Philip A. Ginsburg, General Manager Dana Ketcham, Director, Permits and Property Management

Transcription

1 Date June 1, 2017 To: Through: From: Subject: Recreation and Park Operations Committee Philip A. Ginsburg, General Manager Dana Ketcham, Director, Permits and Property Management Nicole Avril, Capital Partnerships Geneva Powerhouse Subtenant Selection Agenda Item Wording: Discussion and possible action to authorize the Department to enter into negotiations with the Community Arts Stabilization Trust and the Performing Arts Workshop for the purpose of subleasing the Powerhouse portion of the Geneva Car Barn and Powerhouse to the Performing Arts Workshop for recreational programming. Strategic Plan Reference: Strategy 1: Inspire Public Space Objective 1.1: Develop more open space to address population growth in high-needs areas and emerging neighborhoods Objective 1.4: Preserve and celebrate historic and cultural resources Strategy 2: Inspire Play Objective 2.1: Strengthen the quality, responsiveness, and accessibility of recreation programs Objective 2.2: Strengthen and promote the safety, health and well-being of San Francisco s youth and seniors Strategy 3: Inspire Investment Objective 3.1: Increase public investment to better align with infrastructure needs and service expectation Objective 3.3: Cultivate increased philanthropic support Background/Description: Tenant Selection Proposal Goals: A Proposal for the Activation of the Geneva Powerhouse ( Proposal ) was developed by the

2 Department and distributed in December 2016 (please see Appendix A-C for more information on the Powerhouse Project). Responses were due on February 27 th. The goals of the Proposal were to find a qualified tenant who would deliver a programming model that provides: arts related programming to area youth, meaningful public access by persons of all ages and abilities, a fee structure that addresses affordability, and opportunities for the public to use the space for events. It was also required that respondents have a proved track record in successfully running programs of a similar nature and scale, as well as working with public agencies. Lastly, respondents were required to demonstrate that they have the required funding and/or the ability to attract the funding needed to cover programmatic and operational expenses. Evaluation And Selection Process: Each respondent was required to have the following minimum experience to be considered as a possible candidate for this opportunity: Five years experience in providing programming as described in Required Programming above Demonstrated financial capacity to finance proposed programming and operations 501(c)3 Status, with an active Board of Directors A panel, which included Tom DeCaigney, Director of the San Francisco Arts Commission, Dana Ketcham, RPD Director of Permits and Property Management and Tom Radulovich, Friends of the Geneva Car Barn and Powerhouse Board Member, met on March 10, The Panelists reviewed respondents to ensure that they met minimum qualifications and evaluated proposals based on the following evaluation criteria: Compatibility with the desired programming at the Powerhouse (25%) Meaningful Public Access (25%) Program Feasibility (25%) Financial Capacity (25%) Performing Arts Workshop Performing Arts Workshop (The Workshop) was chosen, based on the following strengths: 40 years of service to District 11 youth and families Strong track record with public agencies & program quality and delivery Values alignment: social justice mission, inclusive culture, progressive labor practices Robust fiscal health: strong fundraising record and $1.1m operating reserve Current Programming: Since the Workshop s founding, Workshop teaching artists have engaged upwards of 20,000 youth. The Workshop brings sequential arts instruction grounded in inquiry and reflection to more than 4,200 students ages 3-18 each year with the mission of helping young people develop creative expression, critical thinking and essential learning skills through the arts. Each year, Workshop artists conduct some 270 residencies in world dance, music, spoken word poetry, and theater. Each residency is an week series of minute classes, meeting once or twice

3 weekly. The Workshop prioritizes reaching communities with limited arts education resources available to them; about 80% of Workshop students are from low-income families, and 70% are people of color. Their work amplifies the voices of youth in culturally rich and diverse, but often less-visible, communities. In addition the Workshop offers afterschool and summer programs, as well as programs in transitional housing facilities, juvenile detention centers, and other community settings. During our most recently completed programming year ( ), we delivered 1,575 hours of outof-school time programming at 15 sites. As the chief performing arts provider for Preschool for All since December 2006, the Workshop has served more than 17,570 preschool- aged children at 169 sites. Last year alone, we served 2,404 preschool children in week residencies with 61 Early Childhood Education providers. One of our most robust Preschool for All partnerships has been with Mission Child Care Consortium, on Mission Street and a stone s throw from the Powerhouse; for the past two years, we ve engaged all 200 of their preschool students each year. The Teen Workshop at the Buchanan YMCA began as way for youth to share their creative voices and viewpoints with the community through performance. Those early performances drew audiences in the thousands and garnered enthusiastic praise from critics. For decades, the Workshop has also worked with Mission Education Center, serving newly arrived immigrant and refugee children in grades K- 5. History in District 11: The Workshop has worked in more than 20 schools, preschools and community centers in D11, bringing arts education to thousands of youth. Workshop Partners in the Excelsior/OMI/Portola neighborhoods have included Ortega Elementary School, Cleveland Elementary School, Sheridan Elementary School, Guadalupe Elementary School, Monroe Elementary School, Hillcrest Elementary School, San Francisco Community Alternative Elementary School, San Francisco Community Middle School, Our Kids First, Mission Head Start, Jean Jacobs, and 4 more. They currently serve youth at Mission YMCA, Mission Neighborhood Center, Jean Jacobs, Little Sunshine, Estrada's Preschool, Delia's Little Angels, and Mission Child Care Consortium. The Workshop also has long relationships with schools and community centers just over the District 11 border, notably OMI Family Resource Center, Visitacion Valley Beacon, Sunnydale Boys & Girls Club, Paul Revere and Charles Drew Elementary schools. Meeting the needs of neighborhoods as rich and culturally diverse as those in District 11 requires a diverse staff. Our teaching artists hail from a variety of social backgrounds and cultures. Among them they speak Mandarin, English, Spanish, Portuguese, French, and Italian. Of our twenty artists, eleven identify as people of color and four identify as LGBTQ. Recognition: The Workshop program model has been recognized by UNESCO and through multiple grants from the U.S. Department of Education, the National Endowment of the Arts, the California Arts Council, the SF Arts Commission and National Guild/MetLife s Partners in the Arts program.

4 The Workshop is also a longtime grantee of the William and Flora Hewlett Foundation, including the recent multi-year Organizational Effectiveness grant for capacity-building. Public Agency Experience: The Workshop has been a partner, collaborator and contractor with public agencies since their founding, including the State Board of Corrections for at-risk youth in the juvenile justice system, Department of Children, Youth & their Families (DCYF), and the County of San Francisco s First 5 Preschool for All (PFA) program for low-income families, and US Department of Education. The Workshop participates in the City s internal and external audits yearly and are found to have program planning, budgeting and financial control systems that meet the city s highest standards. Future programming: From the Performing Arts Workshop Proposal: The residents of District 11 have requested a facility and programming that will provide a place to celebrate the cultural richness of all who live there as well as a haven for youth to learn skills in the arts. When we began drafting our program proposal for the Geneva Powerhouse, our minds immediately went to all the art forms in our residencies, from Salsa, Bachata, Merengue, and Pachanga to the culture and history of resistance in Capoeira; from the oral storytelling tradition of the African Griot to its home in Hip Hop and performance poetry; and from the languages of West African drumming to the joyful synchronicity of Bhangra. We can envision parents and their children taking dance class together. We can see teens practicing Hip- Hop dance in a summer camp, or gathering to edit the digital literary and arts zine they ve created. We can picture the walls displaying the work of local artists, with guest curators from the community. Before finalizing our plan, we would invite community members to offer input because it wouldn t just be our new home. It will be their cultural home, too. The Workshop calculate that it will take two years to ramp up to full programming, and by year three we will be prepared to implement a full suite of on-site programming to serve an estimated 2,469 area residents and an additional 10,000 people through event rentals. (Please see Appendix D for full Program Plan.) Staffing: The Workshop s nine full- time and three part- time administrative staff members administrative staff will share space with the program activity space in the Powerhouse. Additional build out of administrative space will provide noise insulation and security during rental events. To manage growth in service, the Workshop will add a full- time onsite program manager, who will coordinate all youth, adult, family, and professional programs and performances occurring in the Powerhouse. The onsite program manager position will be added six months prior to taking occupancy of the Powerhouse in order to finalize program design, solidify partnerships, conduct outreach to program participants and bring programming to scale as quickly as possible once taking occupancy. To conduct additional programming, the Workshop will also add the equivalent of three salaried, part- time core artist, or six temporary hourly employee artists.

5 At full capacity, The Workshop plans to rent the Powerhouse as an event space one evening per week and once on the weekend, 40 weeks per year. We will also rent the Powerhouse as rehearsal space for performing artists and make the space available for community meetings for a sliding scale fee. We will hire an events coordinator to manage rentals and staff events. Oversight: Oversight of program plan refinement and implementation as well as compliance with stipulations of Powerhouse financing will occur through the Workshop s governance structure. The Workshop is governed by a Board of Directors. Board members bring perspective and expertise from a variety of vocations and backgrounds including education, law, the arts, finance, and technology. Board committees include finance, governance, program and artistic quality, fundraising & marketing, and the executive committee of board officers. Fiscal Management: A legacy of conservative fiscal management has left the Workshop with a cash reserve of $1.1 million which enables the organization to ensure that they are able to sustain their impact and preserve their organizational strengths through unforeseen events. While Workshop pro-formas anticipate revenue from rentals, Workshop management has also costed out a number of scenarios in which renting the Powerhouse at market rate is not essential to their program plan or fiscal health. Please find attached the full proposal from Performing Arts Workshop. Operating Sublease Terms While the lease will be between CAST and Performing Arts Workshop, the lease will incorporate the following RPD-advised lease terms: Sub-Subtenant: Premises: Sub-Sublease Term: Rent: PAW, or any other sub-subtenant that is consistent with CAST s arts-focused mission and approved by City in advance. City shall have the right to reasonably object to such Sublease. Geneva Powerhouse Seven (7) years, commencing on the Completion Date. Possible yearly extensions may be offered, depending on the Geneva Office Building Phase 2 construction schedule and City s approval of such extensions. Subject to a 1-year prior notice period, the Sub-Sublease may be terminated on the commencement of Geneva Office Building Phase 2 construction, unless the parties mutually agree to allow Subtenant to halt operations at the Powerhouse during the Geneva Office Building Phase 2 construction project (estimated to take 14 months). Subject to prior approval by the City, the For-Profit Tenant shall have the right to determine and receive the rent to be charged to each Sub-Subtenant. The parties agree that such rent will be no less

6 than an amount equal to a 2-3% return on the HTC tax credit investment for the Phase 1 project. Property Tax: Management Fee: Required Programming; Permitted Uses: Continuous Use; Full Program: Events: Operating Agreements/ Licenses/ Permits: Premises Management, Staffing and Funding: The Parties recognize that the Lease, Master Sub-lease or Sub- Sublease may create a possessory interest subject to taxation. If any property tax (in the form of possessory interest) is assessed on the Lease, the Master Sub-lease, or Sub-Sublease, the Sub-subtenant shall pay any and all such taxes levied prior to delinquency. The Sub-subtenant shall pay a monthly $1,000 management and administration fee to CAST or the For-Profit Tenant, as determined by CAST and the For-Profit Tenant. The Sub-Subtenant shall use the Powerhouse only for the Permitted Uses, and shall make a good faith, reasonable effort to program the Powerhouse consistent with the Permitted Uses and with particular emphasis on youth-focused arts programming, by offering some combination of daily, weekly, or periodic classes throughout during the year. Recreational, educational and cultural programs and services that serve teens, adults, and seniors are also encouraged. The Sub-Subtenant shall exercise reasonable diligence to minimize disruptions in programming due to circumstances such as (i) programming changes and (ii) staffing changes. A Sub-Subtenant shall have the right to use the Powerhouse for other short term uses (each, an Event ) without City s prior consent, provided such Event serves a recreational purpose and complies with City s reasonable restrictions for event permitting, which include obtaining all required licenses and approvals. A Sub-Subtenant shall have the right to permit a portion of the Powerhouse to be used by third parties provided that (i) Tenant shall have provided prior written notice to City of a proposed agreement, and City shall have the right to reasonably object to such agreement, and (ii) the proposed use of the space shall be consistent with the Permitted Uses. The rent for such agreements shall be determined and accrue to the Sub-Subtenant. The Sub-Subtenant shall provide appropriate management and development staff for the operation of the Powerhouse, shall adequately fund the use and operation of the Powerhouse, and keep the premises in a clean, safe and sanitary condition. A Sub- Subtenant shall provide such services as may be necessary or appropriate to achieve and maintain operating standards commensurate with that of facilities managed by the Department, including, but not limited to cleaning, janitorial, and trash removal.

7 Partnership with CAST The Department believes that a partnership with CAST achieves all of the department s primary partnership objectives, which are the following: - Solidify Public-Private Project Partnership with Partner that has mission and vision alignment and technical and financial capacity to support Phase I and Phase II Development of GCBPH - Qualify for NMTC and HTC allocations. - Close funding gap to begin Phase I construction. - Select arts and community serving non-profit sub-tenant to program space. CAST Mission/Model: The mission of CAST is to create stable physical spaces for arts and cultural organizations to facilitate equitable urban transformation. CAST does this by: - Acquiring properties to sustain arts in selected San Francisco neighborhoods - Building the capacity of cultural organizations to lease or own property - Bundling leases to sustain affordable rents for those not prepared to buy - Leveraging funding to achieve this goal CAST secures space and works with community arts organizations to help develop and strengthen their financial and organizational capacity to purchase permanent facilities and navigate complex real estate issues. CAST works in partnership to: - Stabilize rent for nonprofit arts organizations by freezing real estate prices in an escalating market. - Increase the financial acumen of cultural organizations. - Use New Market Tax Credits to bring new capital to arts facility projects. - Involve multiple partners in San Francisco, including OEWD. - Assist arts organizations with their capitalization by helping them gain a permanent asset without risking their operations and programs. CAST as Tax Credit Partner: CAST, working with City and tax credit counsel will secure the tax credit financing, including set up of the tax credit financing structure and entity, which will receive funding for Phase 1B of the Powerhouse construction. This entity will enter into contracts with RPD and others as appropriate to complete the Phase 1B improvements, as well as enter into a master sub-lease of the completed project with a Subtenant that complies with the NMTC Targeted Populations provisions. CAST will also oversee tax credit compliance reporting on its behalf. CAST employed NMTC on their 80 Turk (CounterPulse) and 1007 Market (The Luggage Store Gallery) projects. The Director of Finance and Operations is responsible for fulfilling all NMTC requirements for these projects, including accounting, tax returns and reporting for their two NMTC investors, and also works closely the third-party accounting firm who oversees their audits and confirmation of tax credit requirement compliance reporting.

8 CAST Support: CAST was launched in 2013 with a gift of $5 million in seed funding from the Kenneth Rainin Foundation. Additional support is provided by: - City of San Francisco s Office of Economic Workforce Development - Grants for the Arts/San Francisco Hotel Tax Fund - JPMorgan Chase Bank - National Endowment for the Arts - Northern California Community Loan Fund - San Francisco Arts Commission - Surdna Foundation - The William and Flora Hewlett Foundation. Outreach In an effort to gather input and keep the community informed of the Car Barn s plans and progress, regular community meetings are held. Recent informational and design presentation meetings include the 2011 Sunnyside Conservatory and the El Rey 80th Anniversary events, a 2012 celebration of the 100th Anniversary of the Ingleside Terraces community, a 2013 Summer presentation at Lick Wilmerding High School for board members, volunteers and pro-bono professional services providers and on November 18, 2013 the Car Barn staff organized a community meeting at the Excelsior Library to provide an overview of the proposed LDDA and Lease agreements with RPD. In addition, a series of open community meetings were held during Fall 2009 at Balboa High School, the Ingleside Presbyterian Church, and Lick-Wilmerding High School. Presentations are made upon request at neighborhood associations as well. At each of these events the status of the project was presented, and input and feedback gathered. The Geneva Car Barn and Powerhouse Project has presented regularly at District 11 Council and Balboa Station CAC meetings. Car Barn staff and board members have also attended Excelsior and OMI Community Convener meetings as well as meetings with youth service organizations such as the Mission YMCA and Excelsior Boys and Girls Club, the OMI-Excelsior Denman Beacon Center, cultural centers and faith-based organizations, and area high schools such as Balboa High School. In December 2015, a community meeting was held to solicit community feedback at the Muslim Community Center. The goal was to identify the key values and principles that would guide the development of the GCBPH as a community arts and cultural center and the selection of a subtenant (please see Appendix E for meeting notes). In October 2016, staff presented the project at a SFMTA-sponsored open house addressing safety and future improvements near the Geneva and San Jose Avenue intersection in October Lastly, staff attends the Friends of the Geneva Car Barn and Powerhouse Board Meetings to provide project updates on a bi-monthly basis. Supported by: District 11 Council

9 Friends of the Geneva Car Barn and Powerhouse Northern California Community Loan Fund Ocean Avenue Association Office of Economic and Workforce Development Office of Supervisor Safai OMI Neighbors in Action Performing Arts Workshop San Francisco Arts Commission Opposed By: None known. Recommendation: Authorize the Department to enter into negotiations with the Community Arts Stabilization Trust and the Performing Arts Workshop for the purpose of subleasing the Powerhouse portion of the Geneva Car Barn and Powerhouse to the Performing Arts Workshop for recreational programming. Appendix/Attachments: Appendix A: Additional Powerhouse Information Appendix B: Powerhouse Present Appendix C: Powerhouse and Exterior Car Barn Renderings Appendix D: Performing Arts Workshop Program Plan Appendix E: Geneva Car Barn & Powerhouse Community Meeting Feedback and Ideas Attachment: Performing Arts Workshop Proposal

10 Appendix A: Additional Powerhouse Information Geneva Car Barn and Powerhouse Background The San Francisco Recreation and Parks Department (RPD), as owner of the Geneva Car Barn and Powerhouse (the GCBPH ) and lead project manager, is part of a multi-agency coalition, which includes the Office of Economic and Workforce Development (OEWD), the Office of District 11 Supervisor Ahsha Safai, and the San Francisco Arts Commission focused on renovating and activating the GCBPH. The GCBPH, located in San Francisco s District 11, is the last physical reminder of San Francisco s first electric railway system. First owned by private railway companies and then by the San Francisco Municipal Transportation Authority (SFMTA), it was occupied until 1989, at which time it was heavily damaged in the Loma Prieta earthquake. The GCBPH sat vacant for a decade at which point Muni announced plans to demolish the building. A group of community members, the Friends of Geneva Car Barn and Powerhouse, mobilized to save the building. RPD acquired the building in 2004, at which point a Stabilization Project for the building was completed. In 2010, the GCBPH was listed on the National Register. Between 2004 and 2015, in partnership with the D11 community, the vision for GCBPH was developed as a community arts center. Powerhouse Development Project Construction will happen in two phases - Phase 1 will consist of the Powerhouse only, and Phase 2 the remainder of the Project (including the Car Barn and additional Powerhouse improvements). The Powerhouse is 3,000 sq. feet (approx. 35 x 89 ) with 35 high ceilings. Skylights and arched windows flood the space with natural light, and period details lend the space a hip, industrial vibe. It will be an exceptionally beautiful and unique space to hold art-related programming for youth, teens, adults and seniors. Arts programming could include visual, dance, digital, theatrical, and other performance-based arts. Additional programming, such as exercise, early childhood development, and other educational classes could be offered. The space can be rented for short-term events such as art exhibitions and performances by community and other arts groups, and can also accommodate large events. The space will be equipped with a small catering area, a dance floor and modular wall system for exhibitions. Improvements to be made to the Powerhouse during Phase 1 include a seismic upgrade, the installation of modern utility systems, the restoration of historic features, hazardous materials remediation, new circulation systems to accommodate ADA access, streetscape improvements, improved entrances, a new roof, restored windows, and a new floor with radiant heating. In addition, the Project will achieve a LEED Gold rating. (Please see Appendix C-E). The Powerhouse construction cost is estimated to be approximately $11.4M. Proposed funding sources include: 2000 GO Bond 838,000

11 2012 GO Bond (Community Opportunity Fund) 3,000,000 Community Arts Stabilization Trust (CAST) 1,000,000 Neighborhood Asset Activation 306,000 Net Historic Preservation Tax Credits 1,280,672 Net New Market Tax Credits 2,099,000 RPD Capital Budget 410,612 Supplemental Budget Allocation 2,500,000 NET FUNDING SOURCES 11,434,284 As noted above, RPD desires to use New Market and Historic Preservation Tax Credits to help finance the project. The overall goal of the federal New Markets Tax Credit program is to stimulate community development in economically distressed census tracts by creating jobs, businesses, and providing essential services to low-income residents. For the Powerhouse project to qualify for NMTCs, 60-70% of the Tenant or Subtenant organization s staff serving the project must be low-income persons at the time of hire. Low income persons are persons with household income under 80% of the area median income. The Geneva Car Barn and Powerhouse is listed on the National Register of Historic Places, and is thus also eligible for the 20% federal historic preservation tax credit (HPTC). As City bond funds cannot be granted or loaned directly to the tax credit investment fund, RPD will use City bond funds (as well all or a portion of other City funds) to complete a portion of the improvements (the Initial Improvements ). Upon expenditure of the City funds (Phase 1A of the Powerhouse construction project), the tax credit financing will close and the remainder of the project funding will be provided to reimburse RPD for the remainder of the Project improvements (Phase 1B).

12 Appendix B: Powerhouse Present

13 Appendix C: Powerhouse and Exterior Car Barn Renderings

14 Appendix D: Performing Arts Workshop Program Plan WEEKLY Early Childhood. We will conduct early childhood performing arts classes for children ages 2-5 and their teachers/caregivers through two back- to- back classes, three mornings a week. We envision bringing children and teachers from childcare and family resource centers within walking distance, such as San Miguel Early Education School and OMI Beacon Center, to the Powerhouse for classes. We will also hold Community Early Childhood classes, through which we will serve parents and Exempt/Unlicensed Family, Friend, Neighbor providers in the neighborhood and the children in their care through semester- long sequential classes. Exempt providers, of which there are 106 in the Outer Mission and Excelsior, are among the least served communities in San Francisco. The Office of Early Care and Education, a close partner of the Workshop, has recently conducted research on this group and is seeking to provide them with supportive programming. The accessibility of the Powerhouse in an area of the city where there is a high density of Exempt providers provides a unique opportunity to serve this community with programming that supports kindergarten- readiness and essential motor, verbal, and social- emotional skill development. We will recruit these providers through the family resource centers through which they receive their stipends, as well as through direct outreach. After- school. We will hold after- school programs in dance, music, theater, capoeira, and poetry/spoken word Monday through Friday, both by conducting our own programs and, in order to offer multidisciplinary programming in visual and / or digital arts, by partnering with peer arts education organizations. We have already begun conversation with two peer organizations about this exciting possibility. Opt-in after- school programming for middle and high school students has been in our plans for years, and a student- edited zine project we will be launching in fall 2017 will help us design the programming for such collaborations. We will focus recruitment on students attending Balboa High School and Denman Middle School, but programs will be available to youth throughout the city. Likely the best way to serve K- 5 students with working parents-- students who do not have the ability to travel independently - will be to partner with nearby elementary schools, such as Longfellow and Guadalupe. During the summer months, we will hold a summer intensive for a cohort of high school students during the afternoon hours. In keeping with one of the original inspirations for the renovated Powerhouse, we will explore an apprenticeship program, like the Gallery 37 model. In addition to their studio work, having our administrative offices onsite opens opportunities for youth to receive workforce mentoring in program management, fundraising, advocacy, and nonprofit administration. Additionally, we think that summer programming presents a particularly rich opportunity for partnerships with other youth- serving organizations; we are open to exploring working with other arts and non- arts youth- serving organizations with complementary programming to serve students during the summer.

15 Drop- in adult classes We will offer classes in dance, music, poetry and improv theater in the Powerhouse for two hours, two evenings per week. These classes will be open to the public on a sliding fee basis (see fee schedule in Program Plan attached). Most of our teaching artists also teach adults, and we look forward to showcasing this expertise in the Powerhouse. Weekends. On Saturday and Sunday mornings, we will hold early childhood, youth and family classes. We think it is important to create opportunities for neighborhood residents who might not be able to participate in Powerhouse offerings during the week. We envision hosting world dance classes, African drumming, or other music classes that support parent--- child bonding and fun time together. MONTHLY AND OCCASIONAL PROGRAMS We will hold our teaching artist professional development sessions in the Powerhouse for two hours once per month. We anticipate holding student performances on weekends at least four times per year. The space will be available both for Workshop student performances and student performances by other arts education organizations. Similarly, we will exhibit student work in design, media, and the visual arts through rotating exhibitions that will be open to the public. These exhibits will happen in collaboration with peer arts education organizations that work in design, media and visual arts, and well as art programs at local public schools. We will hold receptions for the openings for these exhibitions that will be open to the public. We will present professional development in the arts for classroom teachers, and for the broader community of arts educators, twice a year during weekday evening hours. For these events we anticipate collaborating with the Arts Education Alliance of the Bay Area, on whose executive committee we serve, and Teaching Artists Guild, to which we are closely tied. We will hold performances by professional artists four times per year. These performances will be open to the public and will telegraph the full glory of what will ultimately be the Carbarn/Powerhouse complex. We anticipate co- presenting some of these performances, and renting the space to presenting organizations for others. We see this an exciting opportunity to respond to the community s specific cultural interests and look forward to creating a schedule of performances in conversation with community members. Similarly, we will hold a conversation series for the community in the Powerhouse four times per year. These may happen in collaboration with other cultural and civic institutions or be presented solely by the Workshop. Community interest will help drive the content of these talks/conversations /platicas. We will rent the Powerhouse as rehearsal space around standing weekly programming. We have calculated a rate of $25/hour for the space and see this more as an important way to make the space available to the community than as a revenue generating strategy. We anticipate that weekday evenings on non- adult class nights are the most likely time for rehearsal rentals. Similarly, we will make space available for community meetings for a sliding fee when the space is not otherwise programed.

16 By year three, we set a goal of 40 event rentals per year on weekends and 40 per year on weeknights. We see this as an exciting way to activate of the space, and also a way to fund Powerhouse programming. During the first year of occupancy, we will monitor the event rental program, and if we determine that our projections were high or that the space is better used for the community in other ways, we are confident that we will be successful in raising the funds necessary to sustain programs and operations without the projected levels of rental income. Our cash--- reserve provides an additional layer of security should our rental strategy change.

17 Appendix E: Geneva Car Barn & Powerhouse Community Meeting Feedback and Ideas December 12, 2015 Muslim Community Center 51 signed in participants What kinds of arts and cultural activities/programs could the Car Barn host and support? Performance/gallery space (17) Music venue (8) Engaging senior population Intergenerational (6) Event space for public use (5) Community meeting space and central meeting space (5) Technology Art Digital art studio (3) Free Arts/Cultural Classes (3) Plants growing space (3) Film Festival (3) Makers space (2) Offer classes (2) Murals (2) Food Incubation (2) Technology for youth Digital Arts (1) Writing program/studio (1) Creating job opportunities for youth Collaboration with the symphony Kwanza, Italian and Irish holidays Music education Office/studio space Old time activities (older films) Sustainable programming, some focusing on creating revenue California Academy of Science Nightlife activities Dance What would make you feel welcome in coming to the Car Barn? How do you make the Car Barn accessible to all? History of community (14) Cultural programing and staff with multicultural capacity (12) Strong community partnership (12) Open lobby visible activities (10) Affordability (10) Well-lit spaces inside and outside and pedestrian safety (7) Become a destination point and connector for working class families, kids and elderly (7) Flexible, multiuse space, host variety of events (7) Language access (6) Priority to neighborhood kids (5) Highlight neighborhood/history (5) Multicultural space (4) Parking (2) Engage and connect current transit users (2) Priority to neighborhood A place to stay and hang out (2) Build off of neighborhood plan efforts (2)

18 Connect transit lines (2) Reflecting the people that live here (2) Lots of activities (1) Community driven/governed (1) Outreaching to the community to deepen participation Vibrant space that revitalizes the community Transparency Creating a space that compliments what is there and new What are the cultural activities, traditions, arts activities that already exist in the neighborhood? Utilizing current organizations in the community (Youth Art Exchange, Living Library, SFUSD High Schools) (7) Traditional food (6) Cultural practice space (2) Independent entrepreneurs incubation and rotation (2) Multi-Cultural/international (1) Volunteer driven (1)