 non-profit organization, it has
received such tax-exempt status from the Internal Revenue Service (IRS) and has filed
as such a corporation in a particular state. While state requirements vary, Florida
requires an organization to have a charitable purpose(s), a separate Board of Trustees
and to file an annual financial report (Section 496.407, Florida Statutes). See Appendix
A. Governance resides with the Board of Trustees who are to act as responsible
stewards. Examples include many hospital foundations and attractions such as the
presidential libraries, Indiana State Museum, National Underground Railroad Freedom
Center, Norfolk Botanical Garden and the Texas State Aquarium.
A "blended" organization is one which is organized as a 501 (c) 3 with the additional
provision for a number of Board appointments to be held by specific governmental
officials. A majority of the Board is selected from community members, with the "ex
officio" members being a minority. Such a provision permits governmental agencies
continuing representation and active oversight. Examples include many airport boards,
the Cincinnati Parks Foundation and the Columbus Zoo and Aquarium.
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September 2004
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Savage Creatures of the Ancient Seas
Practical Considerations
Contemplating and determining which legal entity is most appropriate for operations,
governance and fund-raising purposes can be confusing. The following checklist may
be helpful in evaluating the Savage Creatures project.
Current Needs vs. Future Growth
The proposed facility, staff and operations may be understood and approved by all
stakeholders. Current plans may be supported by officeholders, residents, and business
leaders. If such is the case, an argument could be made for operating Savage
Creatures as a department of local government. It could be operated within the current
city administrative structure with the Executive Director serving at a director or deputy
director level. While appealing from a time management and personnel standpoint. this
solution may not have positive long-term effects. For example, a new set of city/county
officials could view Savage Creatures much differently, the attraction could be subject to
general budgetary woes, or the desire for additional privatization could overwhelm the
project.
Tax Support (Levy, Sales and/or Bonds)
If Savage Creatures is to obtain significant public financial support in the form of a tax
levy or issuance of bonds for capital or operating funds, it would appear appropriate to
have a broad base of support garnered through an independent Board or some other
Advisory Board which is not associated with local government. Having such a Board
approve the financial plans and be willing to carry the message to voters is the key.
Donor Intent
Donors need to believe that their gift will be accepted and used according to their
wishes. They want to be assured that a major contribution will go directly to the
charitable organization before committing or signing a Letter of Intent. Some donors will
refuse to give to any governmental or semi-governmental entity. This factor needs to be
considered and appreciated by all parties. Appropriate Gift Acceptance Policies should
be in place to protect Savage Creatures from unwanted or dubious gifts. See Appendix
B for a sample set of Gift Acceptance Policies.
Transparency & Stewardship
Recent scandals in both the corporate and non-profit sectors have resulted in donors,
foundations and businesses seeking more and better information about financial,
programmatic and fund-raising issues. Donors expect transparency. Any hint of
cronyism, favoritism or sexual misdeeds by staff or volunteers will quickly remove a
non-profit from consideration. Stewardship refers to the practice of caring for,
conserving, preserving, and achieving the mission of an organization. For a non-profit,
stewardship takes on a special meaning. Staff and volunteers are expected to act
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September 2004
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Savage Creatures of the Ancient Seas
carefully so as to better society according to the charitable mission. Savage Creatures
eleemosynary mission of education, information and conservation needs to be weighed
against the realities of operating the physical plant, upgrading exhibits and maintaining
the site. Each of these needs will be greatly impacted by the amount of money available
on an annual basis and having a proper endowment to ensure the facility's future.
Likely Revenue Sources for Savage Creatures
Museums, zoological parks, aquariums and other similar attractions have need for
annual operating income, capital expenditures (every eight to ten years) for expansion,
renovation and new exhibits, and an endowment fund to provide a cushion against
downturns in attendance, seed money for new programs and to provide a firm financial
foundation for the organization. Here, in outline format, are likely sources of gifts for
each category.
Annual Fund (Operating support, excluding ticket sales and gift shop receipts)
1. Annual campaign: Target individuals and businesses for an annual gift, using
personal solicitation, direct mail and on-line methods. For the first three years
consider using acquired lists to augment Savage Creatures' own database,
2. Memberships: Offer membership packages at various price points, e.g.$35-$500,
with different benefits attached; very good as gifts and for residents of Florida,
thereby encouraging multiple visits each year. Useful for capturing marketing data
from visitors.
3. Corporate sponsorships/cause related marketing: Senior management should
develop a plan to promote corporate involvement within the dual mission's of
education and entertainment. Look to establish relationships with a small number of
high quality sponsors. BLG and Conway Company can be particularly helpful in this
area.
4. Special events: Due to the nature of the venue Savage Creatures can be the host
for events, which represents revenue, and it can hold fund-raising events for its own
benefit. Careful planning to avoid conflicts with other non-profits is crucial to
success.
Capital Campaign
1. Individuals/families: In American philanthropy over 83% of gifts come from
individuals. Savage Creatures will need to conduct extensive prospect research and
prospect review to evaluate top donor prospects for a capital campaign. Identifying
and cultivating the top prospects will be especially important in the museum's first
campaign.
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September 2004
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Savage Creatures of the Ancient Seas
2. Corporate donors: Corporations and businesses in southern Florida and other
selected prospects should be solicited. The campaign's leadership will prove
essential in bringing these gifts into the fold.
3. Foundations: Both private foundations and family foundations are good prospects.
Donor research will confirm those foundations, which are likely contributors; most
have specific forms to complete and deadlines for submission.
4. Public support: Conway Company strongly recommends positioning a capital
campaign as a public-private partnership. Once a decision is made about the size
and timing of a campaign, the Board and senior management should begin using all
their contacts to identify and promote public support from local, county, state and
federal sources.
Endowment Fund
Those donors most closely aligned to a non-profits mission are often the best prospects
for an endowment gift. A person that is a consistent supporter, volunteer or Board
member emeritus should be approached about a planned gift or an endowment gift paid
over several years. Museums should not be shy about discussing endowment needs.
The museums of today exist through the generosity of earlier families and donors.
Unfortunately some recent examples indicate a lack of awareness by senior staff and/or
the Board about the importance of endowment funds. The Rock & Roll Hall of Fame,
which opened in 1995, has no endowment; the National Underground Railroad
Freedom Center, which has raised $110 million, has only a $2 million endowment.
Savage Creatures should consider including a specific endowment goal as part of a
capital/endowment campaign.
Recommendations
1. Promote open communications between and among all stakeholders. Prepare a
detailed communications strategy designed to share as much data about the project, as
soon as possible.
2. Establish a 501 (c) 3 non-profit corporation to be responsible for accomplishing the
mission and guide the strategies, operations and programs of the proposed facility.
Recruit a Board of Trustees composed of fifteen to twenty-five members with at least
these committees: Executive, Finance, Marketing and Development. Write a set of
Bylaws to guide the new organization. See Appendix C.
3. Seek to establish the project as a worthwhile public-private partnership for Boynton
Beach and the entire state of Florida. Make early contacts with school districts,
community colleges, public broadcasting stations and other non-profit and for profit
attractions.
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September 2004
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Savage Creatures of the Ancient Seas
4. Depending upon the funding model adopted, conduct a planning study in late 2004-
early 2005 to test the size and breadth of financial support from both the private and
public sectors, confirm understanding of the overall set of objectives, determine if
campaign leadership is available and evaluate the impact of likely competing
campaigns. Explain both capital and endowment needs within the Preliminary Case for
Support.
5. Establish Gift Acceptance Policies and Procedures. Three important items are:
pledge payment period (three to five years), types of gifts to be accepted and active
encouragement of bequests to Savage Creatures.
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September 2004
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Savage Creatures of the Ancient Seas
SECTION EIGHT: FINDINGS FROM APPLIED TECHNOLOGY & MANAGEMENT
ADDRESSING THE FEASIBILITY OF SITE A
Summary
The over-water sitting of the exhibit is considered feasible with challenges, although
possible, in terms of gaining regulatory approval from the State and Federal Agencies.
Under consideration by agencies are such factors as minimization of impacts to surface
waters or wetlands and clearly demonstrating that the proposed activity(s) have been
located within existing uplands to the maximum extent possible. The mitigation for any
remaining impacts such as elimination of wetlands or shading submerged aquatic
vegetation will be subject to the criteria in Chapter 62-345, F.A.C., Uniform Mitigation
Assessment Method. Any shading of submerged aquatic vegetation will heighten the
concerns of the Florida Fish and Wildlife Conservation Commission for potential
adverse impacts to manatees.
Regulatory Feasibility
The placement of pile-supported structures in the Lake Worth Lagoon will require
separate permits from the South Florida Water Management District (SFWMD) for the
state of Florida and the U.S. Army Corps of Engineers (ACOE) for the federal
government.
The application is submitted to the SFWMD who will forward a complete copy to the
ACOE for processing. These are separate applications and are subject to differing
issues of concern to both the state and federal agencies. These concerns and interests
must be satisfactorily addressed during the application process to obtain the necessary
approvals to construct the proposed improvements. Separate permits will be issued by
the state and federal agencies.
A pre-application meeting with both the state and federal permit agencies should be
held prior to submittal of the ERP application. The purpose of the meetings is to
present the preliminary design and to receive comments and/or concerns from the
agencies.
The Baker Leisure Group Team
September 2004
Page 27
Savage Creatures of the Ancient Seas
State of Florida
The state ERP application is a request for two separate authorizations, a water quality
permit and authorization to use state-owned submerged lands. Separate Florida
Statutes and administrative codes (rules) govern the two authorizations. However, the
State of Florida stated in an April 30, 2002 title determination that the submerged lands
at the project site were excavated from historically upland areas. Therefore the state
will not claim ownership of the submerged lands and approval to use state owned lands
is not required. The ERP application will be a request for a state regulatory/water
quality permit only.
The water quality permit application is governed by the rules of the SFWMD which
includes the "Basis of Review for Environmental Resource Permit Applications" (BOR).
The permit process is used to evaluate a project's potential to impact water quality,
aquatic and wetland resources, endangered species, navigation, secondary and
cumulative impact among other issues of concern to the state of Florida. The
evaluating criteria can be found in section 4.0 Environmental Criteria, BOR.
The first consideration by the SFWMD is whether the application has eliminated or
minimized impacts to surface waters or wetlands and any remaining impacts have been
offset by appropriate mitigation (section 4.2.1, BOR). The applicant will need to clearly
demonstrate that the proposed activity (s) have been located within existing uplands to
the maximum extent possible. The mitigation for any remaining impacts such as
elimination of wetlands or shading submerged aquatic vegetation will be subject to the
criteria in Chapter 62-345, F. A. C., Uniform Mitigation Assessment Method. Any
shading of submerged aquatic vegetation will heighten the concerns of the Florida Fish
and Wildlife Conservation Commission for potential adverse impacts to manatees.
The application will need to address short and long-term water quality issues. The
short-term considerations primarily deal with the construction of the proposed structures
and include turbidity controls, oil and greases from the equipment, prop dredging and
fuel spoils (section 4.2.4.1, BOR). Long-term water quality concerns will primarily
involve sewage treatment, solid waste disposal and potential leachate from treated
pilings and decking (Section 4.2.4.2 and 4.2.4.3, BOR).
The application will need to include the proposed parking area and stormwater
treatment system. The proposed museum roof is considered an impervious area and
the stormwater runoff will also need to be treated.
Ownership of the submerged lands at the project site eliminates the need to obtain state
authorization to use state owned lands and the difficulties with the non-water dependent
nature of the facility. However, it is very likely that the ERP permit application process
will still need to address the non-water dependent issue from a resource/water quality
standpoint. Sufficient justification will need to be presented in the application that
clearly demonstrates that locating structures over the surface waters will not adversely
affect water quality and will reduce impacts to wetlands. The information provided will
The Baker Leisure Group Team
September 2004
Page 28
Savage Creatures of the Ancient Seas
need to be sufficient to overcome the general reluctance and concerns of the state
agency to permit buildings over a surface waters and wetlands. Numerous agency
requests for additional information and/or clarification (RAI) can be expected during the
process. These RAl's will lengthen and increase the effort necessary to complete the
application in order for the agency to make a determination to issue or deny the request.
Federal Permits
A Section 10 of the Rivers and Harbors Act permit from the ACOE is required to
construct the museum in or over any navigable water of the United States. The ACOE
cannot issue a permit until the state issues its permit, which constitutes water quality
certification. The ACOE has numerous memoranda of agreement with commenting or
environmental resource agencies such as the U.S. Fish and Wildlife Service, National
Marine Fisheries Service and US Environmental Protection Agency. Once an
application is complete the ACOE will send the application to the commenting agencies,
issue a public notice, and solicit comments from sections (e.g., navigation, construction)
within the ACOE. The applicant will be responsible for responding to the
comments/concerns submitted by the commenting agencies.
Two issues that will need to be addressed are the setback requirements from the
adjacent Intracoastal Waterway channel and shading affects of the building on essential
fish habitat.
The standard setback criterion for all structures in the Intracoastal Waterway is 100 feet
from the "near bottom edge" of the channel (ACOE, Memorandum for Record 23
November 1998, Section 4 Criterion). The ACOE and local sponsor will individually
review any structures within the 100-foot setback. Variance may be granted if a
demonstrated need can be made to extend within the setback. A variance closer than
62.5 feet will not be allowed for structures that will not be used to dock a vessel. In
order for the ACOE to determine the setback conditions the applicant will need to supply
the X & Y State Plane Coordination Points (X&Y's) for the most waterward points of the
structures. Based on the data provided, this setback will be violated in this case;
however, the bank and structures to the north and south follow the same setback so an
argument can be made for a variance.
The determination as to whether the project will affect essential fish habitat rests with
the National Marine Fisheries Service (NMFS). These determinations are made on a
case-by-case basis and it is not possible to reasonably predict the possible ramifications
of NMFS comments. A worst-case scenario would be for the comments to state that the
pile supported museum shading will adversely affect essential fish habitat and therefore
the permit should be denied. The NMFS or the applicant may propose mitigation for all
of the shading impacts to offset these impacts if all parties can agree on the appropriate
type and size of mitigation.
In summary, the sitting of the museum at this over-water location will be difficult to
permit; however, as the project progresses and with proper mitigation and public
interest arguments, it may be possible.
The Baker Leisure Group Team
September 2004
Page 29
Savage Creatures of the Ancient Seas
SECTION NINE: CONSTRUCTION ESTIMATES
Based on the designs completed by Currie Partnership, Cumming McGillivary
developed two separate estimates: one based on Site A requirements and the other
based on Site B requirements. The variance between the two locations is estimated at
$5.3 million. That is: to develop the project on Site A, it would require an additional $5,3
million, primarily allocated toward infrastructure. The estimates are presented in the
following tables.
The Baker Leisure Group Team
September 2004
Page 30
Savage Creatures of the Ancient Seas
SITE A ESTIMATES
Building Footprint
Total Square Foot Area
Exhibit / Exhibition Area
24,949
40,491
14,641
Division
Total
01 - General Conditions
02 - Sitework
03 - Concrete
04 . Masonry
05 - Metals
06 - Wood & Plastics
07 - Thermal & Moisture Protection
08 - Doors & Windows
09- Finishes
10 - Specialties
11 - Equipment
12 - Furnishing
13 - Special Construction
14. Conveying
15 - Mechanical
16 - Electrical
$97,979
$6,809,000
$3,886,247
$44,438
$1,857,584
$502,260
$212,414
$482,300
$2,020,217
$86,273
$184,278
$43,251
$3,800,000
$49,600
$608,877
$755,288
Net Costs Subtotal:
$21,440,008
Contractor General Conditions
9% $1,929,601
$23,369,608
2,5% $584,240
8.4% $1,963,047
$25,916,896
4,25% $993,208
9% $2,103,265
Total Hard Costs $29,013,369
5% $1,450,668
5% $1,450,668
5% $1,450,668
Project Total: $33,365,374
Facility Permit Fee
Const. Mgr. Construction Phase Fee
Subtotal Construction Hard Costs
Project Management
Design Fees
Design Contingency
Post Contract Change Order Contingency
Owner's Discretionary Contingency
The Baker Leisure Group Team
September 2004
Page 31
Savage Creatures of the Ancient Seas
Building Footprint
Total Square Foot Area
Exhibit / Exhibition Area
Division
SITE B ESTIMATES
01 - General Conditions
02 - Sitework
03 - Concrete
04 - Masonry
05 - Metals
06 - Wood & Plastics
07 - Thermal & Moisture Protection
08 - Doors & Windows
09- Finishes
10 - Specialties
11 - Equipment
12 - Furnishing
13 - Special Construction
14 - Conveying
15 - Mechanical
16 - Electrical
Contractor General Conditions
Net Costs Subtotal:
24,949
40,491
1 4,64 1
Total
$97,979
$1,597,274
$3,563,776
$44,438
$2,033,084
$19,800
$266,533
$482,300
$2,020,217
$86,273
$199,278
$43,251
$3,800,000
$49,600
$3,047,003
$789,463
$18,140,269
9%
$1,632,624
$19,772,894
Facility Permit Fee
Const. Mgr. Construction Phase Fee
Subtotal Construction Hard Costs
Project Management
Design Fees
Design Contingency
Post Contract Change Order Contingency
Owner's Discretionary Contingency
The Baker Leisure Group Team
September 2004
Page 32
1.75%
8.4%
4.25%
9%
$346,026
$1,660,923
$21,779,842
$840,348
$1,779,560
Total Hard Costs $24,399,751
5%
5%
5%
Project Total:
$1,219,988
$1,219,988
$1,219,988
$28,059,713
Savage Creatures of the Ancient Seas
SECTION TEN: SITE EVALUATION BY EDSA
Site Location
As part of the CRA's initial study for the development of the Savage Creatures of the
Ancient Seas visitor facility, the design team evaluated two sites located with in the City
of Boynton Beach, Florida.
Site A, the primary site identified in the initial study, is approximately 6.8 acres in size
and is located one block east of Federal Highway at the end of Boynton Beach
Boulevard (NE 2nd Avenue) within the Intracoastal Waterway and existing mangrove
nature walk. Site B, approximately 12.5 acres in size, is a three-block parcel located
within the civic core of Boynton Beach just south of City Hall. The site is bordered by
Seacrest Boulevard to the West, South East 1st Street along the East and South East 2nd
Avenue along the South edge of the site.
Site Selection
When the study team visited the two sites, specific criteria were used in their overall
evaluation. These included:
1. Property Availability.
2. Location.
3. Accessibility.
4. Compatibility with adjacent land uses/properties.
5. A vailable existing utilities and infrastructure.
6. Scenic views and vistas.
7. Visual quality of site.
8. Noise intrusion.
9. Constructability relative to existing topography.
10. Existing soil conditions.
11. Surface drainage.
12. Specific climatic issues.
13. Natural ecological interest.
14. Wildlife or ecological sites/impacts.
15. Historical/Cultural significance.
16. Compatibility with existing zoning/land use regulations.
17. Permitting feasibility.
Neighborhoods & Districts
In support of the neighborhoods and cultural districts identified in the "Boynton Beach
20/20 Redevelopment Master Plan," Site B is centrally located within the Ocean District
and adjacent to the Central Heights Neighborhood. Also, located directly adjacent to
the Boynton Beach downtown core, the Ocean District serves as a gateway into the
downtown area as well as support of the Federal Highway Corridor.
The Baker Leisure Group Team
September 2004
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Savage Creatures of the Ancient Seas
Further investigation into the Ocean District revealed The Ocean District Community
Redevelopment Plan illustrating alternate conceptual plans for the development of the
Site B. As the development of the Boynton Beach Boulevard Corridor continues to
improve from 1-95 to City Hall, and along Seacrest Boulevard from the northern Central
Business District, Site B provides the exciting potential for the Savage Creatures facility
to become an 'anchor' destination attraction. In addition, the site can serve as a
gateway into the surrounding neighborhood and districts.
Zoning Evaluation
The main zoning classification for Site B is "Public Usage District" (PU) and "Recreation"
(REC). Public Use Districts (PU) are those areas within the city whose ownership
and/or operation is public or whose use is largely publicly or institutionally oriented,
exclusive of those areas whose use is primarily recreational. Uses permitted within this
zoning district are typically:
. Public buildings and facilities (city hall, public schools, police and fire stations,
libraries, public utilities and cemeteries)
. Private or semi-private institutions (hospitals, utilities, and non-profit facilities)
. Other governmental agencies (postal, administrative or regulatory services)
. Telecommunication Towers
Recreation (REC) is those areas that are intended to apply to all existing and proposed
recreational areas that are not located in planned unit developments (PUD). The
specific intent of these regulations is to help preserve current recreational use and the
use of these as recreation in the future. Uses permitted within this zoning district are
typically:
. Public, private and semi private recreation areas (including parks, playgrounds,
clubs and golf courses)
. Non profit entertainment and athletic facilities (beaches, marinas, campgrounds,
stadium and playing fields, swimming pools and community centers)
. Water based activities (incidental to the use of the Intercoastal waterway and the
waters and shores of Lake Worth)
. Preservation and Conservation
Conditional Uses are allowed within Recreation (REC) districts. Only those profit or non-
profit uses or enterprises that are considered ancillary to any of the above permitted
uses.
It was found that both zoning classifications REC & PU are compatible with the intended
use of Savage Creatures Land Use with only slight addendums to the zoning possibly
needed.
The Baker Leisure Group Team
September 2004
Page 34
Savage Creatures of the Ancient Seas
The surrounding zoning classifications of site B include: "Community Commercial" (C3)
located to the north of the site at City Hall, Multi-family (R3) to the western side and
north eastern side and "Single Family" (R1A) to the south eastern corner of the
proposed site. Upon reviewing the Boynton Beach Boulevard Corridor Plan, the current
future-zoning plan is changing the City Hall - C3 classification defined in the City's
Growth Management Plan to mirror its land use as "Public & Private
Governmental/I nstitutional.
land Use Evaluation
Upon evaluation of the current land uses of Site B, the team was pleased to discover it
identified for Public Use. According to the Boynton Beach, Florida Code of Ordinances,
uses typically include Public buildings, private or semi-private institutions, and
governmental agencies. The following neighboring uses are considered compatible
with the project and this use:
· Single family & Multi-family residences
· Medical offices
· Law offices
· Church
. City Hall
· Police Headquarters
· Museum
. Civic Center
· Library
. Arts Complex
· Shuffle Board Courts
Site Analysis
The intent for this portion of the site evaluation is to provide a general understanding of
the existing conditions of Site B. The inventory of site included analysis of vehicle traffic
circulation, parking, existing buildings, site vegetation, infrastructure and utilities.
Circulation and Parking:
The study area consists of two major arterials: Seacrest Boulevard and Ocean Avenue.
Seacrest Boulevard is a major north-south access road connecting to other major roads
ands is considered the gateway to the northern central business district. It has four drive
lanes, a center turn lane, bike lanes and sidewalks. Ocean Avenue is an east-west
collector road connecting Site B west to the Intercoastal Waterway Bridge and provides
linkages to local beaches and state highway A1A. Recently Ocean Avenue's
streetscape has been redeveloped and improved with wider sidewalks. paving, banners
and site furnishings and decorative lighting to provide a "sense of place" for local
residence and visitors. Site B could potentially be the "east-west gateway" if the
streetscape was extended to the site. Other roads around the perimeter of the site are
The Baker Leisure Group Team
September 2004
Page 35
Savage Creatures of the Ancient Seas
mainly residential, some with paved sidewalks. Boynton Beach Boulevard, a major
east-west arterial roadway that provides an added benefit to Site B with its major exit at
1-95 giving great accessibility for visitors from to Miami all the way to Jacksonville to the
project.
Existing parking conditions were looked at as part of the site analysis. Adequate
surface and street parking is available for the Library, Arts Building, Civic Center and
Children's Museum. There is a public structured parking facility that serves City Hall
and the Boynton Beach police headquarters. Depending upon where the Savage
Creatures facility might be placed on Site B, structure parking will probably need to be
considered if additional land for parking could not be acquired nearby. Ideally, it could
be used jointly by the Library, Arts Building, Civic Center and Children's Museum.
Due to the potential added load to the surrounding streets of 680,000 visitors per year to
the Savage Creatures facility, further traffic and parking study is recommended to see if
the current roadway conditions can handle the projected capacities.
Existing Buildings & Vegetation:
Currently, there are several buildings located with in the three-block study area of Site
B, which are all in decent condition, however some architectural elements, quality
directional signage and vegetation are lacking.
The Old High School, owned by the City of Boynton Beach, is currently vacant and not
being utilized. It is has a unique Mediterranean architectural fa<;ade and portrays an
older collegiate style. This building, because of it's size and large open gymnasium
space, could lend it's self to being renovated into the future home of the Savage
Creatures facility or a new Civic Center should the Savage Creatures facility be
developed on the Civic Center site.
The existing Civic Center along Ocean Avenue is an older 1950's simple concrete block
constructed facility still utilized quite often with many youth related activities. This
building is also owned by the city and out of all the buildings on the site, lends itself to
being removed should the Savage Creatures facility be place on its site.
Located across the street is the old Schoolhouse Children's Museum. Once an early
1900's schoolhouse, it now houses a playful hands-on interactive experience for
children centered on local history. This facility would be the most compatible with the
proposed project and should be considered an asset.
Built in the early 1990's, the Boynton Beach Library is located on the southeast corner
of Site B. It stands out with its white modern concrete fa<;ade, windows and arched
entry structure.
The Baker Leisure Group Team
September 2004
Page 36
Savage Creatures of the Ancient Seas
Across from the library is the Arts Center. It is also a fairly discrete modern concrete
block constructed building. Here, many creative classes are available for children and
adults.
Other less prominent structures identified along SE 151 Street include Park Lake
Apartments, an older multi-level housing development and Club House structure for the
City's shuffleboard courts.
Existing Infrastructure and Utilities:
A strong asset to locating the Savage Creatures facility at Site B is the access to all
existing utilities needed for development. Since there are already existing utilities and
infrastructure in place around the site, tying in to them should not be difficult. Currently,
the City of Boynton Beach provides water and sanitary sewer services to the site.
Florida Power and Light provide electric power. They currently have already pre-
planned for future expansions in the area due to planned redevelopment projects that
may force increased demands on service.
Storm water around the site is maintained by the Florida Department of Transportation.
Storm water collected in area drains is released directly in to the Intercoastal Waterway.
This areas capacity is sufficient at this time and flooding is not a problem.
Site Photos
Several photos were taken of the two sites during the teams initial site visit. The
following images represent a preview of the site conditions observed.
· Site A
· Site B
Site B Summary
Location:
Size:
Owner:
Zoning:
three-city block parcel located just south of Boynton Beach City Hall
total 12.5 AC / Civic Center Parcel 3.5 AC / Old High School Parcel 4.2 AC
City of Boynton Beach
Public Use (PU) & Recreation (REC)
Advantages to the selection of this site include:
· Property currently owned by the city.
· Close proximity to Turnpike and 1-95
· Located along main traffic route down Ocean Avenue to Intercoastal bridge
· Located along main traffic route down Seacrest Boulevard to Central Business
District
· Relatively flat site for easy development
· Sizable buildable area for facility and associated parking
· Adjacency to Children's Museum and other Civic/Cultural community uses
The Baker Leisure Group Team
September 2004
Page 37
Savage Creatures of the Ancient Seas
. Potential reuse of existing old high school building
. No existing environmental restrictions (i.e. wetlands, mangroves, etc.)
. Water, sewer, electric and telephone utilities are available
. Mature existing tree canopy
. Compatible with the Ocean District Redevelopment Plan
. Compatible with current zoning classification
Disadvantages to the selection of this site include:
. Land/lot size is larger than required
. Site located adjacent to existing residential land uses
. Land area may be insufficient to meet on site parking requirements
. Parking structure may need to be considered to meet parking requirements
. Costs associated with possibly removing existing buildings
. Impacts to vehicular traffic on existing roadways
. The site is not adjacent to the Intercoastal Waterway as indicated in the story
content
The Baker Leisure Group Team
September 2004
Page 38
Savage Creatures of the Ancient Seas
SECTION ELEVEN: NEXT STEPS
The BLG study team is optimistic that if the Savage Creatures of the Ancient Seas
project is executed with the hybrid vision of entertainment and educational, it will be one
of the top attendance-driven facilities in South Florida. To develop this initiative, the
study team suggests the following next steps to opening. This follows the logical
progression of the development of attendance-driven attractions.
Solidify Political Support
In order for this project with potential economic benefit to the Boynton Beach MSA to be
implemented, it needs to be actively supported and promoted by key political figures
and community leaders. We believe project endorsement from the Governor,
Lieutenant Governor, legislative representatives, and local political leaders are desirous
in the initial development. The facility supports not only the area but also the State in
tourism and educational goals. Its economic impact can be significant, both directly and
indirectly.
Charge Governmental Agencies
The local governmental agency needs to be charged with the responsibility of achieving
the goal of making this project a reality within a defined time period. The Boynton
Beach Community Redevelopment Agency took responsibility for overseeing the
project's feasibility study, as well as seeking third party input that had experience in the
development of these types of facilities. A project task force comprised of
representatives from the most appropriate local agency or perhaps several agencies
should be established and charged with the responsibility for promoting the project. The
Community Redevelopment Agency and/or the City Council may be the appropriate
agencies to lead this change. The task force needs to be given the resources and
authority to get the job done.
Designate a "Project Champion"
Integral to garnering public support and charging governmental agencies with project
responsibilities, we believe designating one important, influential person who has the
skills, abilities and time to get things done. A "Project Champion" is very important key
to its implementation. This person would become the "face" of the project and would
lead presentations, media events, etc.
Procure Grants/Funding
All possible sources of potential funds and grants for this type of project with local,
regional and federal sources need to be procured. Additionally, private funding,
including corporate sponsorship and private donations should also be procured.
The Baker Leisure Group Team
September 2004
Page 39
Savage Creatures of the Ancient Seas
Secure Project Site
Although research shows that the City owns the project site, it needs to be officially and
formally secured and earmarked for this development. This can be in the form of a
declaration or mandate by the City.
Streamline Governmental Approval I Permitting Process
The governmental approval and permitting process needs to be streamlined where
possible. The objective is to reduce the time periods typically required and provide
certainty with the approval/permitting process, which can negatively impact the budget.
Various governmental agencies work together and avoid contradicting requirements and
simplify the process to the degree possible. Also, because the facility will be a catalyst
for development within the adjacent lands, the process should also be opened up to
private developers.
Promote Tourism Strategy Initiative
The BLG Team believes that the Community Redevelopment Agency should identify
and coordinate with other tourism-based attractions to encourage the development of
strategic alliances to promote the overall area to incremental visitors. An alliance will
promote the success of all-area attractions, with the proposed facility enhancing the
overall profile of the inventory base.
Market and Promote Project
Once the foregoing items are completed, the project should be marketed and promoted
to potential parties which might have an interest in participating such as corporations
with branded property that could enhance the overall guest experience and positively
impact the long term strategic plan. These corporations include, but are not limited to
Discovery and National Geographic. It is critical to begin these discussions before
design documents are formalized and construction documents begin. It should occur
once the support is solidified at the local level. However, it is not necessary to have
completed the fundraising for the project before these discussions occur. Once an
understanding is reached regarding their level of interest, a formal relationship can be
identified through contractual means.
Develop Creative and Construction Documents
The Community Redevelopment Agency should proceed with the development fo the
guest experience, which will eventually lead to the development of design and
construction documents.
The Baker Leisure Group Team
September 2004
Page 40
Savage Creatures of the Ancient Seas
Operational Planning
During the development of creative and construction documents, the Community
Redevelopment Agency should also be working with an operational company to ensure
that during this planning phase, operational philosophies are met. This includes issues
such as the point of sale system, cash control, guest flow, etc. This will run concurrent
with the creative development.
Assignment of Project Manager
A project manager, which is different from the project champion, should be selected.
The project manager will coordinate the development of the project from a construction
and build out. This includes the coordination of the different suppliers, consultants,
construction manager, architects, merchandise development, operations team, city,
county and state officials, and other groups, both private and public, that are part of the
development and opening process.
Pre-Opening Planning
The pre-opening planning would include generating an operating plan that will serve as
the long-term strategic operating document complete with operational guidelines,
procedures, policies and methodologies for the proper management of the facility. Also,
during this phase, the operational entity would perform pre-opening operational planning
and assistance to develop staffing plans, marketing plans, training programs and pre-
opening implementation schedules for hiring and training employees.
50ft Opening
A soft opening would be conducted. This is defined as a non-official opening attended
by special invitees of the facility. The purpose of a soft opening is to check systems,
work out any potential problems, and ensure proper consistency with the guest
experrence.
Grand Opening
The facility would open and operate implementing some of the long-range operational
strategies that would include special events, exhibits, etc. to ensure the continual
success of the facility.
The Baker Leisure Group Team
September 2004
Page 41
Savage Creatures of Ancient Seas
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Boynton Beach Community Redevelopment Agency
2/25/03
Savage Creatures of Ancient Seas
Page 1 of 12
9/28/2004
PROJECT LOCATION
The SCASMC would be integrated into
the existing City Park (Pete's Pond,
located one block east of Federal and
Boynton Beach Blvd.) and the Mangrove
Nature Walk on the Intracoastal. The
existing park investment goes largely
underutilized, Additionally, the
Community is in need of an Events and
Festival area which can be used easily
with little set up cost and that contains
permanent public accommodations such
as restrooms, water fountains,
temporary stage areas, trash
receptacles, shade and seating areas.
The City Park area would be converted
into a multiple
use Park and
Events Area
with decorative
iron fencing
and entry
gateways.
These
gateways will
be normally open to allow public access,
but also could be used as ticketing
location areas for special events and
festivals.
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Savage Creatures of Ancient Seas
Page 2 of 12
9/28/2004
PROJECT ELEMENTS
Promenade
To draw visitors to the SCASMC aspect
of the project on the waterfront from
Boynton Beach Blvd., it is proposed that
a Promenade
pedestrian
element be
designed to lead
pedestrians past
"Pete's Pond"
eastward along
the marina boat
slips. It IS
proposed to
have several
sites for public
"Kinetic Sculptures" along its length to
add attractions along the walk. These
elements would be phased and
represent the first major commitment to
Public Art in Boynton. The subject
theme of the "Kinetic Sculptures" IS
proposed as depicting the heritage of
Boynton; I.e" marine sport fishing,
scuba diving, agriculture or historical
sites/personalities, thereby celebrating
and preserving history for generations.
The potential exists that underwriting for
the individual "Kinetic Sculptures" can
come from the CRA, citizen fundraisers,
public funds, private individuals,
corporate gifts, grants, and other capital
campaigns. To enjoy the whimsical
"Kinetic Sculptures", viewing areas with
shade created from imitation "sails" of
fabric would
provide colorful
comfort and tie
the Promenade
look to the
adjacent marina.
At night the
sculpture
movement and
the gentle
bellowing "sail"
material would
be lighted to extend the hours of visual
enjoyment. The Promenade would
become an inviting Arts Walk for all
ages.
The Project Design offers visitors two
options of travel to the Savage
Creatures of Ancient Seas Museum
Complex. One being the pedestrian
Promenade with its Art Walk and Shade
Sails, and the other being by a wheeled
tram people mover. The rubber tired
tram or trolley would run over slightly
elevated track rails to lessen impact on
Savage Creatures of Ancient Seas
Page 3 of 12
9/28/2004
critical habitat, and yet be able to drive
on pavement through out the area. This
tram pathway will also be used for
deliveries, trash removal, exhibit move-
in, etc. thereby keeping vehicular traffic
away from environmentally sensitive
areas,
Boynton Commons
The Promenade ends in an open public
waterfront area proposed as Boynton
Commons. The design incorporates a
Trolley drop-off for patrons with a turn-
around circle. The Complex's theme is
designed to support the Scuba Diving
and Sport Fishing industries which are
associated with the area's excellent
natural resources found just off the
coast from Boynton. Possible linkages
to this heritage would be to develop
dock areas for dive company rentals,
sport fishing charters, tackle shops, and
educational exhibits about the reef
system and its habitat. Boat moorings
may be included in the design to allow
day visitation by boat, charter diving and
sport fishing pickups. The Facility would
encourage fish cleaning, sport
equipment servicing (non-mechanical),
and other associated activities to be in
public
teach
about
view to
visitors
each
industries' lost
art aspects.
Additionally, the
State of Florida
IS proposing a
"Shipwreck
Preserve"
designation In
recognition of
the Historic Loftus underwater
shipwreck. Loftus Shipwreck Preserve's
land-base-linkage site can be
associated with the Complex. This
historic shipwreck site will draw more
dive activities and interested historians
to the waterfront area. The Loftus
Preserve is proposed to be only the
eighth such designated site in Florida,
and because of budget constraints, may
be the last site selected. Additional
information pertaining to the site is
attached as Addendum" A" .
RiverWalk
From the Commons, the journey of
"Natural" Boynton can continue along
the Intracoastal and Boynton's largest
Savage Creatures of Ancient Seas
Page 4 of 12
9/28/2004
preserve of mature mangroves on the
RiverWalk. The Complex design links it
to the City's existing Mangrove Nature
Walk. With Boynton's growth, the
RiverWalk and Mangrove Park preserve
our natural resources and open space
for the next generations. The walk is
both educational and a great vantage
point for Boynton's South Florida
beauty.
Savage Creatures of Ancient Seas
Museum Concepts
The II Sentinel" at the end of the
Promenade at Boynton Commons is
proposed to be the Savage Creatures of
Ancient Seas Museum Complex
(SCASMC). This is a proposed
Prehistoric
Marine Reptile,
Ancient Fish,
Extinct Aquatic
Mammals and
Sharks themed
Museum to be developed on a
waterfront pier to further present the
theme of Boynton's marine heritage. To
our knowledge, there is no museum
solely focused on these fascinating
creatures. Further, there is no major
dinosaur museum in the State of Florida
or for that matter, the entire southeast.
[i.
Prehistoric Marine Reptiles are one of
the most intriguing and fastest growing
sectors of paleontology. It is a small
niche, which Boynton could dominate.
The museum exhibits area would
therefore be relatively small in size, but
great in importance. The initial concept
is for primary exhibit area of 10,000 sq.
ft. Other elements of the Museum
would be skeletons of the fish found in
the area to compare and contrast with
the prehistoric fossils.
Savage Creatures of Ancient Seas
Page 5 of 12
9/28/2004
The SCASMC IS
designed as the
next generation of
museum. Its unique
attributes focus on
four concepts: First
is its relatively large
traveling exhibit area of 5,000 sq.ft. with
respect to the permanent exhibit area of
10,000 sq.ft. This traveling exhibit
sizing enables the facility, to a great
extent, transform itself each time a
visitor comes to the museum. Traveling
exhibit shows, local collector shows,
new discoveries, etc. are among the
flexible exhibit concepts which will bring
a variety of interests to the Complex.
The Complex's dynamics set it apart
from old style "depository" museums.
Second is the facility design for
educational instruction. This happens
through linkage by media technologies
to local and remote
quarry or research
sites. Interactive
technology brings
discoveries in "real
time" to the student.
The concept
teaches at the "cutting edge" of
knowledge instead of through out-of-
date reference books which can be as
much as ten years obsolete. The
learning IS directly with renown
specialists from the world over.
Third is the facility's variety of methods
for teaching. The SCASMC uses a 40
Theater and virtual reality programs to
bring educational materials to life. The
concept merges education with
entertainment "edutainment". Scientific
study has found that learning which
stimulates all senses has expediential
increases in
subject matter
retention.
The fourth is
the facility's
exhibit
technology
which engages and interacts with
patrons. This aspect is not in wide
spread use, but has been a centerpiece
concept for many of today's museums
The next generation of interaction is the
concept that the exhibit itself changes
and is dynamic. This is embraced by
SCASMC in several of its signature
exhibits.
Savage Creatures of Ancient Seas
Page 6 of 12
9/28/2004
The Museum Concept elements have
attracted interest from higher education
institutions such as Florida Atlantic
University. Their interest lies in several
opportunities which transcend a simple
museum facility. Their points of interest
include exhibit content, teaching of
educational content and teaching
museum operations, management and
administration in this new museum
context. (See Addendum liB".)
Savage Creatures of Ancient Seas
Page 7 of 12
9/28/2004
Museum Design
Final design criteria for the Complex
would encourage a world-class design
current proposed site is water covered
and does not have endangered sea
grasses or mangroves on the proposed
museum location. The glass
walls of the first level of the
_',"\ \_A(i1.CR1_',U'lJ1US OI _:l:",{U[''', 'l',':i'
'~I'lISTtJ.~1 CO-N{Tj'T
m
to come to Boynton. The
Project will be Boynton's
and the Intracoastal's "must
see" equivalent to the
"Sydney Opera House". It is
therefore believed that the
facility would create
substantial maritime
visitation to Boynton. Initial
design concept renderings
are In Addendum (lC". SA 1"_:-\(/'1 ('"R'LAPU1U'SOI AvUr"'"'-1,'-"
~!U\-l'lLM CO.'l<Jll'l"T
These are meant to stir the
imagination and are not necessarily final
concepts or designs.
A design concept would be to explore
the potential of having the museum built
down into the Intracoastal waters. The
.-
#~~
museum would provide a
natural backdrop for the
exhibits. The design will allow
the ecology of the Intracoastal
Waterway to be seen by all
visitors. The glass would
show the first levels of the
bottom soils, the water
...-.....,--
..........
m
condition, mangrove root systems, etc.
It further would link the manatees to
their prehistoric relatives. Viewing areas
for manatees and fish would reveal
underwater activities for all museum
patrons to see.
Savage Creatures of Ancient Seas
Page 8 of 12
9/28/2004
R'E.ATU'R'L5 OJ :A:NCILNT 5'E.JL<;
':O:NC'LP'T
Museum Space Planning
Space planning for the Museum is
based on several design parameters.
These elements include collection
sizing, attendance, retention, flow rate of
exhibits, support services (food & store)
and peak loading capacities. From
these aspects, a general sizing and
"support needs" profile was developed.
This initial sizing analysis has generated
the following space plan needs.
The Museum would include: Primary
Exhibit Areas Of 10,000 Sq.Ft., Space
m.I{UB.!':R.'
.\,d"'"",'h
iU";I. I_
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For Traveling Exhibits Or Special Local
Shows Of +/- 5,000 Sq.Ft., Offices Of
2,000 Sq.Ft., Classrooms Totaling
1,800 (3 @ 600 Sq. Ft.), Storage & Work
Areas Of 3,000 Sq.Ft., Briefing Room -
400 Sq.Ft., Lobby/Restrooms Of 3,500
Sq.Ft., Museum Store Of 1,200 Sq.Ft.,
And Food Concession Of 1,200 Sq.Ft.
For A Total Of Approximately 28,000
Sq. Ft. On Multiple Levels Plus 6,750
Sq.Ft. Large Format 40 Theater And
Lobby.
Savage Creatures of Ancient Seas
Page 9 of 12
9/28/2004
Large Screen 4 D Theater
A major feature of the SCASMC is
proposed to be a Large Screen 4 0
Format Iwerks Theater. A Large Format
Theater is of size and scale which could
be seen from Federal Highway and its
creative design would draw people to
the Boynton Complex. The building has
the potential to use lasers to present
graphic arts or motion
pictures In a non-
evasive format In the
evenings on the
exterior walls. The
theater's "Iarger-than-
life" size interior screen
and 4 dimensional
effects are unmatched
in ability to bring film
content to life. A movie
would be produced for
Boynton featuring a
journey into today's Gulf Stream and
then into past World's Seas. Air-Blast
Touches, Water Misters, Vibration, and
Scents simulate the ocean spray in your
face or a brush with a "Sea Monster" to
create the reality of a world unknown.
Large screen film libraries have
substantial holdings of marine themed
movies, which are proven winners and
~rdl~l
directly correspond to
Boynton's heritage.
Stand-alone large
format theaters
routinely
draw
In
access of 250,000
people per year. The
facility is kept fresh to
create repeat visitation
by featuring a variety of
large format movies. A 40 Theater is a
blending of an attraction ride with formal
education materials which adds a
unique twist to "Movie Magic". Studies
reveal that content retention IS
exponentially increased when presented
in a format that is stimulating to all
senses. Therefore, fun and learning
merge.
Savage Creatures of Ancient Seas
Page 10 of 12
9/28/2004
Exhibit Concepts
The Museum Exhibit areas would be
developed to follow a balance of 1/3
Skeletons, 1/3 Fleshed Creatures, and
1/3 "Hands On"
Displays. Note that
both skeletons and
fleshed creatures
may be robotic
exhibits. Animation
adds to the visitor
experience and has
been shown to make
vivid impressions on
visitors. In particular,
articulated skeletons
could become a
"signature" feature of
the museum. New technology would
allow skeleton movement without visible
mechanical means. A pioneer in the
field is Hall Train Studios of Ontario
Canada. Mr. Train has confirmed the
feasibility of such creatures and can
deliver this never-before animation
showpiece at a reasonable cost. This
has been included in the projected
budget.
That scene reenactment will become the
signature exhibit for the museum. The
concept would be to depict a titanic
struggle between a 60' prehistoric
Whale being attacked
--~-'-
by a Megalodon Shark.
The Megalodon Shark is
the giant ancestor of
today's sharks had jaws
over 6" tall and
considered the 60'
The technology will be used to depict an
epic prehistoric life and death scene.
.- """0
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whale an easy snack in
the scheme of life. The
attack IS a realistic
reenactment based on
an
actual
attack
depicted by fossil
evidence uncovered by
F AU in local quarries. The attack will be
suspended In the center of the
museum's four story central gallery. It
Savage Creatures of Ancient Seas
Page 11 of 12
9/28/2004
will come to life by computer interface.
The new technology will enable endless
variations of the "show" to be presented
to patrons visit after visit.
Museum Store and Concessions
The SCASM Museum Store would carry
educational items, proprietary branded
products unique to Boynton, souvenirs,
gifts, tee shirts, etc. A food area would
supply basic refreshments and
entertainment foods for the kids.
Outdoor seating would be available In
addition to a small indoor area.
Program Content
The museum design creates content
flexibility by incorporating a traveling
exhibit area. It is anticipated that this
area will be used for a broad base of
gallery exhibits... local artists, children's
programs, education exhibits, traveling
exhibits, mini events, and some of the
most exciting new paleontological
discoveries. The dynamic exhibit area
gives yet another reason to revisit the
Complex.
Additionally, exhibits relating to the
ecology of the Intracoastal Waterway
will present current issues, concerns
and clean-up programs with direct
viewing through the glass walls below
the Intracoastal surface.
Paleontological Team
Just as exhibits and program content
will set innovation benchmarks, the
affiliated paloentological team will claim
some of the most renowned names of
today's profession. The depth of the
advisory board will include not one
leading paleontologist, but four. This tie
and oversight will assure national
prominence for the museum and its
exhibits. The museum is slated to
support several on gOing research
projects to further its prominence and
generate on going discoveries for the
museum visitors,
Savage Creatures of Ancient Seas
Page 12 of 12
9/28/2004
Savage Creatures of Ancient Seas Attraction
Responses to Various Inquiries
3/21/03
Is the project the right type of attraction and does it have subject matter that will
attract the projected visitation?
The Savage Creatures of Ancient Seas is a departure from a traditional "museum" and
is more closely aligned with an attraction. The feasibility analysis details four areas,
which this facility is "designed by" to assure its current and future viability. These areas
are;
· Large temporary exhibit gallerY and advanced digital large screen theater with
access to a substantial movie library bring fresh subjects to the facility as a
matter of routine scheduling,
· Educational classrooms to electronically as well as conventionally present
students with "real time" learning which is sought after by the educational
community,
· Teaching elements that educate through entertainment such as "reef' climbing
walls and a 40 large screen theater which have proven track record for
educational quality,
· Exhibits that are interactive, which engage visitors.
These aspects make this project an attraction for a wide income and age group. This
was found through research by leading cable and print networks. The project is one of
the first, which purposely and effectively combines education, entertainment and
museum elements.
Why savage creatures of ancient seas? The subject matter was thoroughly researched
and addresses a variety of issues. First is a tie to the heritage of the community and its
relationship to the Intracoastal Waterway and Gulf Stream. The attraction will generate
interest and activity for fishing and diving in Boynton. Therefore, today's businesses are
linked to prehistoric wonders.
There exists no focused facility to tell this ever-emerging story. This is not a dying
science or niche, to the contrary, as seen the most recent issue of National Geoqraphic
(attached), the subject matter has "just been scratched". In fact the article goes on to
say that interest has spread to a "new generation" of scientists in computer
technologies. NASA has joined in research to analyze the theory of meter impacts on
earth and their potential for catastrophic species extinction. The subject matter has
produced the largest blockbuster movies of this generation and new movies on the
horizon indicate that the interest is sustainable. The subject matter is taught every year
to a wide age-group of students from pre-k to graduate studies.
The concepts that "museums" are dieing or in "trouble" is a generic statement with little
widespread merit. True some facilities are in "trouble", but that statement can be
applied to most of life. Instead we see that innovative and dynamic facilities are
growing. In fact, shopping centers are now bringing museums into the shopping malls
Page 1 of 5
to help sustain and increase foot traffic. If museums were dying, these shopping mall
giants would not be bringing them in to die. (See attached article)
What about competition in the region?
The facility has no direct competition in the region. The other facilities in the region
have been contacted and most will be partners for joint marketing programs. The
facility's ability to attract from a large area is recognized by the other attractions,
Convention and Visitors Bureaus, Chambers of Commerce, curators, universities,
County and State representatives. In fact, the project is seen as one of the highlights of
the attraction industry for the region and is seen as having the ability to harvest regional,
state, national and international visitors.
To further define the project as an unique attraction, the large screen theater is an
"Iwerks" theater. Iwerks presents a better product for entertainment and education than
the better-known IMAX. Iwerks is no second-class company and has long ties to
Oisney. The Boynton facility will have an unique market share, which extends as far as
Orlando. The project therefore does not compete with the Fort Lauderdale Science
Center or the West Palm Beach Science Center for IMAX content.
Because of the proposed funding structure, the attraction has the ability to assessable
at a very affordable rate. Analysis indicates it will be one of the best values in the
region and will be able to attract a wide range of income levels and age groups.
Can the attraction capture the proposed visitation?
Locally the Children's Museum has established that people will seek to visit quality sites
here in Boynton. The quality of the proposed attraction generates visitation. The
project has attracted a New York Times best selling author to become involved in the
project. (See attachment) The visitation analysis is detailed in the full study document,
however the short point is that the facility has potential well beyond the projected
stabilized attendance. The study's capture percentage is 1/3 of what analysis would
suggest. This attendance projection is backup by local, regional, state and national
facility and attraction performances. The conditional statement is that money for
promotion will need to be budgeted.
What is the capacity of the facility?
The capacity of the facility has several factors. The facility will experience peaking
during prime times and days. That level of use will not be seen every day; therefore
figuring peak flows for the entire year using the highest day is not valid. Peaking
models are readily available and the Boynton Children's Museum usage levels were
used to map out peak times. The projected 200,000 visitors are below the maximum
peaking for the facility. With peaking management and off peak program development,
Page 2 of 5
the museum can handle around the 600,000 visitors per year level. Flow through and
peaking is figured by calculating the dwell time at the exhibits (each one is designed for
a capture period) and the square footage of the public areas (exhibits, lobbies, food
court, store, theater, common areas). The standard for design is 45 square feet per
person; the museum has approximately 26,000 sq.ft. of public area, which could support
about 575 visitors at anyone time. This also can be used to estimate parking needs;
parking requirements at absolute peak would be figured as 575 people plus 25 staff for
a total of 600 people. The average number of people in a car visiting a facility of this
type is 3.75. We will use 3 people to be conservative, which generates a future peak
potential need for 200 spaces. (We are looking to provide 600 public spaces in a
parking facility tied to the project by trolley service)
Is it the right time to be spending money this way?
That question is always subjective, however several aspects should be considered
when contemplating the issue. The first is that in tough economic times public
investment in anchor economic generators is not only sound economics, it could be
argued that it is essential for recovery. The development of key anchor attractions
benefits the community in over a dozen areas. The attention that Boynton is receiving
is, in part, to the vision the city has portrayed to developers, investors and future
citizens of a "quality of place". (Most all agree that Boynton being the "best-place-to-Iive"
is good for all.) The question comes down to how to accomplish this goal. Staff has
presented the concept that the CRA lead the way for anchor attraction and cultural
element development. Oevelopers have purchased and assembled many properties, so
assembly, which many times is a CRA focus, for the most part, has been accomplished.
TIF revenues for incentives have been created to bring benefit to benchmark projects,
but the program also enables the community to invest increment funds for "quality of
life" projects. Perhaps the best benefit of projects like the proposed attraction is that it
generates economic impacts to the area as a whole. According to a third party
economic impact analysis company, the project will generate approximately
$20,000,000 in new revenues per year to the area. The projected debt service to be
covered solely by TIF funds is $900,000 per year. (The return on annual CRA debt
service is a twenty time annual multiplier.) Permanent job creation is 96 jobs. The
construction impacts are large $44,538,000 in economic throughput and 293 jobs
created.
The project is absolutely essential for the attraction of a hotel / conferencing facility to
the area. While it may not be the only factor, it most certainly is one of the foremost
future room generators for Boynton. Therefore, the project should not be evaluated on
the basis of the obsolete concept of by-gone "museums", but instead as an attraction
business for the area.
The operating budget for the facility is based on a hybrid of entertainment attraction and
museum. Attractions are run for-profit and that is the bottom line for this project. The
project is designed to be a stand-alone facility in regards to operational costs. In fact,
this is one of the new generation facilities that blend its sustaining revenue streams.
Page 3 of 5
This three-pronged approach brings flexibility for income generation to minimized
economic cycles; i.e., when donation underwriting is down during economic slumps,
attractions tend to perform better than the rest of the economy. (Movie attendance and
revenues set records this year).
In summary, in these economic times it can be argued that investment in projects like
the proposed attraction are prudent and in some cases necessary for the local
economy.
Can we afford the project?
The arguments for the project's economics have been made above, however can we
afford to build the project? The funding structure for the project comes through a three-
point strategy. The funding sources are the CRA, City and County, Grant sources and a
capital campaign. The first criteria was to not raise taxes or create a potential for
additional tax burden or tax increase. The project's funding strategy clearly covers
those issues. The strategy leverages local funds to build the facility, which is the most
common format for civic projects. However, to assure success, the local base funding
represents approximately 52% of the project... the normal would be around 10% to
30%. This base funding maximizes the grant and capital campaign funding potential. In
fact, discussions directly with major grant sources have generated very favorable
responses. We are gearing up to apply for grant funding from one source in the range
of $1,500,000 which accounts for 20% of the total funding expected from grant sources.
Capital campaign specialists and direct communications indicate that the $5,050,000
goal is well within the project's capability. HOWEVER IT SHOULO BE NOTED THAT
IF THE PROJECT DOES NOT SECURE THESE FUNDS, THE PROJECT CAN BE
STOPPEO. The process to develop the facility is detailed in the project feasibility study
and presents several go or no go checkpoints.
The real question is can the CRA underwrite the proposed bonds from TIF revenues.
Staff has developed a five-year budget forecast to address the funding issue. While
nothing is locked in stone, the TIF forecast is 25% below the CRA current track record
for expansion for the next two years. The third year is the "moment-of-truth", the project
will be ready for funding submission, and bond underwriting. The large-scale projects'
impact should be coming online to generate TIF revenues. At that time final project
construction decisions or timing can be made. The TIF revenue projections have been
adjusted downward for potential Oirect Incentive Program impact. The budget also
addresses other support projects (garages and infrastructure through Direct Incentive
Grants), other districts (Heart of Boynton), events, grants, program content, etc. By the
fifth year substantial surpluses are projected. The spreadsheet analysis is attached.
The question is that if all things turn negative, is the project worth supporting with TIF
revenues? It is a project for the entire community that generates substantial spin-off
economics and is of quality and dynamics to be a viable contributor to the heritage and
education of the public for years to come. The TIF funds are generated by new
Page 4 of 5
development and do not require any additional taxation or new taxation in the future. It
allows the CRA to be active in other areas and projects.
Page 5 of 5
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